Agenda of Council Meeting - Thursday, 25 May 2023

Council Meeting Agenda

25 May 2023

10.1 Waikanae Library and Service Centre - Community Engagement

Kaituhi | Author: Peter Bollmann, Project Manager, Otaki Growth Infrastructure

Kaiwhakamana | Authoriser: Mike Mendonça, Acting Group Manager Place and Space

Te pūtake | Purpose

1 This report seeks approval from Council to undertake community engagement on options for a replacement facility for the Waikanae Library and Service Centre.

He whakarāpopoto | EXecutive summary

2 The former Waikanae Library and Service Centre closed in 2018 and is currently occupying temporary premises in Mahara Place. The need for a permanent facility has prompted discussion around how libraries are changing and becoming social hubs for the wider community, while still providing core library services.

3 Several options have been considered; these are focussed on reuse and potential extension of the two Council owned buildings in Mahara Place. Three options are proposed for engagement with the community:

· Refurbish and extend the former library building.

· Refurbish both the former library building and the temporary library building.

· Refurbish both buildings and extend the former library building.

4 Upon completion of the community engagement, officers will report back on the views of the community with a recommended option to progress the project.

Te tuku haepapa | Delegation

5 Given the community interest in progress with replacement of the Waikanae Library it is appropriate for Council to approve the options for inclusion in the engagement programme.

Taunakitanga | RECOMMENDATIONS

A. Note the changing shape of libraries indicates a need for multi-functional space that becomes a social hub for the entire community.

B. Note that Council officers have investigated three options together with separate scenarios to replace the Waikanae Library and Service Centre with a Community hub.

C. Approve the following options being included in the community engagement programme to be undertaken during June/July 2023

· Option 1 – To refurbish and extend the former library building.

· Option 2 – To refurbish both the former library building and the temporary library building.

· Option 3 – To refurbish both the library buildings and extend the former library building.

D. Note that Options 2 and 3 require funding over and above the current LTP budget.

E. Direct Council officers to report back to Council following completion of the community engagement programme recommending an option to progress the development of a Waikanae Community Hub.

Tūāpapa | Background

6 Waikanae Library is one of four libraries provided by the Kāpiti Coast District Council. The Waikanae Library and Service Centre was closed in November 2018 and a temporary facility was established in the former Artel Gallery space in Mahara Place. The temporary library and service centre has been operating in this location since July 2019, at approximately 50% of the activity of the former library.

7 In 2022 the opportunity arose for the Council to purchase the building in Mahara Place housing the temporary library. The building was purchased by Council as a strategic property. The Mahara Gallery, recently refurbished and about to be reoccupied, is the third Council owned building in the Waikanae town centre.

8 Council has allocated $13.8m in the 2021 Long Term Plan for a new or upgraded Waikanae Library and Service Centre. Working through a Project Governance Board and the Project Team, a facility brief was prepared by external consultants to explore the possibilities and opportunities that a new facility might deliver, and to determine the m² area requirements based on industry standards and guidance.

9 The Project Team has been supported by technical expertise from Boffa Miskell, Athfield Architects and Siecap Project Management and Advisory, by a Project Advisory Group of members from different sectors, and through support from Te Ātiawa ki Whakarongotai Charitable Trust and the Waikanae Community Board.

10 This project fits within the wider Town Centre initiative. The benefits being sought from the town centre initiative include:

· That the Waikanae Town Centre is revitalised

· To meet the needs of both the community and the redevelopment of the town centre with a single project

· To increase the foot traffic to Mahara Place

· To increase consumer spending in Waikanae

· To increase the use of Library services

· To improve satisfaction with Council services in Waikanae.

11 The Project Objectives for the Waikanae Library and Service Centre are to:

· Support communities to connect

· Build healthy and resilient individuals and community

· Create a sense of place and belonging

· Provide opportunities to learn, work and create

· Support cultural identity and understanding

· Champion inclusivity

· Be an exemplar for sustainable practices

12 These objectives and outcomes are reflected in Councils priorities, (Attachment A) notably building strong community centres, and building a sense of community.

He kōrerorero | Discussion

THE CHANGING SHAPE OF LIBRARIES

13 The nature of library services is changing significantly as existing libraries are being replaced, renewed and upgraded. The emphasis is now on spaces for people where human interaction with knowledge and ideas have precedence. Books and collections are still important, but the focus is now increasingly on what people do within those spaces to discover, create, connect with, and experience new ideas and learn new skills.

14 These trends have been happening worldwide. The Libraries and Cultural Services Manager for Council has recently undertaken a study tour across Europe looking at contemporary facilities, has reflected on the trends evident, and compared these to a recent example in Selwyn District known as Te Ara Ātea.

15 Key observations include:

· People and communities are the heart of the story.

· They are generally no longer referred to as ‘libraries’ (although this can be a habit that will take time to change).

· These are facilities that provide a wide range of services and spaces for the community

o The Kalk Library in Cologne is a shared space that invites users to gain new experiences, forge plans, deepen their knowledge, learn social cohesion or simply enjoy the comforts of a non-commercial and friendly environment. Kalk embraces a concept of the third place, as an anchor of community life. (Attachment B)

o LocHal in Tilburg is designed for unexpected encounters, and is intended to activate people by informing, inspiring, providing experiences and change. It has become a programming library, and moved to creating, collaborating and sharing. The philosophy is that everyone can find their place at LocHal. (Attachment C)

o Te Ara Ātea is a place of discovery, of community gathering and sharing knowledge, and is the centre of the new Rolleston town centre. The name Te Ara Ātea expresses the notion that this is a place for learning, gathering, connecting, exploring and celebrating the district’s heritage and people. Mana whenua participation and involvement in the project from the very beginning has been a significant contributor to the development of the facility. (Attachment D)

16 The opportunity exists to establish a place in Waikanae that becomes the heart of the community, for a wide range of demographics and that supports families and children. It needs to be multi-functional space, that is flexible and able to be adapted to allow different experiences.

17 It is considered important that it becomes a social hub for Waikanae, that it includes significant meeting spaces that are accessible to people and groups and is blended into the social and commercial fabric of Waikanae. It will need close integration with existing facilities and services, such as Mahara Gallery, the marae and local businesses, and to provide an opportunity for additional social or community services to be identified and included.

18 Ultimately it needs to be a destination place for the whole community, current and future, to use and enjoy.

He take | Issues

SIZE AND SCALE

19 The population catchment for the Waikanae town centre is the combination of Te Horo, Peka Peka, Waikanae Beach, Waikanae Park, Waikanae East and Waikanae West. These areas combined had a population of 13,000 in 2018 and is expected to grow to 24,500 people by 2051. The mix of ages is likely to change as people with families and young professionals move to the Kāpiti Coast for lifestyle and the easy commute.

20 This growth underpins the functions of a new facility, and drives consideration of the areas required for public spaces, children and young adults, computer/technology areas, customer services, and meeting and learning spaces.

21 This in turn drives a need for some 2110m² – 2425m² in order to deliver a facility commensurate with the needs and aspirations of the community, today and tomorrow.

Ngā kōwhiringa | Options

22 While original options for locating the facility in wider Waikanae were considered, many were discounted as they did not achieve the immediate outcome of revitalising the Waikanae Town Centre. Options have been restricted to locations within Mahara Place.

23 Key advice was sought from Siecap on the options to use; either one of the Council owned buildings, both of the council owned buildings, or a stand-alone new building using one of the existing buildings and additional property that may be required.

24 This has resulted in 3 broad options with different scenarios. The purpose of considering these options is to enable council to engage with the community and obtain feedback on the implications of each option with respect to the size, location, cost estimates, and practical constructability. The options are not a comprehensive list of every available choice, and there are likely to be variations. The options considered are as follows:

Option 1 – Use one of the existing Council Owned Buildings

Kōwhiringa \| Options	Scenario Description	Size m2	Capital $M	Opex $000	Hua \| Benefits	Tūraru \| Risks
Option 1 Use one of the existing council buildings	Scenario A Refurbish the former Library	884	$7.3	$150	· Central to Waikanae · Within budget · Low difficulty to build · Short timeframe · 4 star Greenstar	· Only 25-30% of size requirement · Not future proofed · Unlikely to deliver changing shape of Libraries
	Scenario B Refurbish and extend the former Library Recommended for engagement	1302	$12.6	$150	· Central to Waikanae · Within budget · Low difficulty to build · Short timeframe · 4 star Greenstar	· Only 55-65% of size requirement · Not future proofed · Does not reflect changing shape of Libraries
	Scenario C Refurbish the temporary library building	1134	$10.2	$150	· Central to Waikanae · Within budget · 4 star Greenstar	· Only 48-55% of size requirement · Not future proofed · Does not reflect changing shape of Libraries · Higher difficulty to build · Longer timeframe to build

25 All three scenarios within this option are central to Waikanae and are within the existing budget provision of $13.8m currently in the Long-Term Plan. None of these scenarios provide the full-size requirement of between 2110 – 2425m² for a comprehensive facility. All three scenarios can proceed with minimal disruption to Mahara Place, and they all are capable of achieving 4 star Greenstar rating.

26 Scenario A and B have low difficulty to build, primarily because the building is currently vacant, and it can readily be accessed from the rear for refurbishment works.

27 Scenario B has an advantage over Scenario A and C due to the additional 400m2 space available through extending the existing building over two levels at the rear.

28 Scenario C has higher difficulty to build as the refurbishment required means that the building will have to be vacated, alternate temporary premises will be required for the existing library services, and construction would need to be undertaken with or around the current tenants.

29 As a standalone single building facility, it is considered that Scenario B is a base level option for engagement with the community.

Option 2 – Use both of the existing Council Owned Buildings

Kōwhiringa | Options

Scenario Description

Size m2

Capital $M

Opex $000

Hua | Benefits

Tūraru | Risks

Option 2

Use both of the existing council buildings

Scenario A

Refurbish both of the existing library buildings

Recommended for engagement

2018

$17.4

$440

· Central to Waikanae

· Future proofed

· Likely to deliver to the changing shape of Libraries

· Can be staged to enable transition

· 4 star Greenstar

· Almost meets minimum size requirement

· Increase in capital budget required

· Operating across split sites

· Increased operating costs

· Impact on rates at approx. 1%

Scenario B

Refurbish both of the existing library buildings and extend the former Library

Recommended for engagement

2436

$22.7

$480

· Central to Waikanae

· Future proofed

· Meets size requirement

· Likely to deliver to the changing shape of Libraries

· Can be staged to enable transition

· 4 star Greenstar

· Increase in capital budget required

· Operating across split sites

· Increased operating costs

· Impact on rates at approx. 1%

30 Both of these scenarios are central to Waikanae, and both scenarios can accommodate the size requirement for the changing shape of libraries. The facility will be future proofed, and development can be staged to enable a transition from the existing facility. This is considered to be a medium difficulty, with development of the first stage happening relatively quickly, and the second stage occurring after the first stage is completed. This allows a completion timeframe of some 2-4 years. Both scenarios can be access and developed from the rear, minimising disruption to Mahara Place.

31 Neither of these options fall within the $13.8m budget allowance in the current LTP and will require additional funding to be provided in future years. The capital funding increase required will be in the order of $3.4m - $8.9m. The difference in capital cost is related to the extension proposed to the former library site.

32 Using a split site will increase operating costs, and this is expected to have approximately a 1% impact of rates.

33 Both of these scenarios are recommended for community engagement, with the key point being that they both meet the size requirements for a new facility with scenario A being marginally smaller and cheaper than scenario B.

Option 3 – Develop a new comprehensive modern facility on a new site in Mahara Place

34 No discussions have been undertaken with private landowners of any alternative properties, or to assess availability of property to be included in this option. The availability of suitable private property is a high and critical risk to this option being able to be implemented.

35 It is likely that this option could be made to meet or exceed the size requirements. This option is suggested to have a medium to high difficulty and could be staged over a 2-5 year period. It is likely to require a significant amount of demolition before construction can commence. This is likely to have a major impact on Mahara Place over that period.

36 The amount of additional funding is estimated to be $14.7m - $26.2m, for a total capital cost in the order of $28m to $40m. At this level of investment, together with additional operating costs, this is likely to have a 2% impact on rates.

37 Due to the risks involved in this option, the level of funding required, and the impact on Mahara Place over the development period, it is not recommended that this option be included in the proposed community engagement.

Conclusion on Location Options for Community Engagement

38 Given the size requirements, budget implications, benefits and risks identified, officers consider that the following options be presented for community engagement:

· Option 1, Scenario B – to refurbish and extend the former Library building

· Option 2, Scenario A – to refurbish both the former library building and the temporary Library buildings

· Option 2 Scenario B – to refurbish both the existing buildings and extend the former library building.

Tangata whenua Mana

39 In recognition of the Crown’s responsibility under the Treaty of Waitangi, the Local Government Act sets out principles and requirements for Council to facilitate Māori participation in all decision-making processes, which includes appropriate consultation with Māori on different issues (refer section 4, Parts 2 and 6 of the Local Government Act). Council’s Long-term Plan 2021-41 commits to an enduring relationship between Mana Whenua and Kaunihera (Council) at the heart of our activities for the community and the wider relationships that surround us. As mana whenua of the Kāpiti Coast District, Council has been guided by the views of its iwi partners.Mana

40 Mana whenua, represented through Te Ātiawa ki Whakarongotai Charitable Trust has been fully engaged in the project to date, both at a project team, and at a Project Governance Board level. Engagement with mana whenua will continue through the community engagement process and will be fully reflected in the proposed report back after the community engagement is complete.

Panonitanga āhuarangi | Climate change

41 41 There are no obvious adaptation challenges.

42 With respect to mitigation, refurbishment of existing buildings is generally preferable to demolition and rebuild from a carbon perspective. The refurbishment offers an ability to improve performance around energy and water consumption, and to generally embrace more carbon sensitive internal design.

Ahumoni me ngā rawa | Financial and resourcing

43 Any costs associated with the community engagement programme will be met from within the existing Waikanae Library and Service Centre project budget. Once a building location is confirmed, a report will be prepared for council detailing the budget and resourcing requirements.

Ture me ngā Tūraru | Legal and risk

44 As a community engagement exercise, no legal risks have been identified, or are anticipated.

45 The proposal to engage with the community does not have implications on human rights nor is the proposal is in any way inconsistent with the New Zealand Bill of Rights Act 1990 and Human Rights Act 1993.

Ngā pānga ki ngā kaupapa here | Policy impact

46 None identified.

TE whakawhiti kōrero me te tūhono | Communications & engagement

47 Conversations and discussions about the future proposals have been undertaken through a comprehensive project governance structure. This includes input from subject matter experts, testing thoughts with a Project Advisory Group that includes members of specific interest groups, and liaison with the Waikanae Community Board.

48 Te Ātiawa ki Whakarongotai Charitable Trust have been involved both at the Project team level through the Iwi Advisory Group, and with membership on the Project Governance Board. On the project’s behalf, members of the Charitable Trust have engaged local kaumatua and members of the Marae Trust.

49 An engagement programme has been designed to inform the community about progress, give them opportunities to comment and to build support for the subsequent decision that council is to make on the future Waikanae community hub.

50 This engagement will provide Council with the community voice to inform their decision on which option to progress.

Te mahere tūhono | Engagement planning

51 Council will communicate this decision through its established communication channels.

Whakatairanga | Publicity

54 A communications plan has been developed to support communications with the community and key stakeholders about this issue.

Ngā āpitihanga | Attachments

1. Attachment A ⇩

2. Attachment B ⇩

3. Attachment C ⇩

4. Attachment D ⇩

5. Attachment E1 ⇩

6. Attachment E2 ⇩

7. Attachment E3 ⇩

Council Meeting Agenda

25 May 2023

10.2 Ōtaki Youth Space

Kaituhi | Author: Emma Haxton, Contractor to Kāpiti Coast District Council

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

Te pūtake | Purpose

1 This paper provides an overview of the Ōtaki Youth Space project.

He whakarāpopoto | EXecutive summary

Te tuku haepapa | Delegation

2 The Council may consider this matter under section C.1 of the Governance Structure and delegations of 2022-2025.

Taunakitanga | RECOMMENDATIONS

A. That the Council endorses the proposed approach for the Ōtaki Youth Space project 2023-2026, in collaboration with Te Puna Oranga o Ōtaki, as outlined in this report.

B. That the Council notes long term options for a youth space will be explored by Council and the provider over the course of the project.

Tūāpapa | Background

3 Council has a role in supporting the positive youth development for young people in Kāpiti. This role has included the provision of a youth space in the south of the District since 2015 when the Environment and Community Development Committee selected Zeal Education Trust (Zeal) as the provider of a Youth Development Centre in Paraparaumu and associated services. At the time, decision-making and feasibility focused on a need in the south of the District. In recent years, Zeal’s contract for service has included some mobile events and workshops in Ōtaki.

4 In 2021, Council allocated $50,000 in the Long Term Plan for the provision of a youth space in Ōtaki. Since this time, community consultation has been undertaken to determine the needs of the community in relation to a youth space. An aspect of this has been strengthening the relationship with Te Puna Oranga o Ōtaki with their existing and growing youth development role in Ōtaki.

Best Practice Youth Spaces

5 There are three key areas required to deliver sustainable ‘youth space’ initiatives that yield positive youth development outcomes. These are:

· space (somewhere to be)

· activities (something to do)

· staffing (someone to support).

6 There is substantial research on the elements of a successful youth space. The core elements for success are:

· outcomes focused on youth development

· purposeful activities that build life skills alongside opportunities for social connection

· opportunities for young people to engage in leadership

· youth participation in the design and delivery

· opportunities to connect with the wider community

· enabling young people to help access services when needed

· provision of youth work in a safe and professional context.

7 Likewise, national and international evidence is clear about what reduces the success and positive impacts of youth spaces, which includes:

· having completely unstructured activity

· having a narrow focus on ‘giving young people a space to be’

· involving young people as participants only

· lack of engagement or connection to the wider community

· lack of a youth development model delivered by youth workers.

He kōrerorero | Discussion

Consultation

8 In 2021 and 2022, workshops were held with a range of young people aged 12 – 24 years, including high school students, young people on training courses and young people not in education, employment or training. These consultations identified the needs and interests of young people in Ōtaki. These were:

· having free access to more things to do

· more opportunities and activities for socialising and having fun

· having events and spaces specifically created by and for young people

· opportunities to learn life skills

· a physical youth space which is based in the Ōtaki township.

9 Young people want a youth space which is a safe place outside of their whānau, school and work where they can be themselves and which welcomes diversity. Some young people spoke of having people in a youth space who build a safe and welcoming culture. Outdoor spaces in Ōtaki are commonly utilised by young people, particularly in the summer months as a type of ‘youth space’.

10 Ōtaki young people have less access to youth development opportunities and generally experience a higher level of hardship than young people in other communities on the Kāpiti Coast. Young people in Ōtaki also often struggle with transport within and outside their community.

11 In 2022, a hui was held with organisations and adults working with young people in Ōtaki. Additional conversations were had with a range of stakeholders about the project to gather community feedback on the project concept. The key findings were:

· the project is best delivered ‘by Ōtaki, for Ōtaki’. That means Ōtaki based organisations focused specifically on serving Ōtaki young people should lead this project

· a universal scope for all Ōtaki young people is best underpinned by matauranga Māori

· there are both one off and ongoing opportunities for young people in Ōtaki to engage in social, arts, cultural and sporting activities which could be enhanced

· the need to define ‘youth space’ as the Ōtaki community including its natural spaces so activities can be delivered across different places and spaces and young people build a stronger sense of belonging

· a physical youth centre is best situated in the Ōtaki township and integrated into existing kaupapa for young people in Ōtaki.

The Proposed Ōtaki Youth Space Project

12 The project aims to foster young people’s positive development through social, cultural and recreational opportunities. The project has three key components:

· Community spaces - which are welcoming, safe and youth friendly

· Local Youth Workers to support good youth development outcomes

· Activities - which enhance connection (kotahitanga and whānaungatanga) and belonging (ūkaipotanga) for young people.

13 The project is underpinned with a youth development approach and grounded in the ideas, advice and findings gathered through consultation and engagement with the community. The approach will be:

· grounded in tikanga Māori.

· community connected and work alongside other opportunities in Ōtaki for young people

· accessible and youth friendly to cater for a diverse range of youth cultures in Ōtaki.

14 The proposed youth development outcomes of the project are that young people

· feel a sense of independence and take part in positive activities

· have stronger community connectedness

· develop leadership skills

· have increased confidence, social and emotional skills

· learn new skills through participation in a range of activities

· have better access to services and people to help them

· feel a sense of belonging.

15 Iterative evaluation of this methodology will be undertaken through the duration of the project ensuring improvements are made through its duration. There will be feedback points to Council to show project progress and impact.

Proposed Supplier

16 Te Puna Oranga o Ōtaki is considered the best fit as the providers for the project for the following reasons:

· They are based in Ōtaki and focused specifically on serving the Ōtaki community

· They have a strong relationship with Ngā Hapū o Ōtaki

· Their practice is underpinned by matauranga Māori

· They have the capacity and capability to deliver this project

· They already employ youth workers and work in the national best practice youth development framework

· They have a facility ready

· There are no other organisations that meet all of the above factors which are required for this project to succeed.

17 Te Puna Oranga o Ōtaki is a kaupapa Māori health, social wellbeing and youth development provider in Ōtaki and a registered Charitable Trust. They deliver community development and support as well as youth development services.

18 Te Puna Oranga o Ōtaki provides support for its youth workers to access supervision, training and operates under the Aotearoa Youth Work Code of Ethics. Te Hunga Rangatahi is their primary programme for young people providing employment skills and wrap around services.

19 The contract for service is proposed for a three-year term. This fits within Council’s Procurement Policy.

Key Deliverables

20 There are two key deliverables in the project:

· A physical youth space

· Activities in different places in Ōtaki.

21 It is proposed that Te Puna Oranga o Ōtaki Barber Shop, situated in the Ōtaki township, provides the initial youth space. The youth space would operate outside of the hours of the Barber Shop, utilising after school hours, evenings and weekends.

22 Having young people involved in the development and implementation of the project is crucial to its success. Developing youth leadership and ownership will be a key first stage in the project.

23 Activities will be delivered in different community spaces and the mobile programme will be resourced through the use of a van and equipment in the initial stages of the project.

24 By working alongside other projects, organisations and opportunities for young people, the provider and Council will foster collaborations, strengthen the youth development outcomes sought and ensure no duplication occurs.

25 Other long term options for a youth space will be explored by Council and the provider.

He take | Issues

26 The proposed project has a three year duration from June 2023 and has the following stages:

Set up (June 2023 – December 2023)

· finalising procurement of the provider and initiating design and delivery

· ensuring the space and activities are designed in a way which is responsive to Ōtaki’s youth communities.

Growth (January 2024 – June 2024)

· growing activities across the community and embedding youth initiative and leadership

Ongoing Implementation (from January 2025)

· focus is on sustainability, learning from evaluation and growing youth development delivery and outcomes of the project.

Ngā kōwhiringa | Options

27 The project offers an initial option for a three-year period.

28 During the term of the project, long-term options for a youth space will be explored by Council and the provider with young people and other key stakeholders. This includes the opportunity to explore possible youth space provision in the town centre/ library development through the Long Term Plan.

29 The project has the following benefits:

· using existing community spaces

· supports young people in the context of wider community spaces

· opportunity for ‘by youth/ for youth’ activities

· can be delivered quickly

· open access and universal service (not for targeted few)

· being for Ōtaki by Ōtaki

· youth development outcome focused.

30 The proposed project has some risks/ weaknesses which need to be mitigated. A full risk management plan is being developed as a part of the project development. The key risks and weaknesses are:

· needs an organisation who works with young people who can manage risks associated with youth programming (mitigated with proposed provider)

· focus on delivery outcomes and youth development impact not well known (mitigated through strong evaluation plan)

· youth spaces and youth development outcomes take time (mitigated with implementation plan)

· cost of ongoing provision.

Council supported youth development agreements

31 Zeal Education Trust are a national organisation with a contract for service and Memorandum of Understanding with Council to deliver activities primarily through a Youth Space located in Paraparaumu. They have a good relationship with Ōtaki College delivering events and activities on the school site and elsewhere.

32 Kāpiti Youth Support has a Memorandum of Understanding with Council. They are a Youth One Stop Shop which provides free health and social support services to young people aged 10-24 in Kapiti. They operate a clinic in Ōtaki and provide health and social service support in Ōtaki College.

33 It is important to ensure there is no duplication of service with regard to the development of the project and manage any reputational risk to Council. It is important that Council updates these organisations as the project progresses and opportunities for networking are maximised.

Tangata whenua

34 The project has the potential to make a contribution to the iwi aspiration that ‘the young people of Kāpiti are supported to reach their full potential’ as outlined in the Long Term Plan 2021.

35 Ngā Hapū o Ōtaki vision is to assist the five hapū to work together to realise their dreams and aspirations to live in a thriving and vibrant community where they all actively contribute to sustaining their people, their land and their environment for future generations according to tikanga Māori.

36 Ngā Hapū o Ōtaki have been consulted on the proposed youth space and collaboration with Te Puna Oranga o Ōtaki and are supportive of the project and proposed service provider. It is recognised that this is the start of a longer-term project which Ngā Hapū o Ōtaki may have aspirations to be part of in the long-term in line with their strategic vision of Tino Rangatiratanga.

Panonitanga āhuarangi | Climate change

37 Sustainability is one of the six guiding principles of our social investment approach and is an important consideration more broadly across the community support activity, which our youth development portfolio fits within. This principle encourages organisations to work towards becoming sustainable in all respects, including environmentally.

38 There are no climate change considerations arising from this report.

Ahumoni me ngā rawa | Financial and resourcing

39 Council allocated $50,000 in the Long-Term Plan 2021 for the provision of youth space in the Ōtaki community.

40 This Long Term Plan provision will be allocated to a contract for services for a period of three years. An additional budget will be sourced from existing operational budget to resource the initial costs of set up.

41 Council’s financial contribution will be used for costs associated with the youth space, staffing and activities.

42 There may be external funding opportunities to grow the financial sustainability of this project in the future.

Ture me ngā Tūraru | Legal and risk

43 No legal risks are identified at this time. Legal advice will be sought in the contract development, which will align with the Council’s procurement policy.

Ngā pānga ki ngā kaupapa here | Policy impact

44 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

45 A collaborative partnership will be established with Te Puna Oranga o Ōtaki and a plan will be developed to engage the stakeholders and enhance cross community engagement.

Whakatairanga | Publicity

46 A communications plan will provide the framework for information to be delivered to the wider community about the Ōtaki Youth Space Project. Decisions on the recommendation in this report will be communicated as part of the ongoing Connected Communities activities.

Ngā āpitihanga | Attachments

Nil

Council Meeting Agenda

25 May 2023

10.3 Ōtaki Social Investment

Kaituhi | Author: Emma Haxton, Contractor to Kāpiti Coast District Council

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

Te pūtake | Purpose

1 This paper provides an overview of the Ōtaki Equity Funding (Social Investment) and seeks agreement on the approach for this funding.

Te tuku haepapa | Delegation

2 The Council may consider this matter under section C.1 of the Governance Structure and delegations 2022-2025.

Taunakitanga | RECOMMENDATIONS

A. That the Council endorses the Collaborative Funding Approach to implementing Ōtaki Equity Funding for the period 2022/23-2023/24 in partnership with philanthropic funders, as outlined in Option One of this report.

B. Notes that Council staff will work in collaboration with Nga Hāpū o Ōtaki and philanthropic funders to develop and implement the full funding process.

Tūāpapa | Background

3 In 2017, Council adopted a new outcome focused contestable funding model called Social Investment Funding. The primary purpose of Social Investment is to fund programmes and activities that provide positive social outcomes for the community. The second round of funding for the original districtwide social investment programme (2022/23-2024/25) was confirmed in August 2022.

4 In the Long-Term Plan 2021, Council allocated an additional $50,000 per annum for Social Investment funding in Ōtaki focused on equity. For the purposes of this report, this funding is referred to as Ōtaki Equity Funding. Since then, Council staff have been working with individuals and organisations in Ōtaki to understand how this can best be used.

5 The Ōtaki Equity Funding sits under the Social Investment priority ‘Connected Communities’. This priority is focused on supporting activities that build the capacity of our communities to maximise their strengths, address local needs and enhance wellbeing.

6 Equity is about ensuring people have what they need to thrive, including access to support, opportunities, resources, and connections. On that basis, the recommended approach has four key elements:

· A high trust and mana enhancing relationship with other funders, local organisations seeking funding (ngā kaikōkiri) and a local fundholder organisation

· Funding for Ōtaki Māori initiatives

· Shared decision making with ngā kaikōkiri

· A local Ōtaki organisation undertaking the funding administration.

7 Further supporting the need for this funding in Ōtaki is the commissioned research completed by Wellington Community Fund as a part of the development of their new funding strategy. This research highlighted that the following populations and locations experience the most disadvantage and exclusion in the Wellington region:

· People who are Māori, Pacific peoples, Middle Eastern, Latin American, African, Youth and Children

· People living in Ōtaki, Lower Hutt and Porirua.

He kōrerorero | Discussion

8 Work to investigate the best funding model for Ōtaki Equity Funding to optimise benefits for the community is now completed. A new funding approach is recommended for Ōtaki Equity Funding, underpinned by a strengths-based model to address inequity. It also offers Council the opportunity to be more innovative and collaborative with philanthropic funders, being

· JR McKenzie Foundation

· Wellington Community Fund (formerly Wellington Community Trust)

· Tindall Foundation

· Todd Foundation.

9 A collaborative funding approach was trialled in 2021/22 by a group of philanthropic funders that have identified Ōtaki as a funding opportunity, in response to the community’s strengths and challenges. This is a group of expert philanthropic funders with an overarching strategic focus on addressing inequity.

10 The trial provided Ōtaki specific funding through a collaborative strength-based model to improve equity. Four projects were funded with a combined funding pool of around $160,000 for Māori initiatives. The funded organisations utilised community, cultural and recreational activities to improve equity and inclusion. This trial and the learnings gathered through this trial form the key elements of the framework and process of the recommended funding approach.

11 The full funding process for 2023/24 is yet to be determined. Once Council endorses this approach, Council staff will work with the funders to finalise their funding contribution. We anticipate that future collaboration will likely include many of the funders who were committed in 2022. We will also work with the funders and Ngā Hapu o Ōtaki to finalise the details of the funding process. This will include the local collaborative decision-making process and eligibility criteria.

He take | Issues

12 An evaluation of the funders process is near completion and will contribute to improving the funding programme in 2023/24, and there is opportunity to help refine the funding model and ensure the processes are applicable and appropriate for Council which has different obligations to its public than other funders.

13 Initially, Council’s funding commitment would be for June 2023 to 30 June 2024. A report will be provided to Council in early 2024 to provide a decision point for the ongoing funding from 1 July 2024.

14 The fundholder role would be undertaken by Te Reanga Ipurangi Ōtaki Education Trust (Education Trust). The Education Trust are focused on inequity in Ōtaki and have a high trust fundholder history with the philanthropic funders.

15 The Education Trust, as the fundholder, would hold the funding from the philantrophic funders and Council. The fundholder role is administrative in nature. A fundholder does not make decisions on which organisations are approved for funding. Their key role is to ensure those approved for funding:

· provide the appropriate documentation throughout the funding process

· receive the funding in their bank account

· provide accountability reporting as required.

16 By pooling the funding together under a local fundholder, a collaborative fund is established and the administrative burden of the funding process is reduced.

17 Unlike commercial procurement, contestability does not necessarily mean better cost-effectiveness. For community funding, the administrative costs need to be proportional to the level of funding available to be considered cost-effective and best practice.

Ngā kōwhiringa | Options

18 Four funding options were identified and assessed, including current and new funding practices for Council. All options require Council staff to provide reporting to Council on the impact of the funding. The four options are:

· Council works with others in a Collaborative Approach

· Council provides Open Contestable Funding

· Council provides Closed Contestable Funding

· Council offers Non-Contestable Funding.

19 The key aspects, and the strengths and weaknesses of each option are outlined below:

Option One: Council works with others in a Collaborative Funding Approach

19.1 Use an innovative and collaborative approach with other funders to fund local Māori initiatives which grow equity through strengths-based funding. Key elements include:

· Contribute Council’s funding alongside other funders through a local Ōtaki fundholder

· A local Ōtaki fundholder undertakes funding administration

· Collaborative agreements involving the funders, Ngā Hapu o Ōtaki and organisations getting funding

· Shared decision making with other funders, Ngā Hapu o Ōtaki and local organisations seeking/ getting funding (ngā kaikōkiri)

· Work with funders and fundholder to promote the opportunity.

19.2 This option has the following strengths:

· Focused on Māori (who experience the highest levels of inequity in the Wellington region)

· Leverages a much larger funding pool with other funders creating greater impact for the community

· Leverages existing systems and documentation from the trial.

· Working with others who are experts in funding for equity in a way that has been successfully trialled in Ōtaki

· The funding can be guided by changing community needs

· Offers opportunity for Council to build relationship and impact with new organisations and with funders

· Funding process already tested and under evaluation

· Local fundholder distribution means less administrative burden for Council.

19.3 This option has the following weaknesses:

· New type of funding approach for Council so needs good risk management and planning

· Not open to all of Ōtaki community or organisations

· Some current Council grantees will not be eligible for this funding.

Option Two: Council provides Open Contestable Funding

19.4 Provide the funding in a similar way that the three year Social Investment Funding is provided, with the intended purpose to contribute to addressing inequity in Ōtaki:

· Promote an opportunity for organisations focused in addressing inequity to apply

· Award the funding to an organisation or distribute as smaller grants to multiple organisations from a contestable pool

· Could be annual or multi-year funding with inhouse funding administration

· Create funding requirements proportionate to level or duration of funding

· Funding decisions with Council or Council staff.

19.5 This option has the following strengths:

· Funding method known to Council

· Some existing systems and documentation can be leveraged

· Offers opportunity to build relationships with new organisations.

19.6 This option has the following weaknesses:

· Not proportional to the small amount of funding available, and there for not in line with best practice.

· No benefit of leveraging external funding available through Option One, limiting impact

· A higher level of administrative burden for Council and organisations, disproportionate to the level of funding available

· The contestable model can be detrimental through driving competition between providers, undermining the collaboration required to address inequity.

Option Three: Council provides Closed Contestable Funding

19.7 Invite Ōtaki organisations that Council already has a funding relationship with, to apply for contestable funding to contribute to addressing inequity in Ōtaki:

· Offer opportunity to Council-funded organisations working on addressing inequity

· Award a contestable grant of $50,000 to an organisation or smaller grants to multiple organisations

· Could be annual or multi-year funding with inhouse funding administration

· Create funding requirements proportionate to level and duration of funding

· Funding decisions made by Council or Council staff.

19.8 This option has the following strengths:

· Working with our recent grantees whom we know and trust

· Some existing systems and documentation can be leveraged.

19.9 This option has the following weaknesses:

· Would require new processes to determine how orgaisations are selected for invitation to apply

· Not be proportional to the small amount of funding available

· No benefit of leveraging external funding available through Option One, limiting impact

· A higher level of administrative burden for Council and organisations, disproportionate to the level of funding available

· Narrows the focus on addressing inequity as it is based on what current grantees deliver

· Some potential challenges in developing the decision-making process and eligibility criteria to decide which organisations are selected for funding

· The contestable model can be detrimental through driving competition between providers, undermining the collaboration required to address inequity.

Option Four: Council offers Non-Contestable Funding

20 Work with one or more Ōtaki organisations that Council already has a funding relationship with, through Social Investment, to develop grants agreements with them to address inequity in Ōtaki:

· Work with known organisations focused in addressing inequity

· Provide a direct grant of $50,000 to an organisation or smaller grants to multiple organisations

· Could be annual or multi-year funding with inhouse funding administration

· Create funding requirements proportionate to level or duration of funding

· Funding decisions with Council or Council staff.

21 This option has the following strengths:

· Working with our current grantees whom we know and trust

· Reduced administrative burden as it is non-contestable

· Further supporting some of our trusted partners which in turn reinforces their sustainability.

22 This option has the following weaknesses:

· A new way of funding for Council and would require new processes how organisations are elected for invitation to apply

· Not have the benefit of leveraging external funding available through Option One, limiting impact

· Narrows the focus on addressing inequity as it is based on what recent grantees deliver

· Some potential challenges in developing the decision-making process and eligibility criteria in order to decide which organisations are selected for funding

· No opportunity to further develop funding relationships with other organisations working on addressing inequity in Ōtaki.

Analysis of Options

23 The four options were assessed against three criteria:

· Is the funding approach likely to ensure best practice funding can be undertaken?

· Is the funding approach likely to be cost effective and have strong funding efficiency for Council and organisations?

· Is the funding approach likely to provide a good level of impact relative to the size of the funding provided?

24 The following table shows that Option 1 best meets the criteria.

· · Options	Criteria
· · Options	Provides ways to ensure best practice funding practice can be undertaken	Provides a good level of impact relative to the size of the funding provided	Provides good cost effective and funding efficiency for Council
1) Council works with others in a Collaborative Approach
2) Council provides Open Contestable Funding
3) Council provides Closed Contestable Funding
4) Council offers Non-Contestable Funding

KEY
Little likelihood of meeting the criterion
Limited likelihood of meeting the criterion
Strong likelihood of meeting the criterion

Tangata whenua

25 Ngā Hapū o Ōtaki have been consulted on the proposed funding model and are supportive of the recommended approach. Ngā Hapū o Ōtaki have requested to be part of the funding decision making process.

26 Ngā Hapū o Ōtaki vision is to assist the five hapū to work together to realise their dreams and aspirations to live in a thriving and vibrant community where they all actively contribute to sustaining their people, their land and their environment for future generations according to tikanga Māori.

Panonitanga āhuarangi | Climate change

27 Sustainability is one of the six guiding principles of the Social Investment Funding model. The principle of sustainability encourages organisations to work towards becoming sustainable in all respects, including environmentally.

28 There are no climate change considerations arising from this report.

Ahumoni me ngā rawa | Financial and resourcing

29 The funding is provided as $50,000 per annum in the Long-Term Plan for 2022. The first year of funding will total $100,000 as it spans across two financial years being 2022/23 and 2023/24.

30 Council’s funding in the first year allows a small percentage of funding for the fundholder to undertake the grants administration for the fund.

31 Funding due diligence will be undertaken as a part of the establishment. Six monthly financial accountability will be provided by the fundholder.

Ture me ngā Tūraru | Legal and risk

32 No legal risks are identified at this time. Legal advice will be sought in the development of the funding collaboration with the philanthropic funders and to ensure due diligence through the process.

Ngā pānga ki ngā kaupapa here | Policy impact

33 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

34 Appropriate engagement planning will occur once the direction of the approach is confirmed.

Whakatairanga | Publicity

35 Council will contribute to publicising the fund alongside the philanthropic funders.

Ngā āpitihanga | Attachments

Nil

Council Meeting Agenda

25 May 2023

10.4 Reports and Recommendations from Standing Committees and Community Boards

Kaituhi | Author: Kate Coutts, Democracy Services Advisor

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

Te pūtake | Purpose

1 This report presents any reports up and recommendations to Council made by Standing Committees and Community Boards from 26 April 2023 to 16 May 2023.

He whakarāpopoto | EXecutive summary

2 An executive summary is not required.

Te tuku haepapa | Delegation

3 The Council has the authority to consider recommendations made from Standing Committees and Community Boards to the Council.

Taunakitanga | RECOMMENDATIONS

A. That the Council receives this report.

B. That the Council considers the following recommendation from the Ōtaki Community Board meeting on 9 May 2023:

· That Council request the Chief Executive seek confirmation from the PP2Ō project team and/or NZTA about the reinstatement of public toilets that were present at the commencement of the PP20 project, at the car park on the south side of the Otaki River bridge; and that if the site is no longer suitable, that Council direct the Chief Executive to request that the PP2Ō project team and/or NZTA replace the toilets with equal stand-alone public toilet facilities in a nearby location for example the old bridge lodge site.

Tūāpapa | Background

4 During the period of 26 April 2023 to 16 May 2023, Standing Committee and Community Board meetings took place on the following dates:

Climate and Environment Subcommittee Meeting	Tuesday, 2 May 2023
Waikanae Community Board	Tuesday, 2 May 2023
Grants Allocation Committee – Creative Communities Scheme	Thursday, 4 May 2023
Social Sustainability Subcommittee Meeting	Tuesday, 9 May 2023
Ōtaki Community Board	Tuesday, 9 May 2023
Risk and Assurance Committee Meeting	Tuesday, 16 May 2023
Paekākāriki Community Board	Tuesday, 16 May 2023

5 Items discussed at each of the meetings listed in paragraph 4 are noted below:

5.1 On Tuesday, 2 May 2023 the Climate and Environment Subcommittee met to discuss:

· Strategic Work Programme Update

· Introduction to the Open Space Strategy

· Update on Climate Action Grant

· Local Action Plan Development Update - Waste Management And Minimisation Plan (2023)

5.2 On Tuesday, 2 May 2023 the Waikanae Community Board met to discuss:

· Update from Police

· Update from Wellington Emergency Management Office

· Proposed new mobility parking spaces, Marae Lane Carpark, Waikanae

· Initiatives Fund

5.3 On Thursday, 4 May 2023 the Grants Allocation Committee – Creative Communities Scheme met to discuss:

· Consideration of Applications for Funding

5.4 On Tuesday, 9 May 2023 the Social Sustainability Subcommittee met to discuss:

· Implementing the Housing Strategy, update on work with Kāpiti Youth Support and other Transitional Housing Providers

· Te Newhanga Community Centre

· National Policy Statement on Urban Development - Quarter 3 Report

5.5 On Tuesday, 9 May 2023 the Ōtaki Community Board met to discuss:

· PP2Ō Revocation Update

· Road naming - 73 Riverbank Road, Ōtaki

· Road naming – 128 Waerenga Road, Otaki

5.6 On Tuesday, 16 May 2023 the Risk and Assurance Committee met to discuss:

· Chief Executive Report

· Ernst & Young Audit Plan for the Year ended 30 June 2023

· Health and Safety Quarterly Reports: 1 July 2022 - 31 March 2023

· Quarterly Treasury Compliance

· Top 10 Organisational Risk Report

· Progress Update Regarding Audit Control Findings 2021/22

· Internal Audit - Progress Update and Forward Work Programme

· Forward Work Programme 2023 for Risk and Assurance Committee

5.7 On Tuesday, 16 May 2023 the Paekākāriki Community Board met to discuss:

· Update on Speed Management Drop-in Sessions

· Update from Place and Space

· Stormwater Outfall Upgrade

· Paekākāriki Seawall

· Consideration of Applications for the Campe Estate

6 In addition, the follow meetings took place:

Te Whakaminenga o Kāpiti	Tuesday, 9 May 2023
Kāpiti Coast Older Persons’ Council	Wednesday, 26 April 2023
Kāpiti Coast Youth Council	Monday, 1 May 2023

7 Details with regards to the discussion items of the meetings listed in paragraph 6 are noted below:

7.1 On Tuesday, 9 May 2023 Te Whakaminenga o Kāpiti met to discuss:

· Establishment of Māori Ward

· Ngā Take Tārewa | Matters Under Action

· Introduction to Reserve Management Plan Work Programme

· Background on the Wainuiwhenua Project

· He Kōrero Hou Mō Ngā Iwi | Iwi Updates

7.2 On Wednesday, 26 April 2023, the Kāpiti Coast Older Persons’ Council met to discuss:

· Over the Fence Cuppa Update

· Seniors Week

· Council flats

· Cycleways, Walkways and Bridleways Feedback

· Public Transport

· Healthy homes

7.3 On Monday, 1 May 2023 the Kāpiti Coast Youth Council met to discuss:

· Update from Cr Handford: Draft strategic priorities, Strategy, Operations and Finance Work Programme, Waikanae Library, Smoke Free Kāpiti mahi

· Arts in Kāpiti: Access and getting involved outside of college

· Work Ready Kāpiti Update

· Updates on ThinkBIG and Youth Week

· Festival for the Future

· Te Tiriti o Waitangi Course

He kōrerorero | Discussion

He take | Issues

8 Within the reports and recommendations considered by Standing Committees and Community Boards from 26 April 2023 to 16 May 2023, there was one recommendation made to Council.

9 The recommendation was made at the Ōtaki Community Board meeting on 9 May 2023 in relation to the reinstatement of the public toilets at the south side of the Ōtaki River Bridge.

9.1 The recommendation was:

9.1.1 That Council request the Chief Executive seek confirmation from the PP2Ō project team and/or NZTA about the reinstatement of public toilets that were present at the commencement of the PP2Ō project, at the car park on the south side of the Otaki River bridge; and that if the site is no longer suitable, that Council direct the Chief Executive to request that the PP2Ō project team and/or NZTA replace the toilets with equal stand-alone public toilet facilities in a nearby location for example the old bridge lodge site.

Ngā kōwhiringa | Options

10 Options are not required for this report.

Tangata whenua

11 Mana whenua were not specifically consulted for this report.

Panonitanga āhuarangi | Climate change

12 There are no climate change considerations relevant to this report.

Ahumoni me ngā rawa | Financial and resourcing

13 There are no financial and resourcing considerations relevant to this report.

Ture me ngā Tūraru | Legal and risk

14 There are no legal considerations relevant to this report.

Ngā pānga ki ngā kaupapa here | Policy impact

15 This report has no current or future impact on Council policies.

TE whakawhiti kōrero me te tūhono | Communications & engagement

Te mahere tūhono | Engagement planning

16 An engagement plan is not required for this report.

Whakatairanga | Publicity

17 No publicity is required with regards to this report.

Ngā āpitihanga | Attachments

Nil

Council Meeting Agenda

25 May 2023

10.5 2023/24 Annual Plan Adoption of Fees & Charges

Kaituhi | Author: Paula Reardon, Financial Business Analyst

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

Te pūtake | Purpose

1 The purpose of this report is to recommend that the Council adopt the user fees and charges for the 2023/24 Annual Plan.

He whakarāpopoto | Executive summary

2 Kapiti Coast District Council undertook a public information campaign on the 2023/24 Annual Plan during April / May 2023, which includes proposed changes to fees and charges.

3 The proposed changes to fees and charges include:

3.1 An increase to majority of fees and charges based on the Local Government Cost Index (LGCI) of 4.2%

3.2 Some changes to fees and charges outside of LGCI.

3.3 Some fees and charges remain at 22/23 levels.

3.4 New fees introduced in Trade Waste and Swimming Pools.

Te tuku haepapa | Delegation

4 Only the Council has the authority to adopt fees and charges in accordance with the Long Term Plan (LTP) and/or the Annual Plan as year three of the LTP.

Taunakitanga | RECOMMENDATIONS

A. That the Council receives and notes this report, including Appendix 1 Schedule of User Fees and Charges 2023/24 to this report.

B. That the Council notes the exceptions to the User Fees and Charges 2023/24 as outlined in paragraph 13 of this report.

C. That the Council adopts the 2023/24 Schedule of User Fees and Charges, attached as Appendix 1 to this report.

D. That the Council Delegates to the Mayor, the Deputy Mayor, the Chair of the Strategy, Operations and Finance Committee and the Chief Executive, the authority to approve minor editorial changes (only if required as part of formally adopting the 23/24 Annual Plan on the 29 June 2023), to the Schedule of User Fees and Charges, attached as Appendix 1 to this report.

Tūāpapa | Background

5 The Revenue and Financing Policy guides our decisions on how to fund Council services. The policy takes into consideration who benefits from a service (individuals, parts of the community or the community as a whole) to help determine how the services should be funded. It then sets targets for each Council activity specifying which portion should be funded from user charges, general rates, targeted rates, and other sources of income.

6 The Council’s Revenue and Financing Policy and funding targets were consulted through the special consultative procedure and adopted by the Council as part of the 2021-41 Long Term Plan (LTP).

7 Approximately 16 percent of the Council’s total operating income comes from user fees and charges. Many of the services provided by the Council, such as swimming pool admissions, are subsidised by ratepayers so that users only pay a portion of the full cost.

8 The cost of providing our services and facilities increase every year and is reviewed as part of developing our LTP and/or Annual Plans. This includes looking at the real cost of delivering those services, and any changes to how the services are provided, such as extended hours, or how they are being used by communities. In addition, we ensue those subsidies, such as those for Gold Card holders and Community Services Card holders, continue to provide price discounts for all eligible patrons of our facilities and/or services.

9 Given we are continually working to make the delivery of our services more efficient without reducing levels of services, the only options for funding the additional cost of providing Council services are to:

9.1 Increase user fees and charges, or

9.2 Increase the portion of costs to be funded from rates, or

9.3 A combination of the above.

10 The impact of increasing fees and charges reduces the rates increase and vice versa. The changes to fees and charges outlined in this report, contribute to the rates revenue increase of 7.8% proposed in the 2023/24 Annual Plan information campaign.

11 Workshops with Councillors were held on 16^th and 30^th March 2023, discussing the preparation of the Annual Plan, and the Council undertook a public information campaign during April / May 2023 on the proposed 2023/24 Annual Plan, which included fees and charges.

12 The changes proposed to fees and charges include:

12.1 An increase to majority of fees based on the Local Government Cost Index (LGCI) of 4.2%;

12.2 Some changes to fees and charges outside of LGCI;

12.3 Some fees and charges remain at 22/23 levels; and

12.4 New fees introduced in Trade Waste and Swimming Pools.

He kōrerorero | Discussion

13 The table below summarises the fees and charges that are proposed to be changing outside of LGCI:

Service Area	Description	Current Fee (Incl. GST)	Proposed Fee (Incl. GST)	% Increase
Arts and Museums	Kapiti Coast Art Trail- Artist in Studio	$225	$225	No Change
	Kapiti Coast Art Trail- Artist in Shared Space	$200	$200	No Change
	Kapiti Coast Art Trail- Exhibition Space	$225	$225	No Change
Community Facilities	Waikanae memorial hall hire – main hall	$8.70/hr	$17/hr	95%
	Waikanae memorial hall hire – small hall	$8.10	$13.60	68%
	Waikanae community centre hall hire	$49.40	$17	-65%
Building Consents	Residential new buildings / alterations $500,001 upwards hourly rate	$167	$222	33%
	Process refund application	$93	$174	87%
	Application for certificate of acceptance	$348	$726	108%
	Application for certificate of acceptance hourly charge	$167	$348	108%
	GoCouncil building consent online application	$51.75	$51.75	No Change
	GoGet building consent process fee	$23	$23	No Change
Environmental Health	Alcohol Licensing Fees -Sale and supply of Alcohol fees set by regulation	Various	Various	No change
Laboratory	Various tests	Various	Various	5-10%
Laboratory	IRD Mileage per KM	0.76	0.83	9%
Libraries	Best Seller books	$2.50	$3.00	20%
	International Loans	$40	$45	12.5%
	Member outside Kapiti / Horowhenua	$2.60 per item $75 for 6 months $145 per annum	$3 per item $80 for 6 months $160 per annum	7-15%
	Historic photo service	$5	$5.50	10%
	Library Bags	$3.50	$4	14%
	Faxing and scanning	$0.50-$1.60	$0	Removed
	Laminating	A4 $2.30 A3 $4.30	$0	Removed
	Admin Fee (Lost or damaged books)	$5.50	$0	Removed
Swimming Pools	Spectator fee- Waikanae Facility	-	$2.00	New
	Aquafit adult 20 swim concession ticket	-	$119	New
	Aquafit senior 20 swim concession ticket	-	$109	New
	Shower Use	$1.50	$2	33%
	Spa/Sauna	$1-$2	$1-$2	No Change
	Hydroslide	$2.50	$2.50	No Change
Wastewater	Trade waste total volume	-	$0.80 per cubic metre	New
	Trade waste total solids	-	$0.70 per total Kg discharged	New
	Trade waste COD	-	$0.40 per total Kg discharged	New
	Trade waste total nitrogen	-	$2.40 per total Kg discharged	New
	Trade Waste Total Phosphorus	-	$7.50 per total Kg discharged	New
Council Wide	Land status charge (or type, or similar)	-	$348 Application Fee (includes first 2 hours, $174 per hour thereafter)	New
Council Wide	Official information request charge Staff time in excess of 2 hours	$39 per half hour or part thereof	$38 per half hour or part thereof	-2.5%

14 Arts & Museums

14.1 Kapiti Coast Art Trail fees were reviewed and increased last year slightly over LGCI due to rounding. To support local artists to participate in this important art event, the fees will remain unchanged in 2023/24.

15 Building Consents

15.1 Residential new building alterations $500,001 upwards, the hourly rate is raised to match large scale commercial buildings and reflects the complexity of these higher value projects and time spent processing these applications.

15.2 Processing refund applications are increasing to reflect that it is technical officers who need to complete the refund review.

15.3 The Application for Certificate of Acceptance (COA) has increased to reflect actual time spent and reflecting the aim of discouraging customers from seeing the COA as a cheaper building consent option.

15.4 GoGet and GoCouncil Fees remain unchanged as these charges are not set by council.

16 Community Facilities

16.1 Anomalies have been corrected considering capacity, the services provided within the facility and quality of the building environment with the Waikanae Memorial Hall and Waikanae Community Centre. Based on hire hours, revenue impact net-off so there is nil impact on rates.

17 Environmental Health

17.1 Alcohol Licensing Fees are set by legislation, the Sale and Supply of Alcohol Act 2012.

18 Laboratory

18.1 Majority of laboratory fees will be increasing between 5-10% to reflect increases in shipping and manufacturing costs.

18.2 Travel per kilometre is consistent with Inland Revenue Department’s current mileage rate.

19 Libraries

19.1 Several fees are rounded for ease and receipt of cash.

19.2 Faxing and laminating is rarely used so we are now withdrawing these services. Scanning is now provided free as part of our APNK National Library service so there is no direct cost to council.

19.3 SMART libraries have collectively stopped charging the administration fee for lost or damaged items. We are already recovering the full cost of the book.

20 Parks and Reserves

20.1 Reserve Land rental fees have been corrected in the Schedule of User Fees and Charges to reflect the LGCI % rate increase from 2022/23.

20.2 Natural burials are more expensive as there is more preparation work in ensuring the correct depth, the correct distance between the interments and the work involved in the mapping of each plot. Council also provides a tree and plant on each grave.

21 Swimming Pools

21.1 Spectator fee (Waikanae Facility only) is proposed but accompanying children to Learn to Swim lessons and supervising children under 8 years old, are not charged. This fee would cover the additional costs to the council by park users/visitors to Waikanae pool using the BBQ facility, playing in the grounds, and using recreation equipment.

21.2 No changes are being proposed for hydroslide and sauna entry (add on to entry price).

21.3 Additional concession options have been introduced for Aquafit Adult and Senior (20 swim ticket).

21.4 Whilst not a formalised fee, we currently charge $1.50 for shower-only use. As this is now a service we provide, Shower-only use has been added to the Schedule of User Fees and Charges and the fee has been increased from $1.50 to $2.00.

He take | Issues

22 By approving the Schedule of Proposed User Fees and Charges 2023/24, attached as Appendix 1 to this report, the Council can notify dog owners of next year’s dog registration fees in advance of invoices being issued and falling due for payment either on or before 31 July 2023. This provides more certainty for customers and contributes to Council’s ongoing commitment to improve customer services.

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

Ngā kōwhiringa | Options

24 There are no options arising directly from this report. The Schedule of Proposed Fees and Charges for 2023/24 must be formally adopted by Council before any such fees and charges can be legally applied and/or charged.

Tangata whenua

25 There are no Tāngata whenua considerations arising directly from this report.

Panonitanga āhuarangi | Climate change

26 There are no climate change considerations arising directly from this report.

Ahumoni me ngā rawa | Financial and resourcing

27 This report discusses one of the key funding sources for the 2023/24 Annual Plan. These underpin the financial forecasts in the Annual Plan and therefore decisions made on these documents will impact on our operational and capital expenditure budgets of the 2023/24 Annual Plan.

Ture me ngā Tūraru | Legal and risk

28 The Local Government Act 2002 (LGA) Section 150 allows fees and charges to be imposed by a local authority. The fees and charges meet the requirements under the LGA and all other relevant legislations.

Ngā pānga ki ngā kaupapa here | Policy impact

29 This report is consistent with Council’s Revenue and Financing Policy, which was adopted as part of the 2021-41 Long Term Plan.

Te whakawhiti kōrero me te tūhono | Communications & engagement

30 The Council undertook a public information campaign on the 2023/24 Annual Plan during April / May 2023, which included information on proposed changes to fees and charges.

Te mahere tūhono | Engagement planning

31 An engagement plan is not required to implement this decision.

Whakatairanga | Publicity

32 A media release will be prepared regarding the Council’s approval of the Schedule of User Fees and Charges 2023/24. Council customers will receive, as appropriate, an explanation of the new fees and charges as they relate to them.

33 A public notice, as required by Section 37(6) of the Dog Control Act 1996, will be published in a local newspaper at least once during the month preceding the start of the 2023/24 registration year.

Ngā āpitihanga | Attachments

1. Appendix 1 - Schedule of Proposed User Fees and Charges 2023/24 ⇩

Council Meeting Agenda

25 May 2023

10.6 Confirmation of Community Board Representative

Kaituhi | Author: Steffi Haefeli, Manager Democracy Services

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

Te pūtake | Purpose

1 This report asks Council to confirm Michael Moore, Deputy Chair of the Waikanae Community Board as the community board representative to the Social Sustainability Subcommittee in accordance with the Governance Structure adopted on 24 November 2022.

He whakarāpopoto | EXecutive summary

2 An executive summary is not required for this report.

Te tuku haepapa | Delegation

3 Council has the authority to consider and confirm representatives to its committees and subcommittees under the Local Government Act 2002.

4 Council has provided for community board representatives to participate at Council and to be appointed to various committees and subcommittees in its governance structure for the 2022-2025 Triennium.

Taunakitanga | RECOMMENDATIONS

A. That Council, in line with the formally adopted Governance Structure and Delegation 2022-2025, confirm Michael Moore as the Waikanae Community Board representative to the Social Sustainability Subcommittee for the triennium effective from the date of this meeting on 25 May 2023.

Tūāpapa | Background

5 On 24 November 2022, Council adopted its formal Governance Structure and Delegations for the 2022-2025 triennium.

6 As part of the Governance Structure and Delegations, Council confirmed its commitment to enabling community board participation and representation at the Council table in order to strengthen local decision making. Council has resolved to include community board representatives and in some cases an alternative community representatives in the membership of its committees and subcommittees as set out in its Governance Structure and Delegations 2022-2025.

7 On 26 January 2023, Council confirmed Community Board representation to Council, its committees and subcommittees. At the time, the Waikanae Community Board did not nominate a representative for the Social Sustainability Subcommittee.

He kōrerorero | Discussion

He take | Issues

8 As resolved on 24 November 2022, Council may confirm community board representatives as follows:

8.1 Council – five community board representatives (chair or alternate), one per community board speaking rights only

8.2 Strategy, Operations and Finance Committee – five community board representatives (chair or alternate), one per community board with speaking rights only

8.3 Social Sustainability Subcommittee – five community board representatives (or alternatively a nominate community representative) – one per community board with voting rights

8.4 Climate and Environment Subcommittee – five community board representatives (or alternatively a nominate community representative) – one per community board with voting rights

8.5 Risk and Assurance Committee – five community board representatives (chair or alternate), one per community board with speaking rights only

8.6 Grants Allocation Committee – five community board representatives to the Waste Levy programme – one per community board with voting rights

9 Community Board representatives may also attend other meetings of committees and subcommittees with speaking rights at the discretion of the Chair.

10 Non-appointed community board representatives may also attend meetings of Council and/or its committees/subcommittees with speaking rights at the discretion of the Chair.

Ngā kōwhiringa | Options

11 The Kāpiti Coast District has five community boards:

Ōtaki Community Board	Four members elected by the community plus the Ōtaki Ward Councillor appointed by Council
Waikanae Community Board	Four members elected by the community plus one of the two Waikanae Ward Councillors appointed by Council
Paraparaumu Community Board	Four members elected by the community plus two of the three Paraparaumu Ward Councillors appointed by Council
Raumati Community Board	Four members elected by the community plus the Paekākāriki-Raumati Ward Councillor appointed by Council
Paekākāriki Community Board	Four members elected by the community plus the Paekākāriki-Raumati Ward Councillor appointed by Council

12 As per the Governance Structure and Delegations 2022-2025, Council confirmed the following Community Board representation arrangement at the meeting held on 26 January 2023 and confirmed the Raumati Community Board representative to the Risk and Assurance Committee on 23 March 2023.

Confirmed Community Board Representation

Committee/Subcommittee	Community Board and Name of Representative		Voting Rights
Council	Paraparaumu	Glen Olsen	No – only speaking rights
	Raumati	Bede Laracy
	Waikanae	Richard Mansell
	Paekākāriki	Sean McKinley and Kelsey Lee as alternate
	Ōtaki	Cam Butler and Simon Black as alternate
Strategy, Operations and Finance Committee	Paraparaumu	Glen Olsen	No – only speaking rights
	Raumati	Bede Laracy
	Waikanae	Michael Moore
	Paekākāriki	Sean McKinley and Kelsey Lee as alternate
	Ōtaki	Simon Black and Jackie Elliott as alternate
Social Sustainability Subcommittee	Paraparaumu	Guy Burns	Yes
	Raumati	Jonny Best
	Paekākāriki	Sorcha Ruth
	Ōtaki	Jackie Elliott and Cam Butler as alternate
	Waikanae	TBC
Climate and Environment Subcommittee	Paraparaumu	Glen Olsen	Yes
	Raumati	Tim Sutton
	Paekākāriki	Christian Judge
	Ōtaki	Simon Black and Cam Butler as alternate
	Waikanae	Michael Moore
Risk and Assurance Committee	Paraparaumu	Bernie Randall	No – only speaking rights
	Waikanae	Richard Mansell
	Paekākāriki	Sean McKinley
	Ōtaki	Cam Butler and Simon Black as alternate
	Raumati	Bede Laracy
Grants Allocation Committee – Waste Levy Programme	Paraparaumu	Bernie Randall	Yes
	Raumati	Tarn Sheerin
	Waikanae	Tonchi Begovich
	Paekākāriki	Sean McKinley
	Ōtaki	Chris Papps and Cam Butler as alternate

Tangata whenua

13 There are no mana whenua considerations.

Panonitanga āhuarangi | Climate change

14 There are no climate change considerations.

Ahumoni me ngā rawa | Financial and resourcing

15 The remuneration of community boards is set by the Remuneration Authority and no additional budgetary considerations are required.

16 Community Board representatives may also claim for travel and other administrative expenses under the elected member remuneration, expenses and allowances policy.

Ture me ngā Tūraru | Legal and risk

17 There are no additional legal considerations.

Ngā pānga ki ngā kaupapa here | Policy impact

18 There are no policy considerations.

TE whakawhiti kōrero me te tūhono | Communications & engagement

Te mahere tūhono | Engagement planning

19 An engagement plan is not required to implement this decision.

Whakatairanga | Publicity

20 The appointments will be announced via Council communications channels and promoted to media.

Ngā āpitihanga | Attachments

Nil

Council Meeting Agenda

25 May 2023

10.7 Appointment of a Mana Whenua Representative to the Risk and Assurance Committee

Kaituhi | Author: Steffi Haefeli, Manager Democracy Services

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

Te pūtake | Purpose

1 This report asks Council to consider and appoint a mana whenua representative as proposed by Te Whakaminenga o Kāpiti to the Risk and Assurance Committee in accordance with the Governance Structure and Delegations adopted on 24 November 2022.

He whakarāpopoto | EXecutive summary

2 An executive summary is not required for this report.

Te tuku haepapa | Delegation

3 Council has the authority to consider and appoint representatives to its committees and subcommittees under the Local Government Act 2002.

4 Council has provided for mana whenua representatives to participate at Council and to be appointed to various committees and subcommittees in its governance structure for the 2022-2025 Triennium.

Taunakitanga | RECOMMENDATIONS

A. That Council appoint Oriwia Raureti as the mana whenua representative on the Risk and Assurance Committee in line with the formally adopted Governance Structure and Delegations 2022-2025.

B. That Council note that remuneration for mana whenua representatives on the Risk and Assurance Committee was confirmed in the Non-Elected Members’ Fees Framework, as agreed by Council on 26 January 2023.

Tūāpapa | Background

5 On 24 November 2022, Council adopted its formal Governance Structure and Delegations for the 2022-2025 triennium.

6 As part of the Governance Structure and Delegations, Council confirmed its commitment to its partnership with the mana whenua of the District comprising the iwi and hapū of Ngā Hapū o Ōtaki (Ngāti Raukawa), Ngāti Toa Rangatira and Ātiawa ki Whakarongotai Charitable Trust. To strengthen mana whenua participation in Council decision-making, Council has resolved to include mana whenua iwi representatives in the membership of its committees and subcommittees as set out in its Governance Structure and Delegations 2022-2025.

He kōrerorero | Discussion

He take | Issues

7 As resolved on 24 November 2022, Council may appoint mana whenua representatives as follows:

7.1 Council – three mana whenua representatives, one per each iwi with speaking rights only

7.2 Strategy, Operations and Finance Committee – three mana whenua representatives, one per each iwi with voting rights

7.3 Social Sustainability Subcommittee – three mana whenua representatives one per each iwi with voting rights

7.4 Climate and Environment Subcommittee – three mana whenua representatives one per each iwi with voting rights

7.5 Risk and Assurance Committee – one mana whenua representative in total with voting rights

7.6 Grants Allocation Committee – three mana whenua representatives to the Creative Communities NZ programme and one mana whenua representative to the Community Grants programme – all with voting rights

8 Mana whenua representatives may attend public excluded meetings of the above committees and subcommittees and may also attend briefings and workshops relevant to their role in the governance structure.

9 Non-appointed mana whenua representatives may also attend meetings of Council and/or its committees/subcommittees with speaking rights at the discretion of the Chair.

10 As of 19 May 2023, mana whenua representatives for all three mana whenua partners have been confirmed for Council and all of its committees and subcommittees apart from the Risk and Assurance Committee and the Grants Allocation Committee as follows:

Council and Committees

Mana Whenua Partner

Representative

Council

Ngā Hapū o Ōtaki

Ātiawa ki Whakarongotai

Ngāti Toa Rangatira

Kim Tahiwi

André Baker, Janine Huxford and Christopher Gerretzen

Huriwai Paki

Strategy, Operations and Finance Committee

Ngā Hapū o Ōtaki

Ātiawa ki Whakarongotai

Ngāti Toa Rangatira

Kim Tahiwi

André Baker, Janine Huxford and Christopher Gerretzen

Huriwai Paki

Social Sustainability Subcommittee

Ngā Hapū o Ōtaki

Ātiawa ki Whakarongotai

Ngāti Toa Rangatira

Kim Tahiwi

André Baker, Janine Huxford and Christopher Gerretzen

Huriwai Paki

Climate and Environment Subcommittee

Ngā Hapū o Ōtaki

Ātiawa ki Whakarongotai

Ngāti Toa Rangatira

Kim Tahiwi

André Baker, Janine Huxford and Christopher Gerretzen

Huriwai Paki

Risk and Assurance Committee

TBC

Grants Allocation Committee

Creative Communities NZ

Community Grants

Ngā Hapū o Ōtaki

Ātiawa ki Whakarongotai

Ngāti Toa Rangatira

TBC

Kim Tahiwi

TBC

Ngā kōwhiringa | Options

11 At the 9 May 2023 meeting Te Whakaminenga o Kāpiti formally resolved to recommend to Council to appoint Oriwia Raureti to the Risk and Assurance Committee for the 2022-2025 Triennium with full voting rights.

Tangata whenua

12 The A.R.T. confederation has been consulted and have formally nominated a representative to the Risk and Assurance Committee at the Te Whakaminenga o Kāpiti meeting held on 9 May 2023.

Panonitanga āhuarangi | Climate change

13 There are no climate change considerations.

Ahumoni me ngā rawa | Financial and resourcing

14 Council adopted its formal Non-Elected Members’ Fees Framework on 26 January 2023. The framework confirms reimbursement of non-elected members on the Risk and Assurance Committee at a rate of $481.00 per meeting including preparation. The framework also sets out allowances such as travel and other administrative expenses that non-elected members (including mana whenua representatives) are able to claim.

15 This already forms part of the current budget for non-elected/appointed members and will not create additional budgetary requirements.

Ture me ngā Tūraru | Legal and risk

16 There are no additional legal considerations.

Ngā pānga ki ngā kaupapa here | Policy impact

17 There are no policy considerations.

TE whakawhiti kōrero me te tūhono | Communications & engagement

Te mahere tūhono | Engagement planning

18 An engagement plan is not required to implement this decision.

Whakatairanga | Publicity

19 The appointments will be announced via Council communications channels and promoted to media.

Ngā āpitihanga | Attachments

Nil


RĀRANGI TAKE AGENDA Hui Kaunihera \|Council Meeting
I hereby give notice that a Meeting of the Kāpiti Coast District Council will be held on:
Te Rā \| Date:	Thursday, 25 May 2023
Te Wā \| Time:	9.30am
Te Wāhi \| Location:	Council Chamber Ground Floor, 175 Rimu Road Paraparaumu
Darren Edwards Chief Executive

Mayor Janet Holborow	Chair
Deputy Mayor Lawrence Kirby	Deputy
Cr Glen Cooper	Member
Cr Martin Halliday	Member
Cr Sophie Handford	Member
Cr Rob Kofoed	Member
Cr Liz Koh	Member
Cr Jocelyn Prvanov	Member
Cr Kathy Spiers	Member
Cr Shelly Warwick	Member
Cr Nigel Wilson	Member