Agenda of Strategy and Operations Committee Meeting

Strategy and Operations Committee Meeting Agenda

12 May 2022

8.1 Local Government Funding Agency 2022/23 Statement of Intent

Kaituhi | Author: Ian Georgeson, Chief Financial Officer

Kaiwhakamana | Authoriser: Mark de Haast, Group Manager Corporate Services

Te pūtake | Purpose

1 The purpose of this report is to provide the Strategy and Operations Committee with the Local Government Funding Agency (LGFA) draft 2022/23 Statement of Intent (SOI) and half year report to 31 December 2021.

He whakarāpopoto | Executive summary

2 Not required.

Te tuku haepapa | Delegation

3 The Council’s Strategy and Operations Committee has the authority to consider this report.

Taunakitanga | RECOMMENDATIONS

A. That the Strategy and Operations Committee notes the contents of the draft Local Government Funding Agency draft 2022/23 Statement of Intent and Half Year report to 31 December 2021.

Tūāpapa | Background

4 The LGFA was incorporated in 2011 with the primary objective of optimising the debt funding terms and conditions for participating local authorities. This includes providing savings in annual interest costs, making longer-term borrowings available and enhancing the certainty of access to debt markets.

5 The LGFA issues bonds to wholesale and retail investors and on-lends the funds raised to participating local authorities (PLAs) with borrowing needs. The quality of the LGFA’s credit rating and the liquidity created by issuing homogenous local authority paper, ensures that participating councils can raise funds on better terms than if they were issuing in their own name.

6 In 2012, Kāpiti Coast District Council (the Council) became a principal shareholding local authority^{^[1]} in the LGFA. The LGFA meets the Local Government Act (LGA) 2002 definition of a Council Controlled Organisation (CCO) and as a shareholder in a CCO, the Council must regularly undertake performance monitoring of that organisation to evaluate its contribution to the achievement of the Council’s desired outcomes.

7 As a CCO, the LGFA must deliver to its shareholders a draft SOI on or before 1 March each year. The LGFA board must consider any comments from its shareholders in relation to the draft SOI and deliver a final SOI on or before 30 June.

8 The Council’s monitoring obligations are assisted by the Shareholders’ Council whose role is to represent all the shareholders and ensure that all individual shareholder views are heard. The Shareholders’ Council comprises five to ten appointees from the council shareholders, and one from the Crown. During the year there were some changes to the makeup of the shareholders council, and the council did not issue a letter of expectations.

He kōrerorero | Discussion

He take | Issues

9 The LGFA has issued its draft 2022/23 SOI.

10 Strategic priority areas, and the objectives and performance targets that sit within each area, are summarised on the following table:

Strategic priorities	Objectives	Performance targets
Governance, capability and business practice	· Best practice corporate governance · Model ethical behaviour · Achieve objectives and performance targets · Ensure cost effective products · Be a good employer	· Comply with foundation and treasury policies · Maintain LGFA credit rating equal to NZ Govt · Operating income >$18.3m · Operating expenses <$8.3m
Optimising financial services for local government	· Interest savings relative to alternative sources · Offer flexible products · Deliver operational best practice · Certainty of access to debt markets	· Share of LG long term debt >80% · Total lending to borrowers >$14,558m · Survey of borrowers value add >85% · Successfully refinance 100% existing loans · Meet 100% borrower lending requests
Environmental and social responsibility	· Assist sector to achieve sustainability objectives · Improve LGFA sustainability outcomes	· Comply with H&S act · Maintain Toitu carbon zero certification · Meet reductions in carbon plan · Increase GSS lending book · Ensure annual report complies with GRI standards · Meet all mandatory clime reporting standards
Effective management of loans	· Improve LGFA sustainability outcomes	· Review 100% of borrowers financial position · Meet each borrower at least annually
Industry leadership and engagement	· Take proactive role to enhance depth of LG market · Assist LG sector with significant matters e.g. 3 waters · Support councils in development of reporting on climate change	· Report on actions underway

11 In discussing the draft SOI with LGFA, they identify two matters of note. The first is the continuing focus on sustainability, with LGFA progressing their own organisational plan as well as implementing the first Green, Social or Sustainable (GSS) loans with councils.

12 The second is the area of 3 Waters reform, where LGFAs goal is to ensure a smooth transition for councils to the new arrangements. They continue to engage with DIA on the reform process.

13 From a financial perspective, while surpluses of approximately $10-11m per annum are forecast for the SOI period, LGFA’s primary objective is to deliver financial benefit to councils by providing low cost borrowing. LGFA reduced their lending margin from 20 bps to 15 bps from 1 July 2021.

	2019/20 $M (actual)	2020/21 $M (actual)	Dec 2021 Half year $M (actual)	2021/22 $M (2022 SOI)	2022/23 $M (draft 2023 SOI)	2023/24 $M (draft 2023 SOI)	2024/25 $M (draft 2023 SOI)
Total operating income	18.3	19.7	9.7	19.1	18.3	19.9	18.7
Operating expenses	7.7	7.7	3.8	7.8	8.4	8.2	8.6
Net profit	10.6	12.0	5.9	11.3	9.9	11.7	10.0

Total LG borrowing	10,900	12,066	13,513	13,294	14,558	15,567	16,270

14 The LGFA draft 2022/23 Statement of Intent and Half Year Report to 31 December 2021 are attached as Appendix 1 and 2 to this report, and LGFA officials will present to the Strategy and Operations Committee meeting.

Ngā kōwhiringa | Options

15 There are no options to consider within this report.

Tangata whenua

16 There are no tāngata whenua considerations arising from this report.

Panonitanga āhuarangi | Climate change

17 There are no climate change considerations within this report.

Ahumoni me ngā rawa | Financial and resourcing

18 There are no financial considerations arising from this report.

Ture me ngā Tūraru | Legal and risk

19 There are no legal considerations arising from the matters in this report.

Ngā pānga ki ngā kaupapa here | Policy impact

20 In accordance with the LGA 2002, the Council has provided information on all of its CCOs in its 2021/41 Long Term Plan.

Te whakawhiti kōrero me te tūhono | Communications & engagement

Te mahere tūhono | Engagement planning

21 An engagement plan is not needed for this report to be considered.

Whakatairanga | Publicity

22 There are no publicity considerations.

Ngā āpitihanga | Attachments

1. LGFA draft 2022/23 Statement of Intent ⇩

2. LGFA Half Year Report to 31 December 2021 ⇩

Strategy and Operations Committee Meeting Agenda

12 May 2022

8.2 Kāpiti Coast Housing Needs Assessment 2022

Kaituhi | Author: Laura Bertelsen, Advisor Strategic Projects

Kaiwhakamana | Authoriser: Natasha Tod, Group Manager Strategy, Growth and Recovery

Te pūtake | Purpose

1 This report requests that the Strategy and Operations Committee note the findings and formally receive the Kāpiti Coast Housing Needs Assessment 2022.

He whakarāpopoto | Executive summary

2 The Kāpiti Coast Housing Needs Assessment 2022 (the Housing Needs Assessment) helps to develop an understanding for what housing will help people thrive in their communities, what support services are needed, and what makes the right type of house a home.

3 The Housing Needs Assessment helps to illustrate the extent of the housing and support services issues in Kāpiti, who is most affected and gives an evidence base to work from when deciding on how to prioritise a response.

4 The Housing Needs Assessment comprises of two reports, a quantitative analysis, and a qualitative analysis:

· ‘Research Report: Housing Demand and Need in Kapiti District’ by Ian Mitchell (Livingston and Associates Ltd) and Chris Glaudel (Community Housing Solutions Ltd)

· ‘Not just a house, a life’ by The Urban Advisory

5 Attached in Appendix One is the quantitative analysis ‘Research Report: Housing Demand and Need in Kapiti District’ by Ian Mitchell (Livingston and Associates Ltd) and Chris Glaudel (Community Housing Solutions Ltd).

6 Attached in Appendix Two is the qualitative analysis ‘Not just a house, a life’ by The Urban Advisory.

Te tuku haepapa | Delegation

7 The Strategy and Operations Committee has the delegated authority to consider this matter.

Taunakitanga | RECOMMENDATIONS

That the Strategy and Operations Committee:

a) Receive the final Kāpiti Coast Housing Needs Assessment 2022, subject to minor editorial changes by the Chief Executive.

b) Acknowledges the significant contribution in the development of the Kāpiti Coast Housing Needs Assessment 2022 by Iwi partners, the community, local organisations, advisory groups, and businesses.

Tūāpapa | Background

8 A Housing Programme Assessment report, completed by The Property Group (TPG), was endorsed by Council in April 2020, with a view to helping Council identify some actions it could take in developing a housing programme and what the Council/s role could be in supporting affordable and public housing in the community. This was completed following the Kapiti Coast Communities Housing Taskforce report.

9 The Housing Programme Assessment report identified four key issues were identified which should be addressed by the housing programme:

a) Investigate ways to increase the supply of public housing.

b) Improve the quality of existing public housing.

c) Encourage take up of existing development capacity.

d) Improve the availability of emergency and transitional housing.

10 Completion of a Housing Needs Assessment for the Kāpiti Coast was identified as a key early deliverable of the Housing Programme and was recommended by both the Taskforce report and the TPG report, to improve the quality of information available for Council, partners, and stakeholders. It provides a robust evidence base to use in discussions with government agencies and others, to inform what role they can play in responding to Kāpiti’s housing challenges as well as to help target solutions to where they are most needed.

11 A briefing on the Housing Needs Assessment was held with Council on 1 March 2022.

12 A public workshop was held with Council and Iwi representatives on 5 April 2022 to discuss the findings.

He kōrerorero | Discussion

He take | Issues

Developing the Needs Assessment

13 The purpose of the Housing Needs Assessment is to identify housing trends across a range of demographic characteristics and better understand what housing is needed by the community, both now and in the future, beyond just the number of dwellings. It has involved comprehensive research by external parties who have specialist expertise in both quantitative and qualitative assessments.

14 The Housing Needs Assessment provides insight into challenges across the housing continuum and the different types of housing required to ensure that delivery of future housing solutions is fit-for-purpose for the community. It also provides insights about the impacts of housing pressures on the community and how these can impact social, cultural, environmental, and economic wellbeing.

15 To assist with the completion of the Housing Needs Assessment, The Urban Advisory, Livingston and Associates Ltd and Community Housing Solutions Ltd were contracted by Council to assist with the development of both the qualitative and quantitative data reports. Collectively the two reports make up the Housing Needs Assessment.

16 Data and insights were obtained through a five-part mixed method research process, which included Iwi-led research and data provision, quantitative data assessment, community kōrero events, a community survey, and a business survey.

17 Partners and stakeholders that were invited to participate in the process of developing the housing needs assessment include:

· Iwi partners

· local community

· Government agencies (national and regional offices)

· national and regional non-Government organisations (NGO’s)

· organisations and advisory groups working with young people, people with disabilities, and older people

· local businesses

· Community Housing Providers and social support organisations

18 There was a high level of participation and engagement in the process, much of which was undertaken in the latter part of 2021 and early 2022. The following were key inputs into the qualitative assessment (‘Not just a house, a life’):

· A total of 1,311 survey responses were received during the community housing survey.

· 44 community kōrero events were held, with over 160 people attending across the various events.

· 113 businesses participated in the business survey.

19 The quantitative assessment (Research Report: Housing Demand and Need in Kapiti District) provides a detailed analysis of a range of demographics across the whole district as well as more localised areas within the district.

20 The Housing Needs Assessment has been developed as an information base available for use by everyone with an interest in housing in the Kāpiti community.

Key findings

21 Following an analysis of the qualitative and quantitative data collected through the research process, there was widespread agreement that change is need across the whole housing system. Both reports incorporate summaries of key trends and findings from their research and the intention here is not to duplicate that information.

22 The Housing Needs Assessment provides a robust information resource which confirms the level of housing need in Kapiti, including for identified vulnerable groups. It also proposes recommendations for addressing the range of housing issues identified, which have helped inform development of the Kāpiti Coast District Council Housing Strategy and actions.

23 The Housing Needs Assessment provides an overview of solutions identified through the engagement process (Not just a house, a life; The Urban Advisory, page 101). The solutions can be grouped into three key areas:

· We need the right housing in the right places

· We need coordination across agencies

· The physical house and the wrap-around services required to make solutions last are both essential.

24 Housing affordability is an increasing challenge with a number of factors driving increased demand for dwellings from households shifting to Kāpiti.

25 Current population forecasts estimate that there will be 32,000 more people living in Kāpiti by 2051 and more than 15,000 new dwellings required to house them (including over 5,000 in the next 10 years).

26 Housing stress impacts a range of wellbeing outcomes and is often the key issue which impacts other outcomes such as community connection and job security.

27 Evidence collected through the development of the Housing Needs Assessment identifies that housing stress in Kāpiti is extensive and “is having a domino effect, negatively impacting a range of wellbeing outcomes. The issues are all so interconnected, but housing is often the first domino to fall, impacting people’s whole lives and compounding issues that span generations” (Not just a house, a life; The Urban Advisory, page 11)

28 The Housing Needs Assessment identifies that Ōtaki has the highest level of housing need and the greatest affordability pressures on its residents.

29 People are being forced to move from their homes and are becoming displaced from their communities due to housing affordability. There is currently a lack of choice in housing, and what is available doesn’t always match well with needs.

Ngā kōwhiringa | Options

30 Options for the issues raised in this report have been outlined in the above discussion.

Tangata whenua

31 Council officers commenced conversations with iwi partners about the development of a Housing Needs Assessment for the Kāpiti Coast in 2021. Iwi that were involved in the development of the Housing Needs Assessment were:

· Ngāti Raukawa, through the five hapū who constitute Ngā Hapū o Ōtaki

· Te Ātiawa ki Whakarongotai

· Ngāti Toa Rangatira and specifically their hapū Ngāti Haumia of Paekākāriki

32 A key aim agreed with iwi was to provide a better understanding of the need across the housing continuum to help attract future investment in Māori, social and affordable housing in the district.

33 A partnership approach was taken during the information gathering, where iwi were supported to lead and design their kōrero and hui to contribute to Development of the Housing Needs Assessment.

34 This input has been has formed into an iwi specific section in the qualitative report (Not just a house, a life; The Urban Advisory, pages 19-36) which outlines Iwi housing needs and aspirations in the Kāpiti Coast District.

35 Council’s officers are very appreciative of the level of engagement and input of our iwi partners in this mahi.

Panonitanga āhuarangi | Climate change

36 The Housing Needs Assessment is an evidence base that helps inform housing needs provision, it does not directly make climate change considerations. However, it is an input for others to consider in other processes and decisions that do have a direct bearing on council’s climate change goals, such as decisions about location and typology of new housing.

37 Feedback on climate change and the environment was provided by Iwi and the community as part of this process and highlights the importance of environment wellbeing in considering the impacts of current and future housing need.

Ahumoni me ngā rawa | Financial and resourcing

38 There are no financial implications associated with the approval of this document.

Ture me ngā Tūraru | Legal and risk

39 There were no specific legal considerations relevant to the approval of this document.

Ngā pānga ki ngā kaupapa here | Policy impact

40 In the 2021-41 Long Term Plan, following consultation with the community, Council made a key decision to “take a bigger role in housing” with a focus on increasing our activities to support and enable development, as well as looking at how Council can directly contribute towards improving housing options in the district.

41 The insights provided by the Housing Needs Assessment has fed directly into the development of the Kapiti Coast District Council Housing Strategy 2022 and provides an important foundation for the future work programme to support the delivery of housing in the district.

42 It will also provide valuable insights for Council’s wider policy work programme with the opportunity for housing to be considered in the development of other workstreams due to the nature of housing issues and the wider impact it has on wellbeing for the community.

43 The Housing Needs Assessment has been developed as an information tool which is to be available for use by anyone with an interest in housing, in the Kāpiti community. It will also be made available to key partners and stakeholders, including central government agencies.

Te whakawhiti kōrero me te tūhono | Communications & engagement

Te mahere tūhono | Engagement planning

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

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

Whakatairanga | Publicity

46 Council will use its established communications channels to inform the community of this decision and relevant work associated with the completion of the housing needs assessment.

47 A communications plan has been developed to inform the community and key stakeholders of Council’s decision and the further work associated with the wider housing programme.

48 The communications approach to be taken will include specific actions to target government agencies, key partners, and stakeholders, as well as making the reports available on the Council website.

Ngā āpitihanga | Attachments

1. Research Report Housing Demand and Need Kāpiti Coast District ⇩

2. Not just a house, a life ⇩

Strategy and Operations Committee Meeting Agenda

12 May 2022

PDF Creator

Strategy and Operations Committee Meeting Agenda

12 May 2022

8.3 Kāpiti Coast District Council Housing Strategy 2022

Kaituhi | Author: Laura Bertelsen, Advisor Strategic Projects

Kaiwhakamana | Authoriser: Natasha Tod, Group Manager Strategy, Growth and Recovery

Te pūtake | Purpose

1 This report seeks the Strategy and Operations Committee’s approval of the Kāpiti Coast District Council Housing Strategy 2022.

He whakarāpopoto | Executive summary

2 This report provides the background for developing a final Kāpiti Coast District Council Housing Strategy 2022 (the Housing Strategy) including input received through the development of the Kāpiti Coast Housing Needs Assessment 2022 and during consultation on the 2021-2041 Long-Term Plan (the LTP).

3 The Housing Strategy sets out the principles and objectives of Council’s housing work programme and outlines key actions for the next two-three years.

4 Attached in Appendix One is a copy of the ‘Kāpiti Coast District Council Housing Strategy 2022’.

5 Attached in Appendix two is a copy of a ‘Compilation of recommendations from the Kāpiti Coast Housing Needs Assessment 2022 and commentary of related actions in the Kāpiti Coast District Council Housing Strategy 2022’.

Te tuku haepapa | Delegation

6 The Strategy and Operations Committee has the delegated authority to consider this matter.

Taunakitanga | RECOMMENDATIONS

That the Strategy and Operations Committee:

a) Approve the Kāpiti Coast District Council Housing Strategy 2022, subject to minor editorial changes by the Chief Executive.

Tūāpapa | Background

7 The development of a Housing Strategy for the Council follows on from the following:

7.1 Kāpiti Housing Programme Assessment report completed by The Property Group (TPG), which was endorsed by Council in April 2020. This endorsement included agreeing some initial actions while further work was done establishing a Housing Programme. Council also considered Kāpiti Coast Communities Housing Taskforce report at the same Council meeting in April 2020.

7.2 Community consultation undertaken as part of the LTP development which sought feedback on whether the Council should take a bigger role in housing and what that should involve.

7.3 Completion of a comprehensive Kāpiti Coast Housing Needs Assessment 2022 (report in the Strategy and Operations Committee agenda, 12 May 2022).

7.4 A series of discussions between council staff, officials from various government agencies involved in housing, and iwi.

8 Preparation of an ‘implementation strategy’ was one of the actions identified as a key step to address the four issues identified in the TPG Housing Programme Assessment report. This Housing Strategy delivers this.

9 The community outcome ‘our people have access to suitable quality housing in Kāpiti so that they can live and thrive’ was included in the Long-Term 2021-41 Plan due to strong concern about the growing local housing issues and to guide Council’s response to the district’s challenges and opportunities.

10 During the community consultation on the LTP, Council asked the community whether the identified community outcomes are the right priorities for Council at this time. The priority with the most support was ‘our people have access to suitable housing’

11 ‘Access to housing’ was identified as one of the districts ‘Big Issues’ in the LTP Consultation Document. Majority of the support for the Council to be involved in housing was ‘to have Council in the role of an enabler’.

12 Through late 2021 and early 2022 targeted engagement was completed with stakeholders and interest groups to deliver the Kāpiti Coast Housing Needs Assessment 2022. This has been drawn from to assist with developing the Housing Strategy. In addition, particular consideration has been given to what Council’s role is and should be in the housing system, and how we can support filling in gaps in the housing continuum.

13 At regional level, the Wellington Regional Growth Framework is looking across the whole region, so we get ‘joined-up’ planning. Housing supply, affordability and choice is one of the four priorities recognised in this framework and being progress under the umbrella of the Wellington Regional Leadership Committee.

14 Briefings on the Housing Strategy were held with Council on 9 November 2021, 1 March 2022, 5 April 2022, and 5 May 2022.

15 The Housing Strategy has been developed in parallel to the Kāpiti Coast Housing Needs Assessment 2022 which is being presented to the Strategy and Operations Committee today.

He kōrerorero | Discussion

16 In the past, Council’s role in housing has focussed on the current provision of older persons housing, and provision of infrastructure, facilities and services and undertaking regulatory functions such as with the District Plan and issuing consents.

17 The Kāpiti Coast Housing Needs Assessment 2022 shows a strong need for improved access to social and affordable housing in the district. All brackets across the housing continuum are being affected by a housing system that is failing and the underlying issues are compounding. While by some metrics, Kāpiti is not seeing as much housing stress as other areas, that does not reduce the significant impact current housing issues are having on individual and community wellbeing in Kāpiti.

18 The Kāpiti Coast Housing Needs Assessment 2022 formed a foundation for setting Council’s priorities for future action by outlining three key themes:

· Housing choice, what choice?

· Housing issues are pushing people out of their communities

· Without adequate housing and access to appropriate support services, there can be no wellbeing.

19 Affordable housing is important for people’s wellbeing. The Housing Strategy considers affordable housing to be based on households spending no more than 30% of their gross household income on housing costs (rent or mortgage). This is aligned with the definition provided by the Ministry of Social Development.

20 According to the Kāpiti Coast Housing Needs Assessment 2022, at the lower quartile house price of $696,000, 88% of renters are unable to affordably purchase.

21 The Long-Term Plan 2021-41 identified the following core actions for Council’s role in increasing activities, supporting, and enabling development in housing:

· Update the district plan to ensure we are enabling sufficient development capacity.

· Work with commercial developers to encourage and incentivise higher density development in suitable areas.

· Review our existing older persons housing complexes to see if we could redevelop to add more housing.

· Explore if we can partner with iwi, a community housing provider or central government.

· Pursue opportunities to secure land suitable for housing.

22 To build on this the Housing Strategy provides overarching direction and principles to guide Council actions. It articulates what the Council’s role is, what objectives we are seeking and sets out specific actions the Council will take or contribute to over the short to medium term.

23 The Housing Strategy is underpinned by multiple inputs (including the LTP consultation and direction, the Wellington Regional Growth Framework housing priority, and the findings from the Housing Needs Assessment reports) and sets out a path forward for Council’s role and what actions we can take to improve housing outcomes in Kāpiti, both on our own and working with partners.

24 In alignment with this, Council has recently refreshed our District Growth Strategy, Tu Tupu Pai – Growing Well. Te Tupu Pai set outs the vision and roadmap of growth in the District to sustainably accommodate an extra 30,000 residents over the next 30 years, based on current population forecasts. It is based around the concept of ‘Growing Well’ and acknowledges that there is changing demographics and lifestyle in the district, so a wider range of housing options are needed to improve choice which better meets the needs of the community and better enable affordable housing delivery.

25 The development of the Kāpiti Coast Housing Strategy has considered wider strategic goals for the district, and the need for strong alignment at a national and regional level to ensure success. It has taken direction from existing plans and strategies to deliver a coordinated approach across the district, including the District Growth Strategy.

26 The Housing Strategy shows that housing has a wide-reaching influence across multiple areas so needs to be considered in a variety of contexts, as illustrated on page 16 of the Housing Strategy. The Housing Strategy has alignment with a wide variety of both internal and external policies and strategies to ensure consistent delivery across the Kāpiti Coast District.

27 While the Housing Strategy is a Council document, it is informed by, and feeds into, the work of numerous other organisations across both the public and private sectors. The direction and outcomes of these parties directly influences the decisions that we make in Council, and in some cases more directly impacts on housing outcomes in the district. Relationships and consideration of stakeholders and collaborators identified on page 20 of the Housing Strategy are vital in the development and delivery of the Housing Strategy.

He take | Issues

Developing the Housing Strategy

28 The Housing Strategy draws on the feedback from the community in the LTP consultation process and from a range of input and conclusions drawn out through the Housing Needs Assessment. It also brings together work from across different parts of the Council which contribute to housing outcomes. A range of recommendations about policy actions and responses were made in the Housing Needs Assessment. Appendix two of this report illustrates how these have been responded to in the Housing Strategy.

29 The overarching vision of the Housing Strategy is “our people have access to suitable housing in Kāpiti so that they can live and thrive” which appropriately aligns with the LTP community outcome.

30 The guiding principles in the Housing Strategy recognise the importance housing has for a wide range of wellbeing outcomes:

· All our decisions will consider the intergenerational wellbeing of people and place.

· Healthy and active partnerships and collaboration will underpin our approach.

· Sustainability and the resilience of our ecological systems and built environment will guide our decisions.

· We will prioritise improving outcomes for Tangata Whenua.

· We will take a systems-based approach to thinking about housing and address identified needs in the community.

31 The guiding principles in the Housing Strategy are supported by key objectives and a suite of actions which are grouped to target the core issues identified in the housing systems.

32 The housing strategy sets out our current thinking about responses to housing issues and what actions the Council intends to take in the short and medium term and provides a foundation for developing longer term solutions.

33 The actions have been developed as the contribution that Council can make towards the district’s housing need. Some actions will be delivered through Council statutory obligations while others will require further policy work or public consultation for delivery.

Implementation of the Kāpiti Coast Housing Strategy

34 Ongoing engagement, consultation and partnership will be required to establish and continue specific initiatives that need to be undertaken, to deliver the strategic objectives of this strategy.

35 The issues in the housing system which are contributing to the local housing challenges have built up progressively over a long period of time. The scale of the challenges means there are no single simple solutions, nor is there any single organisation with the ability and mandate to fix the system. It will take the actions of many different parties over time, working individually and collectively, to make progress to improve housing outcomes. While the Council does not have all the answers, it has an important part to play in creating improvements to the current situation.

36 There has been clear direction in the LTP that the community would like Council to take a stronger role in responding to the housing crisis. Council is able to carry out this role in multiple ways, such as:

· Regulator/service provider through consenting and provision of infrastructure.

· Facilitation through advocacy to central government and connecting potential providers together.

· Funder/enabling through current asset ownership and ancillary housing provision consideration in other projects where appropriate e.g., town centres.

· A housing provider, as Council current owns a small number of older person housing units.

37 The delivery of the Kāpiti Coast Housing Strategy will require coordination across different parts of the Council. The Kāpiti Coast Housing Strategy provides clarity of the work streams that will influence the housing outcomes. There are a number of actions that are already underway or have been completed during the development of the Housing Strategy (for example the Housing Needs Assessment).

38 The Housing Strategy identifies that not all actions can be completed simultaneously. The figure in page 30 of the Housing Strategy helps to shows the sequencing of delivery of workstreams. This focuses on priority timebound actions. Sequencing will help ensure actions are carried out within budget and resource constraints. Financial implications are further discussed in paragraphs 45-47 of this report.

39 It is proposed to complete annual monitoring across a suite of measures to track progress on the core areas of housing. While many factors influencing the pace of change are outside of Council’s control, it is still considered important to understand whether progress is being made and to identify any areas trending in the wrong direction. This can help signal whether Council’s work programme needs to be updated to respond to the changing landscape impacting the housing market.

Ngā kōwhiringa | Options

40 Options for the issues raised in this report have been outlined in the above discussion.

Tangata whenua

41 Identification of Māori housing objectives and proposed actions have been developed drawing from the iwi needs assessment information from all three iwi partners and have been refined in discussion with Ngā Hapū o Ōtaki. Other priorities have meant Te Ātiawa and Ngāti Toa Rangatira have not been as involved as they would have liked.

42 “We will prioritise improving outcomes for Tangata Whenua” is a key guiding principle and objective for the Housing Strategy. This acknowledges that current evidence shows that Māori in the Kāpiti Coast are more severely impacted by housing issues than the wider Kāpiti population:

· 43% of applicants on the housing register are Māori.

· 45% of emergency housing – special needs grants were made to Māori.

· Home ownership is at 58% for Māori, compared to 78% for European descent.

43 The inclusion of a specific principles, objective and actions related to Māori housing illustrate that Council recognises it needs to take a supportive role in helping to deliver Māori housing solutions. A range of actions identified in the Housing Strategy will help achieve better housing outcomes for Tangata Whenua. On-going conversations will be valuable between Iwi and Council to develop shared understanding and agreement on the Council’s role as part of some actions. In addition to those actions explicitly grouped as Māori housing actions, a range of other broader actions will also have positive benefits for Māori housing.

Panonitanga āhuarangi | Climate change

44 A key guiding principle for the Housing Strategy is ‘sustainability and the resilience of our ecological system and build environment will guide our decisions’. The guiding principle outlines that housing needs to be considered as part of a wider, connected system that puts the future of our environment at the centre. This is consistent with the approach taken to growth in Te Tupu Pai Growing Well – out strategy for enabling sustainable growth in Kāpiti.

45 When the community was asked in the Housing Needs survey what it means to thrive and live well in Kapiti, parks, green spaces, and nature and looking after the environment (and to a slightly lesser extent walkability and cycling/biking) came through strongly (see page 60 of Not just a life, a home by The Urban Advisory as part of the Kāpiti Coast Housing Needs Assessment 2022). This means that multiple objectives can be achieved through having compact, well-designed, and planned urban areas with greater housing options and a variety of transport connections, and which ensure that development takes into account natural hazard constraints.

46 The resilience and sustainability objective within the Housing Strategy considers that new homes meet or exceed Climate/Carbon measurements and Healthy Homes benchmarks.

Ahumoni me ngā rawa | Financial and resourcing

47 In the Long-Term Plan 2021-41 there is budget allocated across the first three years to enable Council’s bigger role in housing. The allocated budget in 2022-23 and 2023-24 will support the delivery of key actions of the housing strategy as sequenced. However, this budget allocation will not be sufficient to complete all actions identified in the Strategy, and that further work is necessary to scope and plan some actions to determine full budget requirements.

48 For some actions additional budget may include capital expenditure to fully realise the benefits. For example, the review of older person housing land, and other council land intended for build additional social or affordable housing requires preliminary development work to be undertaken before coming back to Council to seek decisions on options, including financial and any partnerships arrangements. Another example is the action to consider incentives (such as varying from the current development contribution approach) will need to consider the budgetary impact of any incentives.

49 As further work progresses delivering on the Housing Strategy actions, key decisions including on additional funding, will be brought back to Council as appropriate. Where necessary additional budget will be sought through the Annual Plan 2023/24 and next Long-Term Plan.

Ture me ngā Tūraru | Legal and risk

50 There were no specific legal considerations relevant to the approval of this document.

51 There will be opportunities for direct public input into a range of the implementation activities identified in the Housing Strategy. Council will consult on actions such as the older persons housing review (see paragraph 20) and other areas where we need to meet requirements under the Local Government Act or Resource Management Act.

Ngā pānga ki ngā kaupapa here | Policy impact

52 The strategic direction set in the LTP includes strong emphasis on housing and investing to support this. Key outcomes the housing strategy contributes to in the LTP are:

· Our people have access to suitable housing in Kāpiti so that they can live and thrive.

· Mana Whenua and Council have a mutually mana-enhancing partnership.

· Our communities are resilient, safe, healthy and connected. Everyone has a sense of belonging and can access the resources and services they need.

53 The housing strategy also identifies links between it and Council’s other strategies and policies such as:

· Long Term Plan 2021-41

· Te Tupu Pai – Growing Well (the District Growth Strategy)

· District Plan Changes, including Plan Change 2

Te whakawhiti kōrero me te tūhono | Communications & engagement

Te mahere tūhono | Engagement planning

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

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

Whakatairanga | Publicity

57 Council will use its established communications channels to inform the community of this decision and relevant work associated with the completion of the Housing Strategy.

58 A communications plan has been developed to inform the community and key stakeholders of Council’s decision and the further work associated with the wider housing programme.

Ngā āpitihanga | Attachments

1. Kāpiti Coast District Council Housing Strategy 2022 ⇩

2. Compilation of recommendations from the Kāpiti Coast Housing Needs Assessment 2022 and commentary of related actions in the Kāpiti Coast District Council Housing Strategy 2022 ⇩

Strategy and Operations Committee Meeting Agenda

12 May 2022

8.4 2022-2024 Social Investment Fund - Ōtaki Allocation and Appointment of Districtwide Panel

Kaituhi | Author: Claire Rewi, Programme Advisor (Social)

Kaiwhakamana | Authoriser: Janice McDougall, Group Manager People and Partnerships

Te pūtake | Purpose

1 This paper outlines the next steps for the $50,000 to address inequity in Ōtaki through the Social Investment Fund.

2 This paper also seeks to establish a working group to appoint an independent evaluation panel to make recommendations to Council for the allocation of the Districtwide Social Investment Fund.

He whakarāpopoto | Executive summary

3 This paper seeks approval on the approach and process for the $50,000 allocated through the Long-term Plan for the Ōtaki Social Investment Fund, and to appoint members of the Strategy and Operations Committee to select the independent panel for the Districtwide Social Investment Fund.

Te tuku haepapa | Delegation

4 Council has delegated authority to consider this under section A.2 of the 2019-2022 Triennium Governance Structure and Delegations.

Taunakitanga | RECOMMENDATIONS

It is recommended that the Strategy and Operations Committee:

A. Agrees Year One funding (2022/23) for the Ōtaki Social Investment Fund be used to establish priorities for social investment to reduce inequity in Ōtaki, to inform the development and funding of programmes for years two and three of the current funding round (2023/24 and 2024/25).

B. Agrees the independent evaluation panel to make recommendations to Council on the Districtwide Social Investment Fund will be selected by the following councillors and staff:

o Mayor Gurunathan

o Deputy Mayor Janet Holborow

o Chair of the Strategy and Operations Committee – Councillor James Cootes

o Social Wellbeing Portfolio holder – Councillor Rob McCann

o Group Manager People and Partnerships - Janice McDougall

Tūāpapa | Background

5 In December 2017 Council adopted priorities and guiding principles to underpin the Social Investment Programme.

6 In 2018 the Social Investment Programme commenced to provide financial support to community not-for-profit organisations. This shifted historical non-contestable community contracts and grants to a contestable investment programme based on priorities and achieving pre-set outcomes.

7 In June 2018 Council resolved to allocate funding to the community organisations. This funding was for activity in 2018/19, 2019/20 and 2020/21. The resolution was supported by recommendations from an independent evaluation panel.

8 In December 2021, in-light-of the pandemic and to ensure continued support to the community, Council agreed to implement a phased approach to social investment through an interim Social Impact Grants process. This was to provide immediate, one-off funding to support community work during the COVID-19 response.

9 At this time Council agreed to two separate pools of Social Impact Grant funding:

9.1 Districtwide: $320,000 with an individual grant range of between $10,000 to $30,000; and

9.2 Ōtaki: $50,000 with an individual grant range of between $5,000 and $10,000 to be allocated specifically to initiatives that would benefit Ōtaki and address equity issues. Organisations applying to this Ōtaki fund were also eligible to apply to the districtwide fund.

10 On 7 April 2022 Council approved funding totalling $320,000 to 19 organisations in the districtwide fund, and $50,000 to five organisations in the Ōtaki fund.

11 A new allocation of $50,000 per annum for Ōtaki place-based initiatives was acquired through Council’s Long-term Plan 2021-41.

12 With the one-off Social Impact Grants allocated, council staff are now focused on the three-year funding through the Social Investment Fund. Expressions of interest for the Districtwide Social Investment Fund opened on 20 April 2022 and close on 20 May 2022.

13 Council staff are now working through next steps for the $50,000 Ōtaki Social Investment Fund to ensure it targets inequity as intended by elected members.

He kōrerorero | Discussion

14 It is proposed that the process used in the development of the Social Investment Programme is adopted for the Ōtaki Social Investment Fund.

15 The process involved setting up an advisory group to advise Council on priorities and outcomes on where the funding should be focused and directed. The advisory group examined the wide range of community needs and social challenges from current issues, emerging issues, and potential issues.

16 The data, knowledge and evidence were informed by local research including workshops held by council with local social sector organisations, research into practices of other local authorities, philanthropic organisations and other experts.

17 A set of three priority outcomes was recommended with six guiding principles which underpin the process.

18 Year one of the funding for Ōtaki through the Social Investment Fund could be used to establish an advisory group to identify these issues and advise on priorities and outcomes. The six guiding principles would continue to underpin the process.

19 This will ensure funds provided through the Social Investment Programme address the identified issues and inequities and provide a consistent approach.

20 Opportunities exist to start the process. Through the Social Impact Grants, Ngā Hapū o Ōtaki was allocated $35,000 for the provision of research into identifying the barriers to keeping Ngā Hapū o Ōtaki whanau connected. This research is to be completed by December 2022.

21 Additionally, Te Puna Oranga o Ōtaki has been successful in receiving phase three funding from Te Arawhiti to implement their programme Tirohia, named from their Pou Ahorangi, Rawiri Rikihana. This research programme will conduct a post-covid survey to investigate the needs of the community. Five people will be employed to conduct the survey and a focus group is being established which is made up of a cross-section of the community including but not limited to organisations and individuals working in health, education, social sector, rangatahi and business. Council is supporting through the Connected Communities team. This survey is due to be completed 30 June 2022.

22 It is anticipated that these two bodies of work will provide a solid foundation to inform the advisory group to assist with determining the inequities, issues and needs in Ōtaki.

23 Once the priorities and outcomes are determined, the process of calling for expressions of interest, proposals for funding and recommendations for funding will continue the same structure as the Districtwide Social Investment Fund for the remaining two-year period.

Establishment of an independent panel to review expressions of interest for districtwide funding

24 In 2018 when the first round of the Social Investment Fund was allocated, an independent panel was established to review the initial expressions of interest from organisations. The panel then made recommendations to Council on which expressions of interest they believed should proceed to full proposals. The independent panel was selected by elected members with the panel being made up of individuals with a range of expertise, experience and knowledge of the needs and aspirations of Kāpiti communities.

25 It is proposed that a panel of up to five members be established for the current round of funding. To enable this, in the timeframes required, it is proposed that the panel membership be agreed by a working party made up of the following councillors and staff:

· Mayor Gurunathan

· Deputy Mayor Janet Holborow

· Chair of the Strategy and Operations Committee – Councillor James Cootes

· Social Wellbeing Portfolio holder – Councillor Rob McCann

· Group Manager People and Partnerships – Janice McDougall

26 A call for expressions of interest for the panel is currently advertised. If necessary, the working party (working with the Connected Communities team) could also directly approach and appoint members to ensure the required mix of expertise, experience and knowledge needed for the panel.

He take | Issues

Ōtaki Social Investment

27 Consistency of approach with the establishment of the initial Social Investment Fund will ensure that the funds are used to the greatest impact for the community. It would be anticipated that the process will be able to get underway by the end of this year. Council will be further updated at that time.

Establishment of Independent Panel

28 Expressions of Interest are being advertised for independent panel members to apply. Applications for panel members will close on 16 May, for the appointed members of the Strategy and Operations Committee to appoint members to the panel later that week. It is anticipated that the panel will be a selection of experts with a range of experience and expertise to assist with the process, they will have good local knowledge of Kāpiti and will be able to assess the expressions of interest for the social investment fund and determine which applications they recommend should proceed to the next stage.

29 It is expected that the independent panel will meet in the week of 30 May to make recommendations to the Council at its meeting on 30 June.

Ngā kōwhiringa | Options

30 For the Ōtaki social investment funding, there was the option to proceed straight to seeking expressions of interest for programmes for the 2022/23 year, without Otaki-specific criteria having been established. However, staff could not be confident that this would address the inequities in Ōtaki as intended.

31 For the appointment of an independent panel, membership could be agreed by the full Council or Strategy and Operations Committee. However, the impacts of COVID-19 and associated delays to the current funding round, mean there is insufficient time available to proceed in this way without creating further delays to the programme.

Tangata whenua

32 The social investment fund is outcomes-based and puts iwi prosperity and iwi aspirations at the fore, as key principles for improving social outcomes that contributed to community wellbeing.

33 The funding model also embeds an equity framework that reinforces the tiriti principle of tino rangatiratanga (iwi-led initiatives to achieve iwi aspirations) to facilitate Māori whakairo (Māori thinking and understanding) to enhance outcomes.

34 Ensuring the appropriate allocation of Council funding to Ōtaki to address inequity and have the greatest impact will benefit mana whenua, and meet the Council’s obligations to Māori under the Treaty of Waitangi, Local Government Act 2002 and other relevant legislation.

Examples:

® Mana

® The matters in this report relate to

Panonitanga āhuarangi | Climate change

35 One of the social investment principles guiding investment in positive social impacts is:

· Sustainability - organisations and initiatives encourage innovation and work towards becoming sustainable in all respects, including environmentally.

Examples:

® .

Ahumoni me ngā rawa | Financial and resourcing

36 A new allocation of $50,000 per annum for Ōtaki place-based initiatives was acquired through Council’s Long-term Plan 2021-41.

Ture me ngā Tūraru | Legal and risk

37 No legal risks are identified at this time. However, at the time of funding decisions some decision makers may be closely connected to organisations who make funding applications. If elected members have a conflict they should abstain from voting or participating in the debate at the Council Meeting.

Examples:

Ngā pānga ki ngā kaupapa here | Policy impact

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

Te whakawhiti kōrero me te tūhono | Communications & engagement

Te mahere tūhono | Engagement planning

39 Engagement was undertaken in 2017 to develop the Social Investment Programme. We will continue to build on the engagement plan to reflect the decisions made in this paper.

Examples:

Whakatairanga | Publicity

40 Decisions on the recommendation in this report will be communicated as part of the ongoing Social Investment programme and communications activity.

Examples:

Ngā āpitihanga | Attachments

Nil

Strategy and Operations Committee Meeting Agenda

12 May 2022

8.5 Stormwater Management Framework Engagement

Kaituhi | Author: Rita O'Brien, Stormwater & Coastal Engineer

Kaiwhakamana | Authoriser: Glen O'Connor, Access and Transport Manager

Te pūtake | Purpose

1 This paper provides an update on the development of the Stormwater Management Framework [SMF], and requests approval to engage with the community on the draft SMF vision, values and outcomes.

He whakarāpopoto | Executive summary

2 An executive summary is not required for this report.

Te tuku haepapa | Delegation

3 Under the 2019-2022 Triennium Governance Structure and Delegations, the Strategy and Operations Committee has the authority to consider this matter.

Taunakitanga | RECOMMENDATIONS

A. That Strategy and Operations Committee:

A.1 note this update on the development of the Stormwater Management Framework [SMF], and

A.2 approve community engagement on the draft SMF vision, values and outcomes

Tūāpapa | Background

4 The health of our waterways and the community’s relationship and use of water is impacted by the way we manage our stormwater. Increased urbanisation of our district and the impacts of climate change are putting pressure on our stormwater network and the waterways that we rely on to take rainfall to the sea.

5 Te Mana o te Wai is a cornerstone of the Freshwater National Policy Statement [NPS]. The NPS, which came into effect on 3 September 2020, sets out the objectives and policies for freshwater management under the Resource Management Act 1991. It requires freshwater to be managed in a way that ‘gives effect’ to Te Mana o te Wai and places an emphasis on improving degraded water bodies and maintaining or improving all other water bodies using bottom lines defined in the NPS and through the Whaitua process.

6 Te Mana o te Wai draws on a te ao Māori perspective that recognises the whole of system approach to water.

7 To give effect to Te Mana o te Wai, Council must reframe its traditional approach to freshwater management because Te Mana o te Wai requires us all to acknowledge the interconnectedness and interrelationship of all living and non-living things, and the need to understand whole systems, not just one part or one component.

8 Three important principles of Te Mana o te Wai are:

· PROTECT: Water has a right to thrive without being degraded or overused by human activity; access to water is a privilege that comes with responsibilities.

· ENABLE: When the first right is being delivered, we as humans must live within the limits set by the natural environment to sustain ourselves. Our approach must enable sustainable use, and value water from a cultural, recreational and economic perspective.

· REGENERATE: We have created damage through our current relationships with the water so we will need to take responsibility to invest in regeneration and restoration. We share this responsibility with others and must work to ensure everyone plays their part in improving our waterways.

9 In addition to the above, a number of statutes set out the requirement to minimise flood risk and adapt to climate change:

· Soil Conservation and Rivers Control Act 1941 S10 and S126

· Local Government Act 2002 – S3 and S10

· Local Government Act 1974 – S446, S509, S511, S512 [we could be ordered to clear streams]

· Land Drainage Act 1908 – S17, S62, S63 [we could be ordered to clear streams]

· Civil Defence Emergency Management Act 2002 – S3(a), (b), (d)

· Resource Management Act 1991 – S6(h), S62(1)(i)

10 When considering any activity involving stormwater, there is a need to address the hierarchy within the NPS, while giving effect to the other statues and requirements requiring the mitigation of the effects of flooding and climate change; and for the provision for growth and urban intensification.

11 At times, it can be difficult to reconcile Council’s mandate to give effect to Te Mana o te Wai and the NPS with Council’s other directives to minimise flood risk, adapt to climate change, and provide for urban development and growth. The Stormwater Management Framework is intended to be the umbrella which links all the specific components of stormwater management together, of which there are quite a few such as:

· the stormwater management strategy developed in accordance with Schedule N of the proposed Natural Resources Plan [primarily focussed on water quality],

· the concept of hydraulic neutrality,

· climate change projections,

· levels of service,

· the development contributions policy,

· the update of our flood hazard maps,

· the update of our engineering code of practice [SDPR / MLDR],

· Council’s capital and operational works;

· The development and enforcement of bylaws, and

· The development of educational material, such as guidance on how to maintain ponds and soakpits.

12 An important consideration has also been how the framework links across all of Council’s planning and strategic work streams, i.e., the growth strategy; the open space strategy; and the climate change and resilience framework, as well as other national and regional initiatives, i.e., the Kapiti Whaitua, Waikanae ki uta ki tai and the three waters reform.

13 To respond to these challenges, the Council has established a Stormwater Management Steering Group. This steering group is discussed further in the section below on tangata whenua.

He kōrerorero | Discussion

Vision and Values:

14 The SMF’s draft vision for stormwater management in Kāpiti is where water is given space to flow from the hills to the sea; the health of our water bodies is enhanced and restored; communities are thoughtfully planned to be protected from flooding and resilient to anticipated climate change impacts; and Council works in partnership with tāngata whenua to give expression to Te Mana o te Wai.

15 The SMF is supported by 9 values. The first six values differentiate between the values shared by the entire community and values specific to tangata whenua in the management of freshwater.

Mana whenua Kaupapa (values)	Community values	Huanga (objective)
Mana whakahaere	Governance	Power to make decisions is shared by Council and tāngata whenua, with the support of the community
Kaitiakitanga	Stewardship	Our role is to be guardians and stewards of our natural resources
Mauri	Care & Respect	Our actions recognise, restore, enhance and protect the life of our rivers and seas
Wairuatanga		We think and act holistically. The well-being of the environment and the well-being of people is intricately connected
Pukengatanga		We take an innovative and flexible approach to managing stormwater based on good historical, technical and cultural understanding
Hapori		We build resilient communities that are connected to their awa.

Outcomes:

16 The five proposed outcomes for the SMF are:

· Te Mana o te Wai [including our stormwater network] is cared for and improved for the environment and people

· Knowledge about Te Mana of te Wai and how it is best cared for is increased and shared

· The framework provides a clear and usable plan that delivers quality outcomes and ensures integrity with vision

· Iwi and Council work as partners to jointly made decisions with the support of the community

· Stormwater management practices and stormwater infrastructure improves neighbourhoods and ecosystems, and resilience to anticipated climate change impacts

He take | Issues

17 The SMF provides an overarching structure to:

17.1 give effect to Te mana o te Wai,

17.2 mitigate [or reduce] the effects from flooding and climate change, and

17.3 provide for growth and urban intensification.

18 This aligns with the purpose of local government as set out in Clause 10(1) of the Local Government Act 2002 in that it aims to enable democratic local decision-making, while also protection and promoting the environmental, cultural and social well-being(s) of communities, in the present and the future.

19 It also aligns with several of Council’s Long-term Plan community outcomes, including:

19.1 Mana whenua and Council have a mutually mana-enhancing partnership

19.2 Our communities are resilient, safe, heathy, thriving and connected

19.3 Our natural environment is restored and enhanced as we transition to a low carbon future

Ngā kōwhiringa | Options

20 Community engagement is not legally required for the development of the SMF, but it is considered the preferred option as it is important that our community understands what is being developed and can provide feedback. The engagement proposal is discussed in the Communications and Engagement section below.

Tangata whenua

21 Water is a taonga for all iwi. Iwi believe that maintaining its life-supporting capacity is vital to the physical and spiritual health and well-being of all living things.

22 Council employed a Tiriti House approach to the creation of a Stormwater Management Steering Group. The group comprised of staff from Kāpiti Coast District Council, representatives from each of Council’s Te Tiriti partners – Āti awa ki Whakarongontai, Ngāti Toa Rangatira, and Ngāti Raukawa ki te Tonga / Ngāti Hapū o Ōtaki, Greater Wellington Regional Council, and specialist experts.

23 Together, over the past 18 months we have developed a draft stormwater management framework, that sets out our vision, values and outcomes that will guide us as we make decisions on our priorities for stormwater management now and into the future.

Panonitanga āhuarangi | Climate change

24 Climate change is an important consideration for the management of stormwater in the district as the predicted impacts of climate change will undoubtedly influence the quantity and quality of freshwater in the district, as well as the natural and built environments.

25 The climate change predictions for the district include:

25.1 increasing average annual temperatures,

25.2 increased rainfall and more frequent and severe storm events,

25.3 occasional drought conditions contributing to low river flows, and

25.4 rising sea levels.

26 The proposed approach for the SMF process aligns with the principles of the Climate Emergency Action Framework that was adopted by Council on 29 July 2021. Two principles that are particularly relevant include:

26.1 Council honours Te Tiriti o Waitangi and its partnership with mana whenua. Ngāti Raukawa ki te Tonga, ātiawa ki Whakarongotai, and Ngāti Toa Rangatira will be involved as partners in Council’s climate change response and any projects that arise from this Framework to ensure a mana enhancing partnership is nurtured throughout.

26.2 Decision making is inclusive, transparent, and based on on-going collaboration and consultation with the wider community, business, social service organisations, and key sectors from industry and science.

Ahumoni me ngā rawa | Financial and resourcing

Ture me ngā Tūraru | Legal and risk

28 There are no legal risks associated with the community engagement proposal.

Ngā pānga ki ngā kaupapa here | Policy impact

29 National policy statements provide direction that must be translated into action on the ground through regional policy statement, regional plans, district plans, and resource consents. It is anticipated that the SMF will provide an overarching structure that gives effect to Te Mana o te Wai, mitigation [reduction] of effects from flooding and climate change, and provision for growth and urban intensification.

30 An important consideration has also been how the framework links across all of Council’s planning and strategic work streams, i.e., the growth strategy; the open space strategy; and the climate change and resilience framework, as well as other national and regional initiatives, i.e., the Kapiti Whaitua, Waikanae ki uta ki tai and the three waters reform.

Te whakawhiti kōrero me te tūhono | Communications & engagement

31 Over the life of this project, there will be several instances of community engagement. With support from the communications teams, an initial engagement plan has been developed.

32 In the first instance, the Steering Group is keen to test the draft vision, values and outcomes with the community before proposing the draft SMF to Council for adoption. Feedback from the community will be used to finalise the draft documents before they are returned to Council on 30 June for adoption.

33 The graphic design services of Kāuru Ltd has been engaged to present the content of the Stormwater Management Framework in an easily digestible format. The design process will be two-stage. The first being to render the concepts contained within the framework digestible for the community. After consultation is complete, the second stage will involve the creation of icons and ‘branding’ specific to stormwater management that will then be used during future community engagement. This second stage will also involve extensive workshopping with iwi and relevant Council staff.

34 In the future, further engagement will be required on a number of work streams that sit below the draft vision, values, and outcomes. These work streams cover the following:

· The national and regional legislative framework for stormwater management

· Governance approach to managing stormwater that recognises Council’s Te Tiriti partners

· The history of stormwater management on the Kāpiti Coast, and its evolution to meet future legislative and best practice requirements

· Significant re-build of Council’s flood hazard models to update climate change recommendations; and incorporate groundwater, the new state highways and surface models. These updates are required to provide a better understanding of the risk, and will address a wider range of needs within the Council

· Review of Council’s hydraulic neutrality policy, low impact urban design principles and its implementation

· Stormwater Management Strategy that sets out our approach to meeting Greater Wellington Regional Council’s proposed Natural Resources Plan Schedule N specifications. A draft is required to be submitted in support of Council’s stage 2 global stormwater discharge consent.

· Council’s stormwater monitoring programme, which includes cultural monitoring

· Development of integrated data management, storage, access and reporting protocols and platforms

· Catchment based objectives for water quality and action plans, including programmes of work [CAPEX and OPEX]

· Consideration of a stormwater bylaw

· Community engagement and education programmes

35 These workstreams are influenced by the agreed vision, values and outcomes so it is important that the vision, values and outcomes be agree first. A number of these workstreams will be consulted on within the next 12-18 months. Council will have the opportunity to provide input before these further instances of engagement occur.

Te mahere tūhono | Engagement planning

36 At this stage in the process, the engagement plan is focused on informing the community of the framework, including the draft vision, values and outcomes, and encouraging community feedback through a range of activities. A range of communication channels will be used to inform key stakeholders and audiences, such as:

36.1 Targeted: face-to-face engagement with the community at local markets during the month of May; and a number of meetings with specific interest groups, including a series of special meetings for developers [and their representatives] in May and June 2022

36.2 Digital: Council webpages, Bang the Table [Council’s on-line engagement platform], and social media updates

36.3 Media: a series of informational updates in local newspapers.

37 To enable communication of the SMF, the graphic design services of Kāuru Ltd has been engaged to present the content of the SMF in an easily digestible format. The design process will be two-stage. The first being to render the concepts contained within the framework digestible for the community. After consultation is complete, the second stage will involve the creation of icons and ‘branding’ specific to stormwater management that will then be used during future community engagement. This second stage will also involve extensive workshopping with iwi and relevant Council staff.

Whakatairanga | Publicity

38 Council will use its established communications channels to engage with the community.

39 If Council agrees with the recommendations to update the public and invite comment on the draft vision, values and outcomes, Council officers will work with Communications to publicise this information. Council will use a variety of communication channels, as discussed above.

Ngā āpitihanga | Attachments

Nil

Strategy and Operations Committee Meeting Agenda

12 May 2022

8.6 Contracts Under Delegated Authority

Kaituhi | Author: Jayne Nock, Executive Secretary to Group Manager Corporate Services

Kaiwhakamana | Authoriser: Glen O'Connor, Access and Transport Manager

Te pūtake | Purpose

1 This report provides an update on any contracts over $250,000 accepted under delegated authority for the period 1 January to 31 March 2022.

He whakarāpopoto | Executive summary

2 Not required.

Te tuku haepapa | Delegation

3 The Strategy and Operations Committee has delegated authority to consider this report under the following delegation in the 2019-2022 Governance Structure, Section B.1.

This Committee will deal with all decision-making that is not the responsibility of the Council, including approval of contracts and contract variations outside the Chief Executive’s delegations.

Taunakitanga | Recommendations

A. That the Strategy and Operations Committee notes there were six contracts accepted under delegated authority over $250,000 for the period 1 January to 31 March 2022.

Tūāpapa | Background

4 Approved Contracts for the year 2021/22 are listed at Appendix 1.

He kōrerorero | Discussion

5 2021-C424 Matene Matai Stormwater Upgrades

· Five tenders were received ranging $550,470 to $1,024,800.

· The Contract was awarded to Downer Limited, based on the weighted attribute method, for the sum of $550,470.

· Engineer’s estimate: $445,841. Budget for 2021/22: $650,000.

· Local content is estimated at 30% (materials and some labour).

6 2021-C425 Stormwater Asset Renewals in Paraparaumu 03 Catchment

· Three tenders were received ranging $1,913,000 to $3,000,954.

· The Contract was awarded to Interflow NZ Limited, based on the weighted attribute method, for the of $1,836,448.

· Engineer’s estimate: $1,203,961.

· Local content is estimated at 25% (accommodation for staff and local subcontractors).

7 2021-C426 Stormwater Asset Renewals in Paraparaumu 04 Catchment

· Four tenders were received ranging $624,524 to $1,525,798.

· The Contract was awarded to Quickshot Limited, based on the weighted attribute method for the sum of $611,592.

· Engineer’s Estimate: $617,329. Budget for 2021/22: $700,000.

· Local content is estimated at 30% (materials and some labour).

8 2021-C428 Professional Services for Raumati Seawall

· Two tenders were received ranging $302,015 to $323,765.

· The Contract was awarded to Beca Consultants, based on the weighted attribute method, for the sum of $323,035.

· Engineer’s Estimate: $480,770. Budget for 2021/22: $588,000.

· Local content is estimated at 10% (some staff are Kāpiti based).

9 2021/C431 Paraparaumu Wastewater Treatment Plant Aeration Systems Upgrades Phase 1

· One tender was received.

· The Contract was awarded to Max Tarr Industrial Limited, based on a single source bid, for the sum of $574,000.

· Budget is $1,303,000.

· Local content is estimated at 40% (materials).

10 2021/CN596 Ōtaki Wastewater Treatment Plant lagoon desludging

· One tender was received.

· The Contract was awarded to Conhur Limited, based on the weighted attributes method, for the sum of $2,073,000.

· Budget is $1,457,000.

· Local content is estimated at 5-10% (staff accommodation)

He take | Issues

11 This report has a low degree of significance under Council’s Significance and Engagement Policy.

Ngā kōwhiringa | Options

12 There are no further options to be considered within this report.

Tangata whenua

13 There are no tāngata whenua considerations within this report.

Panonitanga āhuarangi | Climate change

14 There are no climate change considerations within this report.

Ahumoni me ngā rawa | Financial and resourcing

15 There are no financial and resourcing issues in addition to those already noted in this report.

Ture me ngā Tūraru | Legal and risk

16 There are not legal and risk considerations arising from this report.

Ngā pānga ki ngā kaupapa here | Policy impact

17 There are no current or future impacts to Council policies within this report.

Te whakawhiti kōrero me te tūhono | Communications & engagement

Te mahere tūhono | Engagement planning

18 There are no engagement planning considerations arising from this report.

Whakatairanga | Publicity

19 There are no publicity considerations arising from this report.

Ngā āpitihanga | Attachments

1. Contracts Under Delegated Authority approved in the 2021/22 year ⇩

[1] principal shareholding local authorities are those which invest capital in the LGFA and are expected to receive a return on that capital.


AGENDA Strategy and Operations Committee Meeting
I hereby give notice that a Meeting of the Strategy and Operations Committee will be held on:
Date:	Thursday, 12 May 2022
Time:	9.30am
Location:	Council Chamber Ground Floor, 175 Rimu Road Paraparaumu
Glen O’Connor Acting Group Manager Infrastructure Services

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