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AGENDA
Strategy and Operations Committee Meeting |
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I hereby give notice that a Meeting of the Strategy and Operations Committee will be held on: |
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Date: |
Thursday, 9 June 2022 |
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Time: |
9.30am |
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Location: |
Council Chamber Ground Floor, 175 Rimu Road Paraparaumu |
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Glen O’Connor Acting Group Manager Infrastructure Services |
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Strategy and Operations Committee Meeting Agenda |
9 June 2022 |
Kapiti Coast District Council
Notice is hereby given that a meeting of the Strategy and Operations Committee will be held in the Council Chamber, Ground Floor, 175 Rimu Road, Paraparaumu, on Thursday 9 June 2022, 9.30am.
Strategy and Operations Committee Members
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Cr James Cootes |
Chair |
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Cr Gwynn Compton |
Deputy |
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Mayor K Gurunathan |
Member |
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Deputy Mayor Janet Holborow |
Member |
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Cr Angela Buswell |
Member |
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Cr Jackie Elliott |
Member |
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Cr Martin Halliday |
Member |
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Cr Sophie Handford |
Member |
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Cr Jocelyn Prvanov |
Member |
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Cr Bernie Randall |
Member |
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Cr Robert McCann |
Member |
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Strategy and Operations Committee Meeting Agenda |
9 June 2022 |
4 Declarations of Interest Relating to Items on the Agenda
5 Public Speaking Time for Items Relating to the Agenda
8.1 Climate Emergency Action Report
8.2 Council performance for quarter three ended 31 March 2022
8.3 Six Month Update - Economic Development Kotahitanga Board
8.4 An Overview of Social Investment Funded Projects 2018-2021
8.5 National Policy Statement on Urban Development - Quarter 1-3 monitoring reports
11 Confirmation of Public Excluded Minutes
Resolution to Exclude the Public
11.1 Confirmation of Public Excluded Minutes
12.1 Major Events Fund 2022/23 Closeout and Recommendations
1 Welcome
“As we deliberate on the issues before us, we trust that we will reflect positively on the communities we serve. Let us all seek to be effective and just, so that with courage, vision and energy, we provide positive leadership in a spirit of harmony and compassion.”
I a mātou e whiriwhiri ana i ngā take kei mua i ō mātou aroaro, e pono ana mātou ka kaha tonu ki te whakapau mahara huapai mō ngā hapori e mahi nei mātou. Me kaha hoki mātou katoa kia whaihua, kia tōtika tā mātou mahi, ā, mā te māia, te tiro whakamua me te hihiri ka taea te arahi i roto i te kotahitanga me te aroha.
4 Declarations of Interest Relating to Items on the Agenda
Notification from Elected Members of:
4.1 – any interests that may create a conflict with their role as an elected member relating to the items of business for this meeting, and
4.2 – any interests in items in which they have a direct or indirect pecuniary interest as provided for in the Local Authorities (Members’ Interests) Act 1968
5 Public Speaking Time for Items Relating to the Agenda
(a) Public Speaking Time Responses
(b) Leave of Absence
(c) Matters of an Urgent Nature (advice to be provided to the Chair prior to the commencement of the meeting)
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9 June 2022 |
8.1 Climate Emergency Action Report
Kaituhi | Author: Brandy Griffin, Principal Policy Advisor - Climate Change
Kaiwhakamana | Authoriser: Glen O'Connor, Acting Group Manager Infrastructure Services
Te pūtake | Purpose
1 This report seeks the Strategy and Operations Committee’s adoption of the special report entitled Climate Emergency Action: Delivering on our climate change commitments, attached as Appendix 1.
He whakarāpopoto | Executive summary
2 An executive summary is not required.
Te tuku haepapa | Delegation
3 The Strategy and Operations Committee has the delegation to adopt this special report, as per the Governance Structure and Delegations for the 2019-2022 Triennium.
Taunakitanga | RECOMMENDATIONS
A. That the Strategy and Operations Committee:
A.1 adopt the special report entitled Climate Emergency Action: Delivering on our climate change commitments, attached as Appendix 1.
A.2 In the instance that any further changes are requested to the report, nominate Councillor Sophie Handford, Mayor Gurunathan, and Acting Chief Executive Sean Mallon to approve those changes.
A.3 Note the intention of the communications team to develop an information campaign to socialise the content of the report.
Tūāpapa | Background
4 On 29 July 2021, Council passed three resolutions to:
4.1 adopt the Kāpiti Coast District Council Climate Emergency Action Framework,
4.2 request the development of a climate change update report, to be presented back for adoption before the end of this financial year, and
4.3 agree that the climate change update report be annual.
5 This special report, attached as Appendix 1, is delivering on the request for a climate change update report to be presented back for adoption before the end of this financial year.
He kōrerorero | Discussion
6 Since Kāpiti Coast District Council declared a climate change emergency in 2019 and adopted the Climate Emergency Action Framework in 2021, a significant amount of work has taken place to ensure that climate change action is embedded into Council activities.
7 To provide a summary of Council’s current climate change actions, this report:
7.1 summarises the climate actions agreed for the first three years of the Long-term Plan 2021–41 (LTP),
7.2 highlights special projects that are currently in process or planned within the first three years of the LTP, and
7.3 reports on recently completed climate actions.
8 The vision at the heart of Council’s Climate Emergency Action Framework is a thriving, vibrant and strong Kāpiti that has reduced its carbon footprint significantly, transitioned to a low-carbon future, and prepared for challenges and opportunities that come from responding to the climate crisis.
9 Working towards each part of the vision provides a structure to Council’s climate emergency action plan. When the report summarises the climate actions agreed for the first three years of the LTP, the actions are categorised under climate change mitigation, adaptation, or transition to show how they directly support each part of the vision (with an acknowledgement that there are some crossovers).
He take | Issues
10 There are no issues in relation to this report.
Ngā kōwhiringa | Options
11 There are no options in relation to this report.
Tangata whenua
12 This report summarises actions that were agreed through Council’s current LTP. Engagement with iwi did not occur during the development of this report, but rather through the LTP engagement process. Engagement will continue to occur on a project-by-project basis.
Panonitanga āhuarangi | Climate change
13 Acting on climate change was a key strategic driver in the LTP. Feedback from our iwi partners and the community confirmed ongoing support for a range of climate change actions, including corporate and districtwide emissions reduction and waste minimisation programmes as well as improvements to support the sustainability and resilience of our environment, assets, and communities.
14 This report summarises the climate change actions that are currently planned, as well as those that have been completed recently.
Ahumoni me ngā rawa | Financial and resourcing
15 There are no financial considerations for this report.
Ture me ngā Tūraru | Legal and risk
16 There are no legal considerations for this report.
Ngā pānga ki ngā kaupapa here | Policy impact
17 There are no policy considerations for this report.
Te whakawhiti kōrero me te tūhono | Communications & engagement
18 With support from the communications team, an initial communications approach has been discussed.
Te mahere tūhono | Engagement planning
19 Following the adoption of this report, Council officers will engage a designer and look to socialise the report with the community via established communications channels.
Whakatairanga | Publicity
20 Council officers will work to publicise this information using a variety of communication channels, as discussed above.
Ngā āpitihanga | Attachments
1. Draft
Special Report on Climate Emergency Action ⇩ 
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9 June 2022 |
8.2 Council performance for quarter three ended 31 March 2022
Kaituhi | Author: Jo Bryan, Manager Corporate Planning and Reporting
Kaiwhakamana | Authoriser: Mark de Haast, Group Manager Corporate Services
Te pūtake | Purpose
1 The Council Performance Report for quarter three (ended 31 March 2022) provides an overview of financial and non-financial performance against the 2021-41 Long-term Plan (LTP).
He whakarāpopoto | Executive summary
2 An executive summary is not required for this report.
Te tuku haepapa | Delegation
The Strategy and Operations Committee has delegated authority to consider this under section B.1. of the 2019-2022 Triennium Governance Structure and Delegations including ‘overviewing strategic programmes’ and ‘financial management.’
Taunakitanga | RECOMMENDATIONS
It is recommended that the Strategy and Operations Committee:
A. receives this Council Performance Report (Appendix 1)
B. notes the Council’s performance for the quarter ended 31 March 2022.
Tūāpapa | Background
4 The previous Council Performance Report for the half year ending 31 December 2021, was the first report in this new format, combining three previously separate reports (the Activity Report, the Finance Report, and the Residents Opinion Survey results) into one report
He kōrerorero | Discussion
He take | Issues
Performance measure progress
5 In quarter three, the Council achieved 47 percent of performance measures. Up to 20 percent of performance measures have not yet met target and 33 percent are annual measures that are only for the Annual Report. More information is in Appendix 1.
Project delivery
6 For Council’s projects and initiatives, 80 percent are on track, 12.5 percent are off track, 2.5 percent have not yet started, and 5 percent are completed. More information is in Appendix 1.
Financial management
7 Council achieved an $8.2 million net surplus (revenue less expenditure) for the nine months to 31 March 2022. The surplus came mainly from external grants and subsidies received to part-fund the Council’s capital works programme, and development contributions. This does not represent a permanent cash surplus for the Council. The Council’s net worth as of 31 March 2022 is $1.8 billion, mainly represented by infrastructure assets.
8 The Council has spent $29.4 million (40 percent) of its capital works programme (full-year budget of $73 million) as of 31 March 2022. At the time of writing this report, the forecast full year spend is estimated to be approximately $50 million but may be subject to further change as the year continues.
9 Net debt as of 31 March 2022 was $168 million, equating to 175 percent of total operating revenue, well below the Councils LTP upper limit of 280 percent. More information is in Appendix 1.
Residents’ satisfaction
10 The residents’ overall satisfaction score for the third quarter was 71 percent. This was a 1 percent decrease from quarter two but a 1 percent increase from the same time last year. Residents’ overall satisfaction with Council services outperformed national satisfaction results (across other councils) for the last three quarters.
11 Satisfaction with value for money improved, from 47 percent in quarter two, to 53 percent in quarter three.
12 Residents’ responses indicate that the Council is making good progress on three of its four outcomes, with the housing remaining a challenge that will take time to shift with current and planned initiatives. More information is in Appendix 1
Ngā kōwhiringa | Options
13 There are no options to consider with this report.
Tangata whenua
14 There are no tangata whenua matters in addition to those already outlined in this report.
Panonitanga āhuarangi | Climate change
15 There are no climate change matters in addition to those already outlined in this report.
Ahumoni me ngā rawa | Financial and resourcing
16 There are no financial and resourcing matters in addition to those outlined in this report.
Ture me ngā Tūraru | Legal and risk
There are no legal and risk matters in addition to those already outlined in this report.Ngā pānga ki ngā kaupapa here | Policy impact
18 There are no policy impacts arising directly from this report.
Te whakawhiti kōrero me te tūhono | Communications & engagement
Te mahere tūhono | Engagement planning
19 There is no engagement planning required for this report
Whakatairanga | Publicity
20 The Council Performance Report will be made publicly available on the Council’s website.
Ngā āpitihanga | Attachments
1. Council
Performance Review ⇩
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9 June 2022 |
8.3 Six Month Update - Economic Development Kotahitanga Board
Kaituhi | Author: Eva George, Economic Development Advisor
Kaiwhakamana | Authoriser: Angela Bell, Strategy Manager
Te pūtake | Purpose
1 This report provides a six-month update from the Chair of the Economic Development Kotahitanga Board on the Kāpiti Coast Economic Development Strategy and Implementation Plan 2020-23.
He whakarāpopoto | Executive summary
2 This paper will provide a summary of the impact of the Economic Development Kotahitanga Board work programme on the Kāpiti Coast economy over the past 6 months and seek reappointment of the independent Chair.
Te tuku haepapa | Delegation
Taunakitanga | RECOMMENDATIONS
A. That the Strategy and Operations Committee notes the 6-monthly update from the Economic Development Kotahitanga Board Independent Chair, Neil Mackay.
B. That the Strategy and Operations Committee re-appoints Neil Mackay as the Economic Development Kotahitanga Board Independent Chair, for a further 12-month period from July 2022.
Tūāpapa | Background
4 In July 2020, Council approved the Kāpiti Coast Economic Development Strategy and Implementation Plan 2020-23 (Strategy). This included approval to establish the Economic Development Kotahitanga Board (EDKB), with six monthly updates to be provided to the Strategy and Operations Committee (Committee). The Terms of Reference for the EDKB were approved as part of the Strategy. This is the third update provided to the Committee.
He kōrerorero | Discussion
Six-Monthly Reporting
5 The delivery of the Economic Development Strategy and Implementation Plan is fundamental to the advancement of the Community Outcomes set out in the Kāpiti Coast District Council’s Long-Term Plan 2021-41, in particular that “Our local economy is prosperous with ample opportunities for people to work and learn in Kāpiti.
6 In accordance with the EDKB Terms of Reference, a six-month report from Neil Mackay, Independent Chair EDKB is attached in appendix one. The report outlines that the strategy and its implementation plan remain on track for delivery and explains progress against the core responsibilities and priorities of the Board. A May status update for the Economic Development Strategy and Implementation Plan 2020-2023 is also attached as Appendix 2 for your information.
7 In
order to monitor progress, the following table was developed to enable the
ongoing measurement of impacts outlined in the Strategy. The results are
sourced from annual Regional Economic Profile undertaken by Infometrics. Where
available, interim results will also be recorded pending the availability of
final indicators. The latest data provided by Infometrics was released March
2022 and reflects the 12-month period to 31 March 2021.
Table 1: Kāpiti Coast EDS measurement of impacts
8 Table 1 shows an increase in the number of filled jobs, however the unemployment rate increased to 3.9% as at 30 March 2021. The latest quarterly report by Infometrics, for the quarter ending March 2022, shows the current unemployment rate has since decreased to 2.6%. Additionally, the NEET (Young people not in employment, education or training) rate decreased by 2.7% in the 12 months to March 2021.
9 There are both positive and negative sides to this, the data confirms that there is a lot of opportunity for people seeking employment in the local economy and that the number of people in employment locally is increasing. On the other hand, it also shows a very tight job market, which often means that is difficult for businesses to recruit the workforce they need locally. This directly aligns with the work that the EDKB is leading, e.g. the Workforce Plan and the Education Hub, which are targeting unique opportunities to improve capacity in the local labour market (semi-retired people and NEETs to name a few).
10 The data in Table 1 also shows an increase in income levels: mean income has increased by 3.5% compared to 2.6% nationally. In addition, GDP per filled job has risen by 0.9% where there is a decrease in numbers at a national level. The data suggests that not only are more people being employed in the district, we are also seeing more higher value employment opportunities locally.
11 Although the opening of Transmission Gully on March 31st was too late to affect the numbers in the March 2022 quarter, expectations of greater connectivity to the rest of Wellington region may already be boosting economic indicators.
Board Appointments
12 The current EDKB membership is as follows:
· Independent Chair: Neil MacKay
· Ngāti Raukawa ki te Tonga Rep: Kim Tahiwi
· Ngāti Toa Rangatira Rep: New representative to be appointed.
· Te Ati Awa ki Whakarongotai Rep: Russell Spratt
· Independent Member: Hillmare Shultz
· Independent Member: Scott Houston
· Independent Member: Chris Claridge
· Council ex-officio representative: Cr Angela Buswell.
13 The Board currently has one vacancy following the recent resignation of Herani Demuth, due to competing priorities and is awaiting the appointment of a new representative for Ngāti Toa Rangatira. The appointment of an iwi representative is undertaken directly by iwi, which is then confirmed with the EDKB Chair.
14 The appointment of the current EDKB independent Chair (Neil Mackay) expires at the end of June 2022. This appointment is made by the Strategy & Operations Committee
He take | Issues
15 The current EDKB Chair, Neil Mackay was reappointed for a further 12-month period from July 2021 by this committee. During this 12-month period, strong progress has continued to be maintained in the implementation of the strategy.
16 The EDKB has effectively been operating for a 18 month period and as outlined in the Chair’s report, is performing well against its core responsibilities and priorities.
17 On the basis of the performance to date, it is recommended that Neil MacKay’s appointment is extended for a further 12-month period as the Independent Chair of the EDKB. This recommendation is based on the performance of the board during the current period and to provide continuity to the EDKB as it continues to strengthen relationships with key partners and stakeholders and delivers a number of key actions in the strategy.
Ngā kōwhiringa | Options
18 Officers recommend that Neil MacKay is reappointed as Independent Chair of the EDKB. If the Committee does not wish to reappoint Mr MacKay to this position, further options and advice would be provided to the Committee to support the appointment of another suitable Chair.
Tangata whenua
19 Appointments to the EDKB include representation of each of Council’s three iwi partners.
20 The EDKB is currently working a number of projects that have significant involvement from our iwi partners.
Panonitanga āhuarangi | Climate change
21 Council adopted the Climate Emergency Action Framework in July 2021. Its vision is ‘a thriving, vibrant and strong Kāpiti that has reduced its carbon footprint significantly, transitioned to a low-carbon future, and prepared for challenges and opportunities that come from responding to the climate crisis’.
22 Research and experience are showing that consumers are more and more looking to support businesses that are sustainable. This is visible both in New Zealand and overseas (our future customers). This is true also for the workforce. “Making your company an organisation that does good in the world—rather than just a place that provides a paycheck — can be a competitive advantage when attracting the best talent”[1].
23 The Economic Development (ED) Team is working together with teams across Council in supporting local businesses to work in environmentally conscious ways. The Team has hosted a sustainable business network meeting in February and is engaging with businesses that want to further support and develop the concept of a network for the Coast: Pakihi Toitū o Kāpiti – Sustainable Businesses.
Ahumoni me ngā rawa | Financial and resourcing
24 There are no financial or resourcing considerations for this report.
Ture me ngā Tūraru | Legal and risk
25 There are no legal and risk considerations for this report.
Ngā pānga ki ngā kaupapa here | Policy impact
26 This report has been considered against the Kāpiti Coast Economic Development Strategy and Implementation Plan 2020 – 23.
Te whakawhiti kōrero me te tūhono | Communications & engagement
Te mahere tūhono | Engagement planning
27 An engagement plan is not needed to implement this decision
Whakatairanga | Publicity
28 The Economic Development Team will continue to work proactively with the EDKB and the Council Communications Team to proactively promote the work being undertaken to implement the economic development strategy.
Ngā āpitihanga | Attachments
1. EDKB
6 monthly report to May 2022 ⇩
2. ED
Strategy Actions Status Table - May 22 ⇩
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9 June 2022 |
8.4 An Overview of Social Investment Funded Projects 2018-2021
Kaituhi | Author: Emma Haxton, Contractor to Kāpiti Coast District Council
Kaiwhakamana | Authoriser: Janice McDougall, Group Manager People and Partnerships
Te pūtake | Purpose
This paper, and accompanying video, provide an overview of the eight projects delivered by not-for-profit community organisations under the first round of the Social Investment Fund from 2018/19.
He whakarāpopoto | Executive summary
Te tuku haepapa | Delegation
The Strategy and Operations Committee has delegated authority to consider this matter under section B.1 of the 2019-2022 Triennium Governance Structure. ®
Taunakitanga | RECOMMENDATIONS
A. that the Strategy and Operations Committee receives this report and accompanying video providing an overview of the eight projects delivered by not-for-profit community organisations under the first round of the Social Investment Fund from 2018/19;
B. that the Strategy and Operations Committee formally acknowledges the contributions made to the district by these organisations, recognising in particular the additional challenges they faced due to the global pandemic.
Tūāpapa | Background
2 The first round of the Social Investment Fund contributed to outcomes of the Long term Plan 2018 and Council’s promotion of social and cultural wellbeing in Kāpiti
3 The Social Investment Fund is an outcome focused contestable funding model which ensures funding is aligned with Council’s community outcomes. In December 2017, Council approved the priorities and principles of the Social Investment Fund.
4 Funding is allocated to organisations that support the following social investment priorities:
· Connected Communities
· Safe Communities
· Capable Sector
5 The Connected Communities priority supports activities that build the capacity for our communities to maximise their strengths, address local needs and enhance wellbeing.
6 The Capable Sector priority focused on capacity-building support to assist organisations to build their resilience, sustainability and effectiveness. The realisation of outcomes of the Capable Sector priority are long term.
7 The Safe Communities priority supports strategic partnerships and the development of a district-wide strategic plan for community safety and crime prevention.
8 Information about the Social Investment priorities, principles and outcomes sought can be found at Appendix One.
He kōrerorero | Discussion
9 In 2018, a robust decision-making process resulted in eight projects being awarded funding for a range of community initiatives through the Social Investment Fund. Contracts were put in place from 1 July 2018 for 3-year periods
10 Eight projects were funded through Social Investment Fund 2018/19-2020/21:
● Age Concern Kāpiti: Funding to deliver an action plan to address social isolation for older people
● Energise Ōtaki: Funding for the organisational capacity and capability development of Energise Ōtaki while they continue to grow their community-led initiatives
● Kāpiti Impact Trust: Funding for an early intervention strength based mentoring programme for 9 - 13 year olds.
● Kāpiti Women’s Centre and Kāpiti Living Without Violence: Funding to provide a joint service to reduce family violence by working together
● Kapiti Youth Support: Funding for the He Kākano mentoring programme for at-risk young people
● Māoriland Charitable Trust: Funding for a range of tikanga māori based, rangatahi and community led activities
● Ngā Hapu o Ōtaki: Funding for tikanga māori based, rangatahi led activities to revitalise connection to marae.
● Volunteer Kāpiti and Kāpiti Impact Trust: Funding for a strategic programme to build the capability and capacity of our community and social sector.
11 The table below provides a breakdown of the funding provided through the Social Investment Fund to each project over the 3 years.
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Funded organisations |
Recommended funding: Option One |
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Year 1 2018/19 |
Year 2 2019/20 |
Year 3 2020/21 |
Total |
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Age Concern Kāpiti |
$45,000 |
$42,000 |
$42,000 |
$129,000 |
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Energise Ōtaki |
$40,000 |
$47,000 |
$47,000 |
$134,000 |
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Kāpiti Impact Trust |
$15,000 |
$20,000 |
$20,000 |
$55,000 |
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| Kāpiti Impact Trust & Volunteer Kāpiti |
$65,000 |
$70,000 |
$70,000 |
$205,000 |
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Kāpiti Women’s Centre & Kāpiti Living Without Violence |
$30,000 |
$30,000 |
$30,000 |
$90,000 |
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Kapiti Youth Support |
$50,000 |
$47,000 |
$47,000 |
$144,000 |
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Māoriland Charitable Trust |
$50,000 |
$47,000 |
$47,000 |
$144,000 |
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Ngā Hapu o Ōtaki Raukawa Marae Management Committee |
$30,000 |
$27,000 |
(withdrew) |
$57,000 |
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Total pool of fund |
$325,000 |
$330,000 |
$330,000 |
$958,000 |
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12 Most of the projects delivered under the Social Investment Fund were not fully funded by Council. Many organisations supplemented the funding received from Council with funding from other sources to achieve project outcomes.
13 An overview of the Social Investment Fund Projects 2018- 2021 can be found at Appendix Two.
14 The accompanying video provides a view from the organisations contracted to deliver services. All organisations that received funding participated providing a valuable perspective of what was achieved with the funding, and how it has strengthened their ability to deliver into the future.
He take | Issues
15 Overall there is good evidence of progress in achieving the intended impacts of the Social Investment Fund.
16 Two of the projects contributed knowledge not previously researched at depth in Kāpiti. Those were:
· the AgeConnect Project delivered by Age Concern about social isolation experienced by older people
· the Capable Sector Project delivered by Kāpiti Impact Trust and Volunteer Kāpiti about the Kāpiti social and community sector.
17 Several organisations noted that the Social Investment Fund allowed them to invest in long term resources and make significant progress in their work overall. Organisations report that the long term nature of the funding:
· allowed them to make a stronger impact on their project outcomes
· provided credibility to their projects and, as a result, other funding agencies were more receptive to providing support.
18 The Covid 19 pandemic slowed the ability of some organisations to make progress on contract deliverables as they focused on immediate community needs in the pandemic. Not all of the organisations were able to complete the project deliverables intended when they started out.
19 Each organisation was offered the opportunity to repurpose some of their Social Investment Funding from Council to support their Covid 19 response. Council staff worked alongside several organisations to rework deliverables and put in place contract extensions.
20 Organisations commented that the work completed in Year One before the pandemic set them up well to respond to the challenges the pandemic created. Many organisations were able to adapt and expand their Social Investment funded activities online.
Ngā kōwhiringa | Options
Tangata whenua
21 The Social Investment Fund and associated support for fund holders contributes to Council’s obligations to Māori under the Treaty of Waitangi, Local Government Act 2002 and other relevant legislation.
22 The Social Investment Fund puts iwi prosperity and iwi aspirations at the fore, as key principles for improving social outcomes that contribute to community wellbeing. Advice sought from Te Whakaminenga o Kāpiti was sought in the establishment of the Social Investment Fund.
23 The funding model 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.
24 Several projects were focused solely on Ōtaki and contributed to addressing inequity with direct benefits for mana whenua. Other organisations had deliverables to progress their commitment to Treaty of Waitangi in practice and their contribution to supporting iwi aspirations. The Council provided training opportunities and one to one mentoring to support community organisations with their cultural competence and engagement with iwi as a part of the support package under the Social Investment Fund.
Panonitanga āhuarangi | Climate change
25 A key principle of the Social Investment Fund is:
Sustainability - organisations and initiatives encourage innovation and work towards becoming sustainable in all respects, including environmentally.
26 Two of the funded projects had deliverables and outcomes related to climate change and/ or environmental sustainability. These were Energise Ōtaki’s project and Māoriland Charitable Trust’s project.
Ahumoni me ngā rawa | Financial and resourcing
27 The Social Investment Fund was $985,000 in total for the three year period 2018/19 – 2020/21 under the Community Support Activity.
Ture me ngā Tūraru | Legal and risk
28 No legal risks are identified at this time. Legal advice was sought in the development of procurement processes and contract development.
Ngā pānga ki ngā kaupapa here | Policy impact
29 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
30 A robust engagement approach was delivered which included forums, training opportunities, one to one advice and flexible contract support. Active contract management was undertaken by the Connected Communities team and included, working with funded organisations on responding to Covid 19.
Whakatairanga | Publicity
31 A communications plan provides the framework for information to the wider community about the Social Investment Fund. Decisions on the recommendation in this report will be communicated as part of the ongoing Social Investment programme communications activity.
Ngā āpitihanga | Attachments
1. Appendix
One Social Investment Priorities, Principles and Outcomes ⇩
2. Appendix
Two An Overview of Social Investment Funded Projects 2018-2021 ⇩
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9 June 2022 |
8.5 National Policy Statement on Urban Development - Quarter 1-3 monitoring reports
Kaituhi | Author: Hamish McGillivray, Manager Research & Policy
Kaiwhakamana | Authoriser: Angela Bell, Strategy Manager
Te pūtake | Purpose
1 To provide the Committee with National Policy Statement on Urban Development (NPS-UD) Monitoring for the first, second and third quarter for the 2021/22 year, covering the period from 1 June 2021 to 28 February 2022).
2 Monitoring reports for first and second quarter (combined) and third quarter, are included as Attachment 1 and 2 of this report.
He whakarāpopoto | Executive summary
3 The attached reports provide an update and key findings from monitoring of recent development activity and urban development indicators over the 1 June 2021 to 28 February 2022 period.
Te tuku haepapa | Delegation
4 The Strategy and Operations Committee has the authority to consider this matter under section B.1 of the Governance structure and delegations 2019-2022.
Taunakitanga | RECOMMENDATIONS
A. That the Committee receives and notes the findings of the NPS-UD monitoring reports for Quarter 1 and 2 (combined) and Quarter 3, as attached as Attachments 1 and 2 of this report.
Tūāpapa | Background
5 The NPS-UD requires Council to undertake quarterly monitoring across its local development activity, including a range of market indicators published by the Ministry of Housing and Urban Development (HUD) as part of their Urban Dashboard.
6 Monitoring reports provide information of activity and changes to inform a range of participants, including Councils own development tools and instruments as well as local development community and other community and housing.
7 Council currently publishes results quarterly, typically in September (Q1), December (Q2), March (Q3), and June (Q4) each year, and focus on changes to key indicators across the quarters. The September report also contains annual reporting to provide more in-depth analysis across the previous year.
8 A focus on progressing Council’s growth strategy and Housing and Business Assessment (Housing update) has delayed the publication of the results for the Quarter 1-3 period.
9 Previous Monitoring Reports are available on our ‘Urban development capacity’ webpage at https://www.kapiticoast.govt.nz/our-district/the-kapiti-coast/urban-development-capacity/.
He kōrerorero | Discussion
10 Appendix 1 includes two monitoring reports. The first includes the Quarter 1 and 2 results for the period 1 June – 30 November 2021. The second reports results for Quarter 3 (1 December 2021 to 28 February 2022).
11 The Monitoring Reports provide an update and analysis of changes across the housing and development market for the above periods. Specifically, this focuses on Kāpiti Coast District Council’s development activity (resource and building consent data) during the last three quarters and contains updated data on indicators from HUD’s Dashboard, where available.
12 Key findings from development activity across the last three quarters include:
|
|
2020/21 |
2021/2022 |
||
|
|
Quarter 4 |
Quarter 1 |
Quarter 2 |
Quarter 3 |
|
Resource consents granted |
67 |
59 |
53 |
62 |
|
Net additional dwellings |
135 |
107 |
448 |
159 |
|
Building consents |
187 |
184 |
192 |
164 |
|
Building consent value |
$46,435,987 |
$50,129,841 |
$81,496,612 |
$60,568,187 |
13 Other key findings of note during the period includes a slowing of house values and social housing registrations.
|
|
2020/21 |
2021/2022 |
||
|
|
Quarter 4 |
Quarter 1 |
Quarter 2 |
Quarter 3 |
|
House values |
$840,000 |
$837,000 |
$830,000 |
$880,000 |
|
|
March 2021 |
June 2021 |
September 2021 |
December 2021 |
|
MSD Housing register |
180 |
189 |
183 |
198 |
He take | Issues
14 This report is for noting findings from NPS-UD monitoring only.
Ngā kōwhiringa | Options
15 This report is for noting findings from NPS-UD monitoring only.
Tangata whenua
16 We have not engaged directly with iwi on this report.
Panonitanga āhuarangi | Climate change
17 This report does not directly consider climate change matters but provides information around changes and pressures relating to housing and business demand that informs processes managing how we grow, which consider the impacts of climate change and low carbon living.
Ahumoni me ngā rawa | Financial and resourcing
18 There are no financial considerations arising from this report.
Ture me ngā Tūraru | Legal and risk
The reports attached as Attachments 1 and 2 meet the NPS-UD 2020 requirement to monitor and publish monitoring results.Ngā pānga ki ngā kaupapa here | Policy impact
20 As well as meeting the requirements of the NPS-UD, monitoring information helps understand changes across the local housing market and supports implementation of Te tupu pai – Growing Well - District Growth Strategy and providing sufficient development capacity to meet current and future housing and business needs.
Te whakawhiti kōrero me te tūhono | Communications & engagement
21 The attached NPS-UD reports will be published alongside previous monitoring reports on our website (as per paragraph 9).
Te mahere tūhono | Engagement planning
22 The reports provide an update to monitoring information and have a low level of significance under Council’s Significance and Engagement Policy, with no further engagement planned.
Whakatairanga | Publicity
23 The NPS-UD Monitoring Reports will be published on the Council’s ‘Urban Development’ webpage alongside previous reports. An email will also be distributed to update a list of stakeholders who have expressed an interest in the reports and to receive future updates.
Ngā āpitihanga | Attachments
1. NPS-UD
Quarter 1 and 2 Monitoring Report December 2021 ⇩
2. NPS-UD
Quarter 3 Monitoring Report March 2022 ⇩
|
9 June 2022 |
Author: Kate Coutts, Democracy Services Advisor
Authoriser: Janice McDougall, Group Manager People and Partnerships
1. Confirmation
of Minutes - Strategy and Operations Committee 4 November 2021 ⇩
2. Confirmation
of Minutes - Strategy and Operations Committee 12 May 2022 ⇩
|
9 June 2022 |
· For items not on the agenda
|
9 June 2022 |
Resolution to Exclude the Public
