Agenda of Strategy, Operations and Finance Committee Meeting

Strategy, Operations and Finance Committee Meeting Agenda

18 May 2023

8.1 National Policy Statement on Urban Development - Quarter 3 Report

Kaituhi | Author: Aston Mitchell, Policy Advisor

Kaiwhakamana | Authoriser: Kris Pervan, Group Manager Strategy & Growth

Te pūtake | Purpose

1 To provide the Committee with information on the National Policy Statement on Urban Development (NPS-UD) Monitoring for the third quarter for the 2022/23 year, covering the year-to-date period from 1 December 2022 – 28 February 2023.

2 The Monitoring report for the third quarter is included as Attachment 1 of this report.

He whakarāpopoto | EXecutive summary

3 Not applicable

Te tuku haepapa | Delegation

4 The Strategy, Operations and Finance Committee has the authority to consider this matter under section B.1 of the Governance structure and delegations 2022-2025.

Taunakitanga | RECOMMENDATIONS

A. That the Committee notes the findings of the NPS-UD monitoring report for Quarter 3 as attached as Attachment 1 of this report.

B. That the Committee agrees that future quarterly reporting be published to Elected Members via the Elected Member Bulletin (rather than through tabling at the Social Sustainability Committee and this Committee), alongside publishing on the Council’s urban development capacity webpage.

C. That the Committee notes that the Quarter 4 NPS-UD monitoring report, setting out more meaningful annual results, will be tabled in September 2023

Tūāpapa | Background

5 This the third quarterly update required by the National Policy Statement for Urban Development 2020 (NPS-UD 2020) for the 2023/24 year. Previous Monitoring Reports are available on our 'Urban development capacity' webpage at https://www.kapiticoast.govt.nz/our-district/the-kapiti-coast/urban-development-capacity/.

6 The NPS-UD 2020 is one of a suite of tools that sets the requirements for how New Zealand communities grow. It sets out the objectives and policies for planning for well-functioning urban environments under the Resource Management Act 1991. It enables the Government of the Day to set requirements for Regional and District Councils, including for example, planning for anticipated future growth.

7 Central Government has advised that it anticipates managing for growth as early as possible, so that Regions and Districts will:

a) be supported to plan for growth in ways that meets the needs of current and future communities; and

b) ensure that the unique characteristics and needs of respective communities can be nurtured and maintained.

A key input for achieving this, is to understand trends in local development needs.

8 The NPS-UD 2020 requires Councils to undertake quarterly monitoring across local development activity, including a range of market indicators published by the Ministry of Housing and Urban Development (HUD) as part of their Urban Dashboard.

9 It is a statutory requirement to report this information publicly on a quarterly basis. Council currently publishes results quarterly, typically in September (Q1), December (Q2), March (Q3), and June (Q4) each year, and focus on changes to key indicators across the quarters. In addition to quarterly reports, September reports also provide analysis of activity from across the previous year, except where a Housing and Business Assessment has been recently completed, which provides long-term analysis of trends and changes.

10 Monitoring reports provide information of activity and changes to inform a range of participants, including Council’s own development tools and instruments, as well as the local development community and other community and housing stakeholders.

11 The attached NPS-UD Monitoring Report was considered by the Social Sustainability Subcommittee on 9 May 2023. The Subcommittee noted that the information in the Report was useful however that seasonal fluctuations meant that changes in quarterly results made it challenging to determine whether significant issues were emerging. They suggested that it would be more meaningful to discuss the findings on an annual basis, and for the Report to be circulated ‘for your information’ to all Elected Members; and that the report only be provided for discussion if a significantly meaningful change was identified.

He kōrerorero | Discussion

12 The attached NPS-UD Monitoring Report provides an update and analysis of changes across the housing and development market for Kāpiti Coast District over the 1 December 2022 – 28 February 2023 period. This also includes an update on changes to housing affordability measures that will be reported going forward.

13 Key findings from the reporting period include:

13.1 The median house price has decreased to $790,000 at the end of 2022. This is the fourth consecutive quarterly drop in the median sales price from the high of $930,000 reported in 31/12/2021.

13.2 The number of house sales has also decreased to 87 for this quarter. While this is likely to be revised up with late reporting of sales data (the last quarter result has now increased from 90 to 186), the number of house sales has fallen overall, with the last high of 294 sales reported alongside the peak median house price in 31/12/2021.

13.3 There has also been a slight decrease in average weekly rent levels – down to $569 from the previous quarters $575 (as of 31/12/22).

13.4 The number of resource consents granted have decreased for a third quarter in a row, down to 53. However, potential net additional dwellings have continued to increase across this same period, with 237 potential net additional dwellings recorded from the 111 reported for the previous quarter.

13.5 The number of building consents granted have also decreased slightly for the third quarter in a row, to 143. The drop in new build housing consents accounts for most of this drop (down to 44 from 60 the previous quarter), while numbers for housing alterations remain consistent. The value of building work has increased for this quarter to $53,473,843, from $40,088,805 the previous quarter.

13.6 New housing affordability change measures (CHAI) show that rental and mortgage affordability have recently worsened, while deposit affordability had improved. Alternative Corelogic measures similarly show that mortgage servicing, and the number of years to save a deposit remain higher than our neighboring councils, while rental affordability fares slightly better in comparison.

14 The data from HUD’s dashboard for this reporting period shows median house prices and weekly rent prices have fallen. This might normally indicate improving affordability; however, we note two of the new CHAI affordability indicators identify affordability as worsening. It is difficult to be exact on the factors influencing these contrasting factors, but we do know that the current high cost of living is impacting many people financially, and a likely factor eroding any affordability gains from reduced prices for many as day to day living costs go up.

15 While noting there is usually a seasonal dip during the holiday period for this quarter, there has been a slight decrease in both resource consent and building consent numbers for this quarter and for the last three quarters. Current market conditions (increasing construction costs and supply challenges) may be a contributing factor to lower levels of building applications coming forward during this period, however at the same time the district has also been experiencing a number of larger scale and more complex developments coming through the consenting system during the same time, with a number of large developments under construction. We will continue to monitor this going forward.

16 Lastly, this quarter identified an increase in overall build value for building consents where overall numbers had decreased. This increase in value may partially reflect increasing build costs being experienced by the sector, but also reflects a number of multi-unit and larger scale developments within the overall consent activity for this period. This has identified a gap in our current reporting and we will look to include the size and scale of building consent activity alongside application numbers in future reports to help further understand activity and changes across local development in the district.

17 Following discussions in the 9 May 2023 Social Sustainability Committee meeting, we have included a recommendation that the National Policy Statement on Urban Development quarterly reports are published to Elected Members via the Elected Members Bulletin. It will continue to be published online on the Council’s ‘Urban Development Capacity’ webpage as reflected in paragraph 5. The September annual report will be presented in person.

He take | Issues

18 This report is for noting findings from NPS-UD monitoring only. Due to the timing of data updates to various monitoring tools including the Changes in Housing Affordability Indicators (CHAI), the results of this report are lagged against more recent market changes. Changes occurring from early 2023 will be updated as part of the next Quarter 4 report.

Ngā kōwhiringa | Options

19 This report is for noting findings from NPS-UD monitoring only.

Tangata whenua

20 We have not engaged directly with iwi on this report.

Panonitanga āhuarangi | Climate change

21 This report does not directly consider climate change matters but provides information on changes and pressures relating to housing and business demand that informs processes managing how we grow, which consider the impacts of climate change and low carbon living. The environmental implications of growth are not reported in this update, but will be captured through ‘state of the environment’ reporting which will be introduced by 24 December 2023.

Ahumoni me ngā rawa | Financial and resourcing

22 There are no financial considerations arising from this report.

Ture me ngā Tūraru | Legal and risk

23 The report attached as Attachment 1 meets the NPS-UD 2020 requirement to monitor and publish monitoring results.

Ngā pānga ki ngā kaupapa here | Policy impact

24 As well as meeting the requirements of the NPS-UD, monitoring information helps understand changes across the local housing market and supports implementation of Te tupu pai – Growing Well - District Growth Strategy and provides input into the Housing and Business Assessment – identifying the amount of available development capacity to meet current and future housing and business needs.

25 Information and analysis from NPS-UD monitoring will also be used to help support development and reporting on the Community Vision 2060 and blueprint work, as well as Council’s ongoing planning and investment work as part of the Long Term Plan 2024.

TE whakawhiti kōrero me te tūhono | Communications & engagement

26 The attached NPS-UD reports will be published alongside previous monitoring reports on our website (as per paragraph 5).

Te mahere tūhono | Engagement planning

27 The reports provide an update to monitoring information and have a low level of significance under Council’s Significance and Engagement Policy, with no further engagement planned.

Whakatairanga | Publicity

28 The NPS-UD Monitoring Reports will be published on the Council's 'Urban Development' webpage alongside previous reports. An email will also be distributed to update a list of stakeholders who have expressed an interest in the reports and to receive future updates.

Ngā āpitihanga | Attachments

1. National Policy Statement on Urban Development Report - Quarter 3 ⇩

Strategy, Operations and Finance Committee Meeting Agenda

18 May 2023

8.2 Vision Kapiti Progress and Next Steps

Kaituhi | Author: Jo Bryan, Strategy Manager

Kaiwhakamana | Authoriser: Kris Pervan, Group Manager Strategy & Growth

Te pūtake | Purpose

1 This report provides an update on preparatory work to develop Kāpiti’s Vision and Blueprint (now referred to as Vision Kāpiti), and seeks your endorsement to the approach for community engagement which will begin at pace from June 2023.

He whakarāpopoto | EXecutive summary

2 Not applicable.

Te tuku haepapa | Delegation

3 Strategy, Operations and Finance (SO&F) has delegations under the following section of Part B.1 of the Governance Structure and Delegation 2022-2025 Triennium: “Strategic setting and approving the policy and strategy work programme.

Taunakitanga | RECOMMENDATIONS

A. Endorse the community engagement approach for developing Vision Kāpiti (Attachment 1) and outlined in paragraphs 12 to 16, including that:

· Community engagement at local and district level is led by Elected Members, supported by staff.

· Monthly feedback sessions will be used to incorporate feedback into our evolving thinking on Vision Kāpiti.

B. Agree to refer to work on the vision and blueprint as ‘Vision Kapiti’, and for local area vision work to be referred to as ‘Vision [local area name]’

C. Note that on 23 May 2023 we will discuss the refresh of the District outcomes and performance framework, and finalise local area and district information packs for upcoming engagements, along with media and communications that will support this work.

Tūāpapa | Background

4 On 9 March 2023, the Committee confirmed Council’s intention to co-design the development of a vision and strategy for the Kāpiti District through three primary stages through to June 2025/26; see Diagram 1 overleaf. Of note:

4.1 Phase 1, 2023/24: our aspirations, involves initial engagement with as many parts of the community as possible, at district and local level. Initial outputs will include infographics that visually articulate community aspirations at district and local levels. This phase is focused on future thinking, and what change we would like to see through the short to long term. Practical considerations of how much it will cost; or complexity involved in ‘getting there’ will not be set out in this phase.

4.2 Phase 2, 2024/25: scenarios for change, introduces a more practical lens around the potential pathways to shift from today through to meeting these aspirations, in 2060+ (including changes to our operating strategies); sets out the cost and timeframes required to successfully implement change; and outlines how we will measure success.

4.3 Phase 3, 2025/26: confirming an affordable pathway, assesses the strategic choices and trade-offs necessary to meet the aspirations set for 2060+; identifies a preferred pathway for change, based on community feedback and evidence; and will finalise Vision Kāpiti, and its underpinning Blueprint with actions for change in the short, medium, and long-term.

Diagram 1: overview of codesign approach for developing Vision Kāpiti

5 When finalised, Vision Kāpiti will set out a collective position of the communities’ views on:

5.1 The priorities for the 2024-44 Long-Term Plan (LTP), including feedback on the top 10 priorities that Councillors released on 6 April 2023. The priorities were developed on the basis of community feedback to Elected Members.

5.2 The most important ‘needs’ in our communities based on the elements of the Doughnut Economic Model: place, people, and partnership (this framework was endorsed by the Committee on 6 April); and where we need to do more, the same or less to meet these needs in the short, medium, and long-term. These ‘needs’ have been informed by community views on local and district outcomes from 2003/04 and 2007/08; there is value in checking that these have not changed over the last two decades.

5.3 How we would like residents of 2060 and beyond to experience Kāpiti, to provide direction for the activity that the Council undertakes through the next couple of decades.

6 Landing Vision Kāpiti together will set how we sustainably develop into the future - what we need to do right now, and over the next couple of decades to reach the future we all want where people, businesses, the community, and environment are supported to thrive no matter what comes our way. The direction set in the LTP will be well aligned with work progressing through Vision Kāpiti, while providing the immediate direction and focus needed for short-term activity and guiding any change in direction beyond existing business as usual.

7 The Committee also endorsed a best-practice approach for developing Vision Kāpiti, based on five key elements of a collective impact model:

Element	Action	Month	Status
1. Vision and blueprint	Land detailed design and approach for progressing community visioning work at township and District-wide level.	(initial) March 2023	Completed 9 March
1. Vision and blueprint	Development of an interim narrative for the LTP 2024-44.	November 2023	Not started
2. Outcomes and aspirations for change	Detailed design of outcomes, desired change in results, and new reporting. These will inform the development of the LTP.	(initial) May 2023	Briefing on 23 May, and Report to the next Committee meeting (8 June)
	Council ‘top 10’ priorities released for feedback	May 2023	Completed 6 April
	Confirmation of proposed priorities for the LTP 2024-44.	November 2023	Underway
3. Strategies and roadmap	Operational strategy review - assess existing strategies for alignment to vision and desired outcome changes; and identify new strategies required.	(Begins) July 2023	Not started
3. Strategies and roadmap	Develop scenarios for achieving vision and desired outcome change in the medium to long term. This will include cost-benefit analysis.	(Begins) July/August 2023	Not started
4. Engagement	Land focus questions for vision, and communication of the vision.	End March 2023	Completed 6 April
4. Engagement	Land engagement approach and blueprint to the community.	May 2023	For discussion today, 18 May
5. KCDC operational support	Provide advice and support to shape and develop the approach.	Ongoing through to July 2025	Underway

8 In April, Elected Members agreed that multiple engagement approaches are preferred to ensure it is easy for the community to get involved. For example, a range of options such as social media, public events, online webinars, and Q&A’s.

9 Three ‘information’ A3’s are now also available to support communication of Vision Kāpiti:

9.1 Explaining why we need a Vision and Blueprint for Kāpiti for upcoming engagements (Appendix 1 of 6 April paper).

9.2 Clarifying ‘what we need to talk about to land a shared vision and strategy, and who and how we plan to do so (Appendix 2 of 6 April paper).

9.3 Sharing the Council’s top 10 priority areas through the triennium, 2024-44. They will focus effort across the triennium to 2025/26 and be accompanied by a suite of annual actions that ensure change is implemented. These priorities are now publicly available on Council’s website.

10 In April 2023, the Committee noted that a further update would be made on 18 May 2023 on the initial assessment of local ‘needs’ for each ward, and the district as a whole; and schedule of engagements at local and district level. This is provided in the next section of this paper.

He kōrerorero | Discussion

11 Over the past month, Council staff have developed the additional outputs committed to at the 6 April meeting:

11.1 Tables of local needs by township, and for the district as a whole

These will be shared with Elected Members in advance of the 23 May 2023 interactive briefing, where feedback will be sought.

11.2 A schedule of engagement

This is discussed further below.

Engagement plan – focus, location, and schedule

12 Elected Members are leading the community engagement process to develop Vision Kāpiti, supported by staff. This work will be informed by Elected Members feedback on:

12.1 who in their communities they are currently connected and engaging with;

12.2 the full range of groups and stakeholders that we need to be engaged with; and

12.3 the gaps in current engagement.

Regular, monthly, discussion with Councillors and community boards on these points will inform the engagement calendar.

13 A high-level engagement plan is laid out in Attachment 1 and is discussed below. This engagement process will have two main streams:

· A programme of district-wide engagement.

· Local level engagement.

District wide

13.1 An initial programme of planned District-wide engagement on key topic areas, as part of Phase 1 work (refer to paragraph 4), through to June 2024 includes:

Month	Library labs (Paraparaumu, Waikanae, Otaki, Paekakariki)	Pool drop-ins (Otaki, Paraparaumu)	Community centres	Business events	Schools
July 2023	· Council priorities · Health, housing	· Council priorities · Values-based decisions		· Council priorities · Values-based decisions	· Council priorities
August 2023		· Health	· Council priorities · Housing, Health	· Sustainability - food, energy, and health	· Health, food, and education
September 2023	· Sustainability - food, energy, and health	· Sustainability - food, energy		· Networks incl transport
October 2023	· Networks incl transport · Values-based decisions		· Sustainability - food, energy, and health	· Education, social equity	· Housing, networks
November 2023	· Education, social equity	· Education, social equity	· Networks incl transport	· Housing, networks
December 2023	· Safety and participation			· Safety and participation	· Land use and Kāpiti character
February 2024	· Land use and Kāpiti character	· Climate change and environment^{^[1]}		· Land use and Kāpiti character	· Safety and participation
March 2024	· Climate change and environment		· Land use and Kāpiti character	· Climate change and environment
April 2024		· Land use and Kāpiti character		· Water, and air quality	· Climate change and environment
May 2024	· Water, and air quality		· Water, and air quality
June 2024	· Vision Kāpiti aspirations	· Vision Kāpiti aspirations	· Vision Kāpiti aspirations	· Vision Kāpiti aspirations	· Vision Kāpiti aspirations

13.2 While engagement will be led by Elected Members, Council staff will support Elected Members to plan and execute their engagement activities. For example, Council staff will stand up a Futures Lab (Lab), initially in the Paraparaumu Library (June 2023), and develop a schedule of monthly engagements at each Library around the district. The Lab will move around the district, and its location will depend on the nature of the month’s topic. It will include drop-in sessions at libraries and pools around the district and visits to schools. The Lab will be facilitated by Council staff but be Councillor-led.

13.3 The first month of districtwide discussions will focus on the Council’s priorities for the Triennium, to enable these to be discussed ahead of the development of the Long-term Plan 2024. The monthly sessions will be topic-based, exploring the range of community needs outlined in the doughnut economic model that are underpinning our strategic framework.

13.4 To ensure a manageable pace, no more than one session per week will be held; and topics will be circulated across locations to share feedback to-date and to build upon ideas across the district. Councillors would be involved in one event per fortnight (note the schedule will be confirmed at the 23 May briefing). Following agreement of the schedule, agreement on media and communication of the schedule and planned events will be landed.

Local level

13.5 Community Boards will also develop a vision for their local area; we propose this would be titled ‘Vision [local area]’. For example, Otaki Community Board would develop Vision Otaki.

13.6 Community Boards will plan and undertake engagement with their local communities in a manner that they determine best suits their community. Community Boards will likely engage through a mix of survey, in person engagements, and group events.

13.7 Council staff from the Strategy and Growth Group will work with each Community Board to support their development of an engagement approach and schedule (plan) at local area level. An initial discussion with the Otaki Community Board has already occurred, and meetings are planned with the remaining Community Boards in coming weeks.

13.8 Supporting material will be provided to all Elected Members to help shape discussions and explain the processes we are undertaking. Council staff are developing local level collateral using the outputs of Council’s previous interactive workshops – including local infographics and outcomes/needs tables.

13.9 We intend to discuss how we can best support your engagement at the 23 May 2023 briefing. A draft engagement pack will be provided in advance of this session which will be worked through and refined in the briefing.

14 It is intended that feedback from the engagement process shapes the ongoing development and refinement of Vision Kāpiti and the Blueprint. This will be facilitated through monthly download sessions, which will be incorporated into our ongoing series of interactive briefings with Elected Members.

15 To support future focused work, record of high-level feedback themes and demographic information of individuals and groups will be maintained by Council staff via this process. The feedback received in these sessions will inform shaping of the strategic visioning documents, including infographics and engagement material.

16 Further to this, a benefit of the planned engagement approach will be that communities can see how their feedback informs the development of Vision Kāpiti and where there are differing views from across the community (which may influence the overall themes that are emerging). This will help to address feedback from some residents around the need to ‘close the loop’ on engagement, and what happens to the ideas that they have provided.

Next Steps

17 We have an interactive briefing scheduled for 23 May 2023 to discuss the progress we are making on our draft outcomes’ framework, however as noted above, we will also refine the information pack that will support the engagement approach; and land an agreed approach for media and communications to support this work.

He take | Issues

18 Not applicable.

Ngā kōwhiringa | Options

19 Not applicable.

Tangata whenua

20 Te Āti Awa ki Whakarongotai, Ngāti Raukawa ki te Tonga (Nga Hapu o Ōtaki) and Ngāti Toa Rangatira have been invited to all interactive briefings and will be invited to participate in all future activity about the district’s strategic direction. Our mana whenua partners are also undertaking a range of engagement:

20.1 Ngāti Toa Rangatira are holding their first Wananga in May 2023. Insights and feedback from this ‘citizen-assembly’ styled hui will inform feedback themes for local and districtwide work.

20.2 Te Ātiawa ki Whakarongotai will also be undertaking community engagement on key topics, including to support the Kāpiti Whaitua process. Insights and feedback from this work will inform feedback and themes for local and districtwide work.

20.3 Ngāti Raukawa ki te Tonga (Nga Hapu o Ōtaki) is working jointly with the Otaki Community Board to engage the Otaki community on its future. The output of this work will inform feedback themes for local and districtwide work, and also inform development of the vision for the Otaki Complex Development Opportunity work that is progressing with regional partners.

21 We propose that, as themes from engagement emerge, through Te Whakaminenga o Kāpiti we work with mana whenua partners to ensure a Te Ao Maori worldview shapes Vision Kāpiti.

Panonitanga āhuarangi | Climate change

22 A new vision and strategic direction provides an opportunity to consider a more holistic way of addressing climate change, to sharpen our focus, and to look at our ability to access the resources we need to make change so that it is considered across a number of our activities.

Ahumoni me ngā rawa | Financial and resourcing

23 Council will provide a budget of $500 per Community Board to support engagement activities and provide Council staff support where needed. Council will cover the cost of producing infographics for all local areas and at district level (note, a single provider will be secured to support work across the district). Council will support release of engagement schedules through media releases, facebook, and other online tools.

Ture me ngā Tūraru | Legal and risk

24 There is no legal risk associated with this report.

Ngā pānga ki ngā kaupapa here | Policy impact

25 Not applicable.

TE whakawhiti kōrero me te tūhono | Communications & engagement

Te mahere tūhono | Engagement planning

26 The development of an engagement plan is the substantial discussion of this report.

Whakatairanga | Publicity

27 Opportunities for media advisories and video content to report back to community on emerging themes will be explored through monthly engagement feedback sessions.

Ngā āpitihanga | Attachments

1. Attachment 1 - Vision Kapiti engagement plan approach ⇩

Strategy, Operations and Finance Committee Meeting Agenda

18 May 2023

8.3 Performance Report for the period ending 31 March 2023

Kaituhi | Author: Sheryl Gavin, Manager Corporate Planning and Reporting- Te Kaiwhakahaere Raton

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

Te pūtake | Purpose

1 This report details Council’s financial and non-financial performance for the nine months ended 31 March 2023.

He whakarāpopoto | EXecutive summary

2 An Executive Summary is not required for this report.

Te tuku haepapa | Delegation

3 The Strategy, Operations and Finance Committee has delegated authority to consider this under section B.1. of the 2022-2025 Triennium Governance Structure and Delegations including ‘overviewing strategic programmes’ and ‘financial management including risk mitigation’.

Taunakitanga | RECOMMENDATIONS

It is recommended that the Strategy, Operations and Finance Committee:

A. Receives this report, and

B. Notes the Council’s financial and non-financial performance for the nine months ended 31 March 2023, as attached in Appendix 1 to this report.

Tūāpapa | Background

4 Financial and non-financial performance is currently reported in three stages – the half-year report (quarters 1 and 2 of the financial year), the nine months ended 31 March (quarters 1, 2 and 3), and the full year results via the council’s audited Annual Report and Summary Annual Report. The Annual Report is the only statutory requirement for performance reporting.

5 The Council’s Performance Report for the first nine months of the financial year is attached as Appendix 1 to this report. This reports council’s financial and non-financial performance along with the results of the third quarter residents’ opinion survey.

6 It is important to note that all results are year-to-date. 30 non-financial performance measures are annual and are not due to be measured until the end of the year (June 30, 2023). They are therefore excluded from achievement calculations.

He kōrerorero | Discussion

He take | Issues

Performance Measures, Projects, and Financials

7 78 percent of Council’s non-financial performance measures were achieved. This is an increase on the half-year result.

8 83 percent of the Council’s 2021- 41 Long Term Plan (LTP) key projects and initiatives are on track for the reporting period.

9 Mainstream revenue (mainly rates, user fees and charges) was in line with budget and operating expenses were $1.9m below budget, mainly reflecting temporary timing differences of planned expenditure.

10 Year-to-date capex spend was in line with budget but is expected to be $15.6 million below budget at year end due to continued supply and delivery constraints.

11 Net debt was $192 million (187.3% of operating income) at 31 March 2023, well below the preferred limit of 250% as set out in the LTP.

Residents’ opinion

12 The overall adjusted satisfaction score in quarter three of 2022-23 was 67 percent. Compared to the half-year result, satisfaction has increased by 14%.

13 Residents’ value for money satisfaction remained equal to Q3 2021/22 and continues to be a key factor influencing overall satisfaction.

14 Trust in the Council to do the right thing remains a key factor influencing overall satisfaction, for the second consecutive quarter, further indicating that trust is becoming increasingly important.

Performance framework development

15 Current performance measures were set through the current LTP and remain in place until 30 June 2024. The Vision 2060 programme will lead the development of an integrated performance framework that will likely change what we measure, when we measure it, and perhaps when the results are reported.

Ngā kōwhiringa | Options

16 There are no options to consider with this report.

Tangata whenua

17 There are no tāngata whenua matters in addition to those already outlined in this report.

Panonitanga āhuarangi | Climate change

18 There are no climate change matters in addition to those already outlined in this report.

Ahumoni me ngā rawa | Financial and resourcing

19 There are no financial and resourcing matters in addition to those already outlined in this report.

Ture me ngā Tūraru | Legal and risk

20 There are no legal and risk matters in addition to those already outlined in this report.

Ngā pānga ki ngā kaupapa here | Policy impact

21 There are no policy impacts arising directly from this report.

TE whakawhiti kōrero me te tūhono | Communications & engagement

Te mahere tūhono | Engagement planning

22 There is no engagement planning required for this report.

Whakatairanga | Publicity

23 Appendix 1 to this report will be made publicly available on the Council’s website.

Ngā āpitihanga | Attachments

1. Council Performance Report for the nine months ended 31 March 2023 ⇩

[1] Note that the timing of wider engagement on Climate and Environment topics enables work to have progressed with ‘think tank’ groups through to December 2023. The ideas posed can then be tested through early 2024 engagement.


RĀRANGI TAKE AGENDA Hui Te Komiti Rautaki, Whakahaere, me te Ahumoni \| Strategy, Operations and Finance Committee Meeting
I hereby give notice that a Meeting of the Te Komiti Rautaki, Whakahaere, me te Ahumoni \| Strategy, Operations and Finance Committee will be held on:
Te Rā \| Date:	Thursday, 18 May 2023
Te Wā \| Time:	9.30am
Te Wāhi \| Location:	Council Chamber Ground Floor, 175 Rimu Road Paraparaumu
Kris Pervan Group Manager Strategy & Growth

Cr Sophie Handford	Chair
Cr Liz Koh	Deputy
Mayor Janet Holborow	Member
Deputy Mayor Lawrence Kirby	Member
Cr Glen Cooper	Member
Cr Martin Halliday	Member
Cr Rob Kofoed	Member
Cr Jocelyn Prvanov	Member
Cr Shelly Warwick	Member
Cr Nigel Wilson	Member
Cr Kathy Spiers	Member
Ms Kim Tahiwi	Member
Mr Huriwai Paki	Member
Te Ātiawa ki Whakarongotai (André Baker or Janine Huxford or Christopher Gerretzen)	Member