|
Strategy, Operations and Finance Committee
Meeting Agenda
|
22 February 2024
|
7 He
Kōrero Hou | Updates
7.1 Update
on Operational Strategies: Economic Development, Climate Change and Resilience,
Environment and Health
Kaituhi |
Author: Kris
Pervan, Group Manager Strategy & Growth
Kaiwhakamana
| Authoriser: Kris Pervan, Group Manager Strategy & Growth
Te pūtake |
Purpose
1 This
paper provides a short summary of the verbal update on the progress to refresh
and establish the suite of Operational Strategies for the Kapiti Coast District
for Economic Development. Health, Housing. Climate change and Resilience, and
Environment.
Taunakitanga | RECOMMENDATIONS
A. That
the Strategy, Operations and Finance Committee note the contents
of this update and progress to date to refresh the Kapiti Coast
District’s suite of community focused Operating Strategies.
Tūāpapa | Background
2 During
2023, this Committee progressed discussions and the approach for the Direction
of Travel (DoT) documents for four of the five Operational Strategies for the
Kapiti Coast District: Economic Development, Health, Climate change and
Resilience, and the Environment. The DoT sets out the substantive detail that
we seek community feedback on to inform development of formal strategies in
these five areas, and to coordinate and connect the associated community
ecosystems that engage and deliver services to our community.
3 In
December 2023, the Committee endorsed the DoT documents for consultation with
the community for Economic Development; and agreed to the substantive content
for the Climate change and Resilience, and Environment DoT.
4 In
January 2024, Vision Kapiti operated in Coastlands mall asking people for their
‘wish’ for Kapiti. Another engagement hub is set to begin in
Waikanae, running until 1 March 2024, covering Food, Energy, Land use, and the
Economic Development DoT.
He take |
issues
5 Economic
Development Refresh: The DoT Document was approved for public consultation by
SOF in December, and will go live for engagement via our Vision Hub and online
through the Have Your Say portal in February and March 2024.
6 Climate
Change and resilience: The draft DoT and aspirational emissions target were
approved by this Committee in December 2023. During February and March 2024, we
will be testing the DoT with the Climate Change and Resilience Community Think
Tank, including new Community Board and Mana Whenua members, and the DoT will
come back to this Committee on 14 March 2024 for approval to consult with the
Community in late March.
7 Health:
Will be discussed in today’s Committee meeting. We have worked primarily
with the Kapiti Health Advisory Group on the draft Direction of Travel
document. Following agreement of the draft DoT, public consultation and
engagement with the wider ecosystem will begin from March 2024.
8 Environment:
the draft DOT is going to Climate and Environment Strategy on 27 February 2024
for their review and endorsement following which this Committee will be asked
to consider and approval for public consultation on 14 March 2024.
9 The
communications team has developed an overview of proposed public engagement
through the engagement hub, including for the Long-term Plan, to ensure that
engagement is targeted and sequenced through the first quarter of 2024.
Ngā
kōwhiringa | Options
10 There
are no options to consider.
ngā Mahi
panuku |
next steps
11 Outside
of the briefings to Council Committees mentioned above, next steps will include
attending advisory group meetings (CWB, OPC, Youth Council, Disability advisory
group) to introduce the work we are doing and then to discuss and gain feedback
on key details as each group prefers, or raises.
12 We
will also aim to meet with OPC, the age friendly reference group and the youth
council to discuss next steps on the Age Friendly approach in our strategies
and identified need for a Youth approach.
13 In
regards to engagement, there will be one further hub from March 2024 featuring
our other 3 Strategy DoTs (Health, Environment, and Climate Change and
Resilience), and then we are looking forward to May 2024 for our next phase of
district engagement, which will focus on reflecting back what we have heard.
Community Boards will be starting to do reflecting back discussions from March
as well. This Committee will receive a more formal update on progress in March
2024.
Ngā āpitihanga | Attachments
Nil
Kaituhi |
Author: James
Jefferson, Group Manager Regulatory Services
Kaiwhakamana
| Authoriser: Kris Pervan, Group Manager Strategy & Growth
Te pūtake |
Purpose
1 This
paper provides a summary of the verbal update that will be provided around
resource consenting processes currently underway.
Taunakitanga | RECOMMENDATIONS
A. That
the Strategy, Operations and Finance Committee notes this update.
Tūāpapa | Background
2 Kapiti
Coast District Council has a role in implementing legislative requirements set
through the District Plan and other tools around building and resource
consenting.
3 Regarding
resource consenting, there are two processes relevant for update - one is
managed by the District Council and the other is a centrally managed process
led by the Environmental Protection Authority (EPA).
4 To
date, Councillors have been briefed on the overall legislative process for
fast-track resource consenting, which is managed by the EPA, in two ways:
4.1 Strategy
and Growth has provided information where developers have indicated they may
apply through the fast-track resource consenting process. The Council is often
asked to confirm the alignment of developer plans with the Growth Strategy and
Future Development Strategy and supporting increasing housing typologies.
4.2 Regulatory
has provided a heads-up when the Council has been asked to provide information
around the implications of the proposed development in relation to
infrastructure and other matters, as requested by the Panel.
5 Currently,
and unchanged since we last briefed Elected Members, the fast-track resource
consenting process has the following applications relevant to the Kapiti Coast
District:
5.1 One
fast-track application approved (Summerset Waikanae)
5.2 Three
fast-track applications referred to a Panel (Moy Estate, 140 lots; Otaki Maori
racetrack, 551 dwellings; Waikanae North, 410 lots)
5.3 One
fast-track application has been declined (Marine Parade Hotel).
He take |
issues
6 Council
staff will update the Committee on the suite of Major projects seeking resource
consents from the Kapiti Coast District Council. This includes:
·
77-109 Kapiti Road, Paraparaumu (12 super lots, up to 1000
dwellings)
·
37 Greenaway Rd, Waikanae (41 lot subdivision)
·
221A Rangiuru Road, Otaki (67 Lot subdivision)
·
Harakeke Heights (400 plus lots overall)
·
109 SH1 (15 lot subdivision for Lindale)
·
52 Tasman Road, Otaki (12 lot subdivision)
·
92 Raumati Road, Raumati (26 Lot subdivision)
·
10-12 Utauta (43 units and associated subdivision)
·
110 Ngarara Road, Anderson Park (45 Lot subdivision)
·
Manu Park
·
4 Kapiti Road
·
25 Awatea Avenue.
Ngā
kōwhiringa | Options
7 Not
applicable.
ngā Mahi
panuku |
next steps
8
The incoming Government has already extended the previous COVID
fast-track consenting process arrangements, from the last Government’s
term, and work is now underway by the Ministry for the Environment to implement
further change in the 100-day plan to refresh and improve this process. In
March 2024, the Policy and Research team will be providing further detail on
the approach and submission process for this further legislative change. We
will also provide an assessment of resource consents to expected growth
projections in our usual Housing and Business Needs quarterly update.
Ngā āpitihanga | Attachments
Nil
|
Strategy, Operations and Finance Committee
Meeting Agenda
|
22 February 2024
|
8 Pūrongo
| Reports
8.1 Health Strategy Direction of Travel for consultation
Kaituhi | Author: Gina
Anderson-Lister, Strategy Manager
Kaiwhakamana | Authoriser: Kris Pervan, Group Manager Strategy & Growth
Te
pūtake | Purpose
1 The paper seeks approval of the Direction
of Travel (DoT) document for the Kāpiti Coast Health Strategy (Health
Strategy) as the basis of consultation with the community in March 2024.
2 Following consultation, a Health Strategy
will be presented to the Strategy, Operations and Finance Committee in mid-2024
for adoption.
He
whakarāpopoto | EXecutive
summary
3 An
executive summary is not required.
Te
tuku haepapa | Delegation
4 The Strategy, Operations and Finance Committee has delegation to
consider this matter under section B.1. of the 2022-2025 Triennium Governance
Structure and Delegations.
Taunakitanga | RECOMMENDATIONS
That the Strategy, Operations and Finance
Committee:
A. Note
that the Council’s Social Sustainability Subcommittee considered and
endorsed the substantive content of the DoT at their meeting on 2 November
2023.
B. Note
that the Kāpiti Health Advisory Group (KHAG) considered the DoT document
and are supportive of it being used for consultation with the public.
C. Approve
the substantive content of the DoT document for public consultation in March
2024.
D. Delegate
to the Chief Executive authority to approve the final designed version of
the DoT document and any supporting materials for engagement on the Kāpiti
Coast Health Strategy, subject to there being no material changes to the
substantive content of the document.
Tūāpapa | Background
5 On 9 March 2023, the
Council adopted the doughnut economic model to inform its approach to assessing
the needs of the people in our district. This has informed the
Councillors’ Priorities for 2023/24 and for the development of the
2024-25 Long-term Plan.
6 Health is a key aspect
of this model, and the identified community need that has been incorporated
into the Strategic Priorities is ‘improving our overall health through
access to affordable health services in our community’. The 2023/24 action notes that Council will develop a health
strategy.
7 Council is not a direct
provider of primary, secondary or specialist health services, but has a role in
improving the health of the community as set by legislation. A list of relevant
roles is outlined in Appendix 1 including the:
7.1 Health Act 1956
7.2 Local Government Act 2002
7.3 Pae Ora Act 2022
7.4 Water Services Act 2021
7.5 Building Act 2004
7.6 Food Act 2014
7.7 Gambling Act 2003
7.8 Sale and Supply of Alcohol Act 2012
7.9 Burial and Cremation Act 1964
7.10 Hazardous Substances and New Organisms Act 1996
7.11 Litter Act 1979
7.12 Local Legislation Act 1964.
8 Overall, local
government has a role in influencing the direction set by the Director-General
of Health, and ensuring there are appropriate bylaws and policies in place to
support community and environmental health outcomes. Part of our role is also
in facilitating collaboration of local health-related efforts, advocacy, and
delivery of targeted services and regulatory actions. For
example, since 2017, Kāpiti Coast District Council has been working with
its community to support improvements to health service access through the
advice provided by the Kāpiti Health Advisory Group (KHAG). This intention
was reconfirmed by the Social Sustainability Subcommittee in September 2023,
with the agreement of a refreshed terms of reference for this group.
9 On 2 November 2023 the Social
Sustainability Subcommittee considered the substantive components of the Health
strategy DoT including Council’s role in health and the proposed areas of
future focus. From that time, Council officers have had some initial engagement
with key stakeholders including the Kāpiti Health Advisory Group (KHAG)
and have now prepared a draft DoT document in preparation for consultation with
the Kapiti Coast community.
10 The form
and content of the draft Health Strategy DoT aligns to the suite of Directions
of Travel already prepared for the refresh of the Economic Development
Strategy, and the Climate Change and Resilience Strategy, and is consistent
with the draft being prepared for the Environment Strategy.
He
kōrerorero | Discussion
11 As part of
Vision Kāpiti engagement with the community, we have been seeking
people’s views on what they are concerned about regarding health
services, and what can be done to help our community lead healthy lives. To
date this engagement has informed our draft DoT and will in turn shape our
thinking on the Health Strategy.
12 The focus
for the Kāpiti Coast District’s Health Strategy predominantly
targets opportunity to improve public health, rather than to improve the health
system itself (eg effectiveness of secondary and tertiary hospital services),
aims to bring a more cohesive view of the system as a whole, and ensure our
community has access to the services that we need.
13 The draft
Health Strategy DoT is attached in Appendix 1 for your consideration and
approval to take to wider consultation, including targeted engagement with our
partners in the health ecosystem. The purpose of the DoT is to engage our
community on the substantive, direction setting elements for health in our
community over the short to medium term in terms of:
1.1. What
we want to achieve, including five ‘areas of focus’.
1.2. How
we will drive change, including how we will measure our success and progress.
What we want
to achieve
14 This
section sets the scene, providing an overview of the Kāpiti Coast
District’s health need, and includes a strong focus on:
14.1 Achieving equitable population health outcomes.
Providing an
overview of the public health needs and challenges for the Kāpiti
Community, incorporating feedback that we have already received through the
Vision Kāpiti process. This includes the gap between demand and supply of
health services (including mental health), higher than average ageing
population (and their growing needs); higher than average rate of disability;
changing ethnicity profile with the proportion of Māori continuing to
grow; and highlights additional support needs in areas of higher need in parts
of our community.
14.2 Ensuring we have a locally coordinated and
connected wider health ecosystem.
Acknowledging
Council’s role in the health ecosystem and the intention of the health
strategy supporting good engagement and connection of all ‘players’
in the wider ecosystem. The boundaries for health services for the Kāpiti
Coast District encompass two Te Whatu Ora | Health New Zealand districts;
Capital, Coast and Hutt Valley, and Midcentral. This means that connection and
coordination across our health ecosystem is critical to ensure our community
has access to the services that our people need.
14.3 Introducing the Te Whare
Tapa Whā model of health, which brings a Te Ao Māori view of
health, and the holistic nature of wellbeing.
Acknowledging the
measure of uncertainty of the health reforms with the newly formed Government
(including direction for the locally focused work under the leadership of
Iwi-Māori Partnership Boards), the health strategy will aim to lift the Te
Ao Māori view of holistic services to our wider community and health
ecosystem, including business and providers of services.
14.4 Introducing five focus areas for health in the
Kāpiti Coast District.
Understanding of
the Kāpiti community’s health challenges and needs is set out, with
five responding new areas of focus for the Kapiti Coast Districts health
ecosystem proposed:
· Ensuring
existing community-based activity improves public health and prevention
· Building
and sharing our understanding of community health needs
· Increasing
local primary and community health services
· Supporting
better access to local after hours, urgent and emergency services
· Advocating
for better access to hospital and other secondary health services.
15 Of
importance, the recent and near-future health system changes heighten the value
of the Council’s efforts to establish a Health Strategy. The Health
Strategy will be a local foundation document for our community and health
ecosystem, and enable the Council and Council officers to better participate in
and influence any future discussions around the establishment of localities and
local health plans led by Te What Ora | Health New Zealand or any of the other
organisations that form part of the wider health ecosystem.
How we
drive collective change in these five areas of focus
16 This
section of the DoT outlines desired outcomes, proposed activities, and how
success will be measured, with five overall areas of focus proposed:
16.1 Ensuring existing collective activity improves
focus on public health and prevention services.
Wider public
health activity and responsibilities are delivered, but with an improved focus
on public health outcomes and prevention services. The desired outcome is that
social determinants of health and public health issues are managed.
The key measure
of success is that periodic social assessments of health and wellbeing matters
are arranged and that the public health service measures show improvement over
time.
16.2 Building our understanding of community health
needs.
The health
ecosystem develops and shares Kāpiti community health concerns and
expectations. We are therefore, proposing that gaining a comprehensive
understanding of community needs is a desired outcome.
The key measures
of success are the number and quality of data partnerships and links in place,
as well as having the periodic community health survey in place. Survey results
will be measured, and we would like to see public health metrics show improvement
over time.
16.3 Supporting more local primary and community health
services.
Support for
increasing the local provision and availability of primary and community health
services. This would include plan and policy settings that encourage health
businesses to expand and new start-ups.
The key measures
of success would include increased access to primary health, and satisfaction
with provision of local health care.
16.4 Supporting better local after-hours, urgent and
emergency services
Improving
availability to 24/7 urgent and emergency care services in the Kāpiti
community. This would include working the wider health ecosystem to reduce any
identified barriers to accessing those services.
The key measure
of success is the increase in service availability and access to local
after-hours and emergency services and the increase and ease-of-use improves in
any local technology-based solutions.
16.5 Advocating for better access to hospital and other
secondary health services.
Increasing
advocation for accessible and integrated hospital services that meet future
needs will seek to reduce barriers to accessing hospitals and other secondary
services.
The key measure
of success for this focus area is the community satisfaction with access to
hospitals and other secondary health services. The goal is to increase this.
He take | Issues
17 There are
no specific issues to raise.
Ngā kōwhiringa | Options
18 We are presenting three options here, as
follows in Table 1.
Table 1: Options
for the Approval of the Health Strategy Direction of Travel
|
Kōwhiringa
| Options
|
Hua |
Benefits
|
Tūraru |
Risks
|
|
Option A
(recommended)
Approve the
Health Strategy DoT for consultation use, with delegation of final signoff to
the Chief Executive.
|
This would
enable consultation to be undertaken in March 2024.
|
Detail the key
risks of the option including possible consequences and mitigation
strategies.
|
|
Option B
Approve the
Health Strategy DOT, with any changes to the final document to be brought
back to the Committee.
|
The Committee
can see and approve any final changes prior to community consultation.
|
Engagement is
unable to occur as planned, but completion by June 2024 may still be doable.
|
|
Option C
Not approve the
Health Strategy DOT at this time.
|
This decision
would provide opportunity for the Committee to provide further feedback on
what they would like to see in the DOT.
|
This would
impact the ability for engagement to be undertaken with the community and the
completion of the Health Strategy prior to June 2024.
|
Mana whenua
19 On 31 October 2023 Te Whakameninga o
Kāpiti agreed to provide advice on iwi involvement in the development of
Council’s strategies. While we are seeking to engage further with iwi
throughout the public consultation period and development of the final
strategy, following feedback at Council sessions to date, we have used the Te
Whare Tapa Whā model to inform our DOT, as a widely recognised Te Ao
Māori model of health and wellbeing.
Panonitanga Āhuarangi me
te Taiao | Climate change and Environment
20 There are
no specific climate change or environment matters to raise. Some actions in the
DoT that Council already undertakes will also contribute to climate change and
environment related action.
Ahumoni me ngā rawa | Financial and resourcing
21 There are no
direct financial or resourcing implications from this decision that impact on
existing baseline funding. Funding to support the initial implementation of
actions, including support for coordination and facilitation of the health
ecosystem, outlined in the Health Strategy can be met within budgets of the
Long-Term Plan currently in progress.
Tūraru ā-Ture me te
Whakahaere |
Legal and Organisational
Risk
22 There are
no significant legal risks to highlight. The development of the Health Strategy
is a risk treatment for organisational risk 6 on our top 10 risks (responding
to central government reform). It supports us being able to respond to central
government change in the health space.
Ngā pānga ki ngā kaupapa here | Policy impact
23 There are
no direct policy impacts from this report. The direction of the final strategy
will influence the shape for future related policies, for example, the
consideration of a Local Alcohol Policy.
TE whakawhiti
kōrero me te tūhono | Communications
& engagement
24 Awareness engagement has already commenced
with some key stakeholder groups including the Older Person’s Council,
Cycleways Walkways and Bridleways Advisory Group, Disability Advisory Group, Te
Whatu Ora | Health New Zealand and the Ōtaki Health and Wellbeing Advisory
Group. To date, these groups have been given a brief overview of the context
for the Council’s work on the strategies, including the proposal for a
Health Strategy.
25 We have worked closely with the Kāpiti
Health Advisory Group in the development of the Direction of Travel document.
The Group is supportive of the direction indicated and pleased to see
Council’s efforts in this area.
Te mahere tūhono | Engagement planning
26 As part of
the proposed consultation process with the community in March 2024, an
engagement plan is being developed with Council’s Communications Team. In
effect consultation on the strategies will come under the broader consultation
for Vision Kāpiti, but with additional stakeholder engagement activities
to support this.
Whakatairanga | Publicity
27 Publicity
associated with the public consultation process will be prepared with the
Communications team and be in line with the publicity on Vision Kāpiti.
Ngā āpitihanga |
Attachments
1. Draft
Health Strategy Direction of Travel ⇩ 
