Community and Environment Committee


1 July 2020



Order Paper for the meeting to be held in the

Council Chambers, 2nd Floor, 30 Laings Road, Lower Hutt,




Wednesday 8 July 2020 commencing at 2.00pm






Deputy Mayor T Lewis (Chair)

Mayor C Barry (ex-officio)

Cr D Bassett

Cr J Briggs (Deputy Chair)

Cr K Brown

Cr B Dyer

Cr S Edwards

Cr D Hislop

Cr C Milne

Cr A Mitchell

Cr S Rasheed

Cr N Shaw

Cr L Sutton





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Have your say

You can speak under public comment to items on the agenda to the Mayor and Councillors at this meeting. Please let us know by noon the working day before the meeting. You can do this by emailing or calling the Democratic Services Team on 04 570 6666 | 0800 HUTT CITY




Membership:	13
Meeting Cycle:	Meets on an eight weekly basis, as required or at the requisition of the Chair
Quorum:	Half of the members
Reports to:	Council




With an operational focus, to monitor the contribution made by strategies and policies implemented by Council to promote the social, economic, environmental and cultural wellbeing of the city’s communities in the present and for the future. This includes delivering quality infrastructure to support healthy and sustainable living, providing efficient and safe transport options, promoting the city’s prosperity and making the city a desirable and attractive place, providing facilities and recreational opportunities that support quality living and healthy lifestyles, protecting biodiversity, supporting the cultural wellbeing of residents, and considering how climate change may impact on these areas.


Transport, Infrastructure and Sustainable Growth:

        Provide direction to the Policy, Finance and Strategy Committee on strategies and policies required for the sustainable growth and development of the city, including economic, transport and infrastructure development, and matters to be addressed in the full review of the City of Lower Hutt District Plan.

        Monitor implemented strategies and policies to assess their contribution towards achieving Council’s objectives.

        Oversee the implementation of spatial planning activities in the city.

        Determine roading issues considered by the Mayor and Chief Executive to be strategic due to their significance on a city-wide basis, including links to the State Highway, or where their effects cross ward or community boundaries.

        Recommend to Council the acquisition or disposal of assets, unless the acquisition or disposal is provided for specifically in the LTP.

Environment and Climate Change Response:

        Provide direction to the Policy, Finance and Strategy Committee on required environmental strategies and policies.

        Monitor and review implemented strategies and policies to assess their contribution towards achieving Council’s objectives.

        Address matters arising from issues raised relating to climate change.

Community Development, Facilities and Housing:

        Provide direction to the Policy, Finance and Strategy Committee on strategies and policies required to address community wellbeing.

        Monitor and review implemented strategies and policies to assess their contribution towards achieving Council’s objectives.

        Advocacy in conjunction with relevant community organisations on matters related to the health and social/cultural wellbeing of communities.

        Adopt, and agree amendments to, open space or reserve management plans.

        Make any decisions under open space or reserve management plans that are not otherwise delegated.

        Grant leases, licences, rights of way and easements in terms of Council policy for Council owned properties that are either open space under the District Plan or reserve under the Reserves Act 1977. This delegation, except the granting of leases and licences to Council owned community houses/centres in the Harbour and Wainuiomata Wards, is sub-delegated to the community boards in those areas.

        Official naming of parks, reserves and sports grounds within the provisions of Council’s Naming Policy, other than those in the Harbour and Wainuiomata Wards, which are delegated to the community boards in those areas, except where the sites have a high profile, city-wide importance due to their size and location and/or cross ward or community boundaries.

        Removal and/or planting of street trees within the provisions of Council’s Operational Guide for Urban Forest Plan, other than those in the Harbour and Wainuiomata Wards, which are delegated to the community boards in those areas.

        Matters arising from the activities of Community Houses, other than those in the Harbour and Wainuiomata Wards, which are delegated to the community boards in those areas.



        Maintain an overview of work programmes carried out by the Council’s operational activities.

        Conduct any consultation processes required on issues before the Committee.

        Approval and forwarding of submissions on matters related to the Committee’s area of responsibility.

        Any other matters delegated to the Committee by Council in accordance with approved policies and bylaws.



                                                                       7                                                    6 May 2020



Community and Environment Committee


Meeting to be held in the Council Chambers, 2nd Floor, 30 Laings Road, Lower Hutt on

 Wednesday 8 July 2020 commencing at 2.00pm.




Public Business




1.       APOLOGIES 

Cr Rasheed.  


Generally up to 30 minutes is set aside for public comment (three minutes per speaker on items appearing on the agenda). Speakers may be asked questions on the matters they raise.       


Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have      

4.       Recommendation to Council – 28 JULY 2020

Fraser Park Sportsville and Ricoh Sports Centre Update (20/604)

Report No. CEC2020/4/145 by the Director Strategy & Engagement                8

Chair’s Recommendation:

“That the recommendations contained in the report be endorsed.”


5.       Hutt Minoh House Friendship Trust (20/518)


Report No. CEC2020/4/146 by the International Relations Manager              86

Chair’s Recommendation:

“That the recommendations contained in the report be endorsed and a new part (vi) to read: asks officers to report back six monthly on the new model.”


6.       Climate Change Working Group - Proposed Terms of Reference (20/627)

Report No. CEC2020/4/13 by the Deputy Chair                                               93

Chair’s Recommendation:

“That the recommendation contained in the report be endorsed.”

7.       Director's Report - Neighbourhoods and Communities Group (20/603)

Report No. CEC2020/4/147 by the Head of Community Projects and Relationships       98

Chair’s Recommendation:

“That the recommendation contained in the report be endorsed.”

8.       Information Items

a)      Emergency Community Resilience Fund (20/615)

Memorandum dated 18 June 2020 by the Community Funding Advisor 108

Chair’s Recommendation:

“That the recommendation contained in the report be endorsed.”

b)      Update on climate change work (20/609)

Report No. CEC2020/4/61 by the Manager, Sustainability and Resilience 113

          Chair’s Recommendation:

        “That the recommendation contained in the report be endorsed.”

c)       Community and Environment Committee Work Programme (20/645)

Report No. CEC2020/4/62 by the Acting Committee Advisor              116      

Chair’s Recommendation:

“That the recommendation contained in the report be endorsed.”




9.       QUESTIONS

With reference to section 32 of Standing Orders, before putting a question a member shall endeavour to obtain the information. Questions shall be concise and in writing and handed to the Chair prior to the commencement of the meeting.   








Debbie Hunter

Acting Committee Advisor        

                                                                                      15                                                              08 July 2020

Community and Environment Committee

15 June 2020



File: (20/604)



Report no: CEC2020/4/145


Fraser Park Sportsville and Ricoh Sports Centre Update


Purpose of Report

1.    To update Council on Fraser Park Sportsville’s (FPS) operation of Ricoh Sports Centre (RSC), including current risks and how they are being managed.


That the Committee recommends that Council:

(i)         notes the contents of this report;

(ii)        notes the financial challenges being experienced by Fraser Park Sportsville (FPS) in operating Ricoh Sports Centre (RSC) and the support provided by Council to date;

(iii)       notes a working group is being established to consider options for a new long-term operating model;

(iv)      notes the FPS Board will come back to Council in October to report back on 20/21 operations and present its future plan and request for support as part of the 2021-2031 Long Term Plan;

(v)       notes officers agreed to half ($50K) of the 20/21 Operating Grant being drawn down on July 1 2020 to help manage current financial pressures, and for the remaining $50K to be released on agreement of a new operating model;

(vi)      notes the risks and learnings discussed in paragraphs 48-54 contained in the report; and

(vii)     agrees to appoint Councillor Naomi Shaw as the governance representative on the working group.

For the reasons that RSC is a valuable community asset which has received significant Council funding, so it is important that we optimise its use to support the wellbeing of our community, as was intended.  The original objective of this project still holds true and aligns with Council’s current priorities and intention of empowering the community. Sport and recreation play a key role in supporting the wellbeing of our community and there will continue to be challenges around funding facilities and the sustainability of clubs. 



2.    The Sportsville model promoted by Sport NZ sees sports clubs and organisations combine resources and work together to share costs and services and develop new ideas. As with FPS this may result in the development of combined facilities.

3.    For the clubs and organisations it eases financial pressure from reduced memberships and other revenue streams and the burden of having to maintain and/or build multiple new facilities. For Council it enables efficient rejuvenation, rationalisation and provision of facilities which drive and promote participation in sport and physical activity and contribute to the wellbeing of our community.

4.    Council’s 2015 Long Term Integrated Community Facilities Plan identified Sportsville as a priority project to achieve the above, and in some cases, additionally to contribute to the local economy by attracting regional, national and/or international events.  It says ‘Council’s role in relation to Sportsville (excluding for regional and/or other strategically significant facilities) will be through broad facilitation and helping with land where relevant or possible, rather than by providing direct funding.’ RSC is considered a regional facility.

5.    Fraser Park is considered a regionally significant site, being the largest sports park in the Wellington region and being centrally located, and therefore having the potential to host large regional and national sporting events.

6.    FPS was developed as a partnership between Council and the founding member clubs, with support from Sport NZ and Sport Wellington. The FPS Incorporated Society was formed and is governed by an independent Board.

7.    It involves the following sports organisations - Avalon Rugby Club, Hutt Valley Dodgers Softball Club, Hutt City Squash, Hutt Valley Softball Association, Lower Hutt City Football Club, Naenae Hockey Club, Taita District Cricket Club and Wellington Regional Hockey Stadium Trust.

8.    The facility includes an all-weather artificial turf, six squash courts, indoor training facilities, and clubrooms for the sporting organisations, an international softball diamond, three lime based and four grass diamonds, five rugby and 11 football fields, nine touch fields, one junior baseball field, three grass wickets and four artificial strips for cricket and a floodlit synthetic hockey turf.

9.    The FPS Board submitted a business case to Council in May 2017 which was approved (attached Appendix 1 to the report). It stated that ‘FPS creates a net present value for the community of at least $24,890,351 (over 10 years)’. 

Building the facility

10.  The Hutt City Community Facilities Trust (CFT), a Council owned charitable trust, led the construction project on behalf of Council and is now the landlords for the facility, with FPS as tenants.

11.  Council agreed to invest $9.3M towards the facility’s projected cost of $12.2M and additionally agreed a $2M underwrite. Due to variations to contract and an extension of time claim the final cost of the facility was $13.603m. Funding (including additional funding) is outlined below:

Table 1

Funding Source

Funding Received


Budgeted HCC Capital Contributions


CFT fundraising contributions


Total Funding for RSC development


Cost of RSC development


RSC Facility Fit-out (granted to FPS Inc. by CFT 2018)


Total Cost of RSC development and Fit-out


Funding Shortfall


Shortfall was funded by:


HCC Underwrite (approved by HCC on May 23 2017)


HCC upfront payment of $750k Sponsorships


Loan from HCC to CFT


Loss to CFT on Sale of Squash Courts


Total Funding Approved by HCC or CFT to meet Unbudgeted Costs


Funding Shortfall – met by CFT



12.  Table 1 above includes an additional grant of $516K given to FPS CFT to fit-out the café and bar in the new facility. Council also covered the $59K loss on sale of the squash courts to Squash NZ.

13.  The original target of a $100K capital contribution by sports clubs is still in progress.  $55K has been paid to date. 

14.  Council also agreed to provide annual operating grants  in line with the business case as follows:

·    $150K in the first year (18/19)

·    $125K in the second year (19/20)

·    $100K in each of the following three years (20/21 – 22/23)

15.  Council agreed for funding to be reviewed after three years of the facility operating. As a condition of the funding, FPS was required to formally report to Council on an annual basis on its annual report and progress against the business case.

16.  While there are now a number of Sportsville-type facilities operating around the country, the models vary, and the FPS model may be unique.  The business model relied on:

i.    grants (from Council and others)

ii.   revenue from the bar, facility and turf hire, and affiliation fees from the member clubs

iii.  additional revenue generated by a business manager

17.  The business case included some estimates and assumptions and officers noted at the time that there were a number of challenges and risks. Officers also noted that new facilities take approximately 12-18 months from opening to obtain a status of stability in terms of operations.  Cash deficits were forecast for the first four years, not exceeding $50K per annum.

18.  Officers noted that ‘should FPS be unsuccessful Council would be unlikely to let such a significant facility fail. It could choose to operate the facility itself or seek interest from other external organisations experienced at running such facilities’.

Opening the facility

19.  In May 2018, CFT confirmed RICOH as the naming right sponsors for the facility and in March 2019 it was officially opened and FPS took up the lease. 

20.  FPS had financial difficulties early on. In 2018/2019 as well as the agreed year 1 operational grant ($150K), FPS was advanced $80K of the year 2 operation grant.

21.  Around the time of opening there were a number of issues which increased the financial pressure on FPS. This included both the General Manager and Operations Manager resigning, the café operator ending its contract and some member clubs being unable to pay affiliation fees.

22.  In addition, there were challenges meeting the expectations of member clubs around staffing the facility.

23.  In March 2019, three months after opening, the FPS Board requested support from Council to consider a new, more sustainable operating model.

24.  Having invested significantly to develop the facility, Council had a strong vested interest in FPS being sustainable. On 4 July 2019 the General Manager City and Community Services made an offer to FPS for the Community Hubs Division to take over management of some key functions of the facility from 1 August 2019 – 24 July 2020 to enable FPS to reconsider its operating model and get back onto a sound financial footing. Council’s Strategic Leadership Team was advised of the offer on 11 July and the contract signed on 25 July.

25.  In October 2019 a memo was prepared at the request of the Chief Executive to brief the newly-appointed Mayor on several matters including RSC. It stated ‘Council’s responsibilities as per the 12 month Management Contract are to operate a net zero budget’.

26.  They also noted that there was both revenue risk and operational expenditure risk. Operational expenditure risk was estimated at a maximum of $20K for the duration of the contract. Revenue risk was estimated at $120K, given that the facility was new and past experience that revenue targets were unlikely to be met in the first 12 months.

27.  In the months following the agreement of the Management Contract there were further changes to personnel involved in the project. The Chair and a number of Directors on the FPS Board finished their tenure and were replaced by new Directors. A new General Manager was also put in place to oversee the Board’s operational responsibilities.

28.  Council’s General Manager Community and City Services and Divisional Manager Community Hubs both moved on from Council. Additionally there was a change of key personnel at CFT.

29.  This has left some gaps in knowledge around past arrangements and agreements which we are continuing to work through with the FPS Board. 

Management Contract

30.  The Management Contract included a budget which showed it would run at a $567.00 deficit for the 12 months. The deficit is now forecast at $221K, with revenue of $194K and costs of $415K. This is detailed in the table attached to this report as Appendix 2.

31.  The additional cost was reflected in Integrated Community Services finance reporting to Council in March (Policy, Finance and Strategy Committee on 3 March 2020).

32.  The main contributors to the deficit are a revenue shortfall for room, facility and equipment hire ($119,700) and a Management Contract fee which FPS has been unable to pay.

33.  The Management Contract did not include the cost of a seconded staff member from the Community Hubs team who has been the fulltime Operations Manager for the duration of the contract. 

34.  In March 2020, the FPS Board made officers aware of ongoing financial challenges and requested additional financial support ($80K) through to the end of the 19/20 financial year.

35.  It also advised officers that the new strategy which would be coming to Council in April would be requesting significantly increased funding in future years, initially an additional $300K on top of the budgeted $100K operating grant for 20/21 and 21/22.

36.  Additionally, it would be requesting a one-off facility of $120K that could be accessed if required to move through any cash flow issues that they face on a month to month basis.

37.  The level of support requested is well beyond what was agreed by Council in the original business case budget.

38.  FPS has also been unable to pay the 2019/20 rent to CFT ($130K) and (as at June 2020) there is a further $68,054 owed to CFT and Council by FPS due to unpaid invoices.

39.  After discussion with Council’s Chief Executive, it was decided any further funding would be contingent on agreement with the FPS Board to work on a new operating model. This was scheduled for April 2020 but has been delayed due to the priority of managing through the COVID lockdown and managing FPS’s short-term financial challenges.

Current situation

40.  During the COVID Level 4 and 3 lockdown, RSC has been closed, in line with other community facilities run by Council. In Level 2 RSC re-opened to member clubs only and on Friday June 19 it re-opened to the public.

41.  The Working Group is currently being convened and will include FPS Board members and founding clubs, Council officers, and representatives from the wider sport and recreation sector who can contribute.

42.  The proposed long-term operating model will come back to Council in October for consideration of future support in the 2021/23 Long Term Plan. This will also give FPS the opportunity to report back against the business case for 2019/20.

43.  Given her experience in this area and portfolio responsibilities, it is recommended Councillor Naomi Shaw be appointed as a governance representative on the working group.

44.  Officers have been working with the FPS Board on an interim operating model from July-October, allowing time for the working group to progress its work. 

45.  To manage the short-term financial pressures, Council agreed to FPS drawing down half ($50K) of its 2020/21 operating grant on July 1 2020.

46.  As at 30 June 2020, FPS’s rent arrears for RSC will total $151K excluding GST.  Recognising the financial challenges, CFT has proposed forgiving the 19/20 rent arears and is currently working through this with Council’s Finance Team.

47.  CFT has also proposed forgiving the 20/21 rent, on the condition that FPS can agree a longer-term operating model and budget with Council. The rent arrears have contributed to the funding challenges currently faced by CFT which were detailed when its SOI was approved by Council on 18 June 2020, and which we are currently working through with them. A paper on this will be coming to Council later this year, including details in place for long term asset maintenance and replacement of CFT facilities.


48.  In spite of the support provided by Council to date, the FPS Board may again have financial challenges before a new operating model can be agreed and implemented. Income expected in the next few months from facility hire and grants may not materialise due to impacts from the COVID 19 Pandemic.

49.  In the longer-term, the FPS Board has already expressed some doubt that it can continue to operate RSC without significantly increased funding from Council.

50.  The working group will need to explore a range of potential operating models, some of which may not meet the expectations of the FPS Board and/or member clubs. This could include greater use of volunteers and/or the engagement of a commercial provider to manage the facility.

51.  If the working group is unable to agree a sustainable long-term operating model, the FPS Board may decide to end its tenancy at RSC.

52.  As noted earlier, the onus would then come back on Council as the facility owners to ensure it was successful. It could choose to operate the facility itself or seek interest from other external organisations experienced at running such facilities. Council would ensure the FPS clubs continued to have access to playing fields and facilities.

53.  However, Council’s preference is to continue to work with FPS on a solution in the first instance, given the original objective of this project still holds true. Sport and recreation play a key role in supporting the wellbeing of our community and there will continue to be a challenge around funding facilities and the sustainability of clubs. 

54.  In relation to Council’s own processes, there are learnings from this project around the need for better reporting and review protocols to provide governance oversight of significant projects.

Climate Change Impact and Considerations

55.  The matters addressed in this report have been considered in accordance with the process set out in Council’s Climate Change Considerations Guide.

56.  When Ricoh Sports Centre opened in early 2019 Council commissioned a benchmarking exercise against the requirements of the New Zealand Green Building Council’s (NZGBC) Green Star rating system. The rating system is comprised of nine holistic impact categories; Management, Indoor Environment Quality, Energy, Water, Materials, Land Use and Ecology, Emissions & Innovation.

57.  The investigation determined that the building would not have received a Green Star certification (at least 4 stars). It only achieved the equivalent of about 2 out of 6 six stars, although the building could have achieved a better rating, if relevant factors been considered during the design stage.

58.  With regard to potential energy efficiency improvements at Ricoh Sports Centre, note that Council now has in place an Energy and Carbon Reduction Plan 2020-24, which sets targets for improving energy efficiency and reducing carbon emissions, and outlines key projects and activities to achieve them. Now that the Ricoh Sports Centre has been open for just over 12 months, a baseline has been developed for the facility in order to benchmark its future performance, and identify savings opportunities.

59.  CFT has for some time been in discussions with an energy company with a view to that company funding the installation of a solar farm on the roof of the RSC. Those conversations are currently on hold, although this remains a possibility in the future.


60.  This report is for information. There is no requirement for public consultation.

Legal Considerations

61.  As set out above, the circumstances may lead to a renegotiation and cancelation or amendment of existing agreements, which will come back to Council.

Financial Considerations

62.  No new financial decisions around FPS or RSC are proposed at this time.

63.  The June 18 paper to Council on the 20/21 Annual Plan noted that there is a $100K operating grant budgeted for FPS to operate RSC. As noted above, officers agreed to FPS drawing down half ($50K) of this on July 1 2020 and for the remaining $50K to be drawn down on agreement of a long-term operating model.

64.  The report also notes financial considerations for CFT.






Appendix 1 Fraser Park Sportsville Business Case March 2017



Appendix 2 Contract fo Services HCC-FPS





Author: Andrea Blackshaw

Director Strategy & Engagement



Author: Marcus Sherwood

Head of Parks and Recreation





Reviewed By: Jenny Livschitz

Chief Financial Officer



Approved By: Jo Miller

Chief Executive


Attachment 1

Appendix 1 Fraser Park Sportsville Business Case March 2017

































































Attachment 2

Appendix 2 Contract fo Services HCC-FPS









                                                                                      92                                                             08 July 2020

Community and Environment Committee

04 June 2020




File: (20/518)





Report no: CEC2020/4/146


Hutt Minoh House Friendship Trust


Purpose of Report

1.    The purpose of this report is to outline options for future arrangements between Council and Hutt Minoh House Friendship Trust (the Trust).


That the Committee:

(i)      notes that officers have reviewed the current arrangements between Council and the Trust;

(ii)     notes the options outlined for future arrangements between Council and the Trust;

(iii)    notes officers’ recommendations to proceed with Option 2 outlined at paragraph 24 in the report;

(iv)    notes that officers have consulted with the Chair of the Trust and Council’s representative on the Trust who support the proposed Option 2; and

(v)     agrees to proceed with Option Two - Council takes over complete management of Minoh House and puts in place a funding agreement with the Trust.

For the reason that Council needs to formalise relationship with Hutt Minoh House Friendship Trust and make it consistent with agreements with other organisations.



The House

2.       Minoh House, formerly known as Norbury House, is a historic site, registered in 1998 as a Category 1 building by the New Zealand Historic Places Trust. Lower Hutt City Council acquired the House in 1945 as a caretaker’s residence for the surrounding Jubilee Park, Council reserve land.


3.       The house was restored in 1999 with the help of a $203,000 grant from the Japanese government. Minoh City Council’s contribution and fundraising from its residents totalled a further $171,596, and HCC gave $127,000. A total of around $500,000 was spent on the house restoration. Council also spent further $100,000 on the adjacent Jubilee Park.

4.       Minoh City, Japan is a sister city of Hutt City since 1995.  The House is a physical symbol of the relationship between the two cities.

5.       The original aim was for the House to become a regional Japanese cultural and educational centre. The original intention of the upstairs accommodation was to house the visitors from Japan, however it did not prove workable and it was opened to general tenancies.

6.       Minoh House is owned by Council. Council pays for the ongoing maintenance of Minoh House.

The Trust 

7.       The Trust was established in 2000 as a not-for-profit organisation with the purposes of the development and provision of Japanese educational and cultural awareness.

8.       The Trust has nine trustees, one of which is appointed by Council. Two trustees are appointed by Minoh City Office and are based in Japan. The current Council representative on the Trust is Councillor Mitchell. More information about the Trust is available on the Trust’s website

9.       The upstairs area of Minoh House is rented out to individual tenants. The downstairs area is available for hire to community and corporate groups, as well as individuals. The Trust receives all income from Minoh House rentals and room hire.

10.     The Trust has historically been strongly supported by Council. Council staff manage all Minoh House bookings and invoicing. Until 2019 Council staff provided administrative support to the Trust, including performing the roles of Trust Secretary and Trust Treasurer’s support.


11.     The Trust’s income comes primarily from Minoh House rental and venue hire. The Trust does not fundraise directly although the opportunities for this were identified in their 2017 report titled ‘The Trust’s Future’.



Minoh House maintenance

12.     Council’s Facilities team look after the maintenance of Minoh House, including any capital expenditure. There is currently no formal agreement between Council and the Trust outlining responsibilities of each party. A lease agreement between Council and the Trust was drafted in 2017 but it was never finalised and signed.

Minoh House bookings

13.     Council’s Strategic Services Group manages Minoh House bookings. This arrangement seems to be historic. All other Council venues are managed by the Parks and Recreation Division. Talks are underway to incorporate Minoh House bookings into the existing online booking system managed by Council’s Parks and Recreation Division.

14.     Under the current schedule of charges for Minoh House bookings, the cost of hire is $200 for a full day and $100 for half a day. Council is eligible for a 50% discount of regular rates and Japanese related groups can use the House free of charge or at a discounted rate. The income from venue hire goes directly into the Trust’s account.

Minoh House tenancy management


15.     The Trust receives all the revenue from rental and venue hire. The only cost to the Trust is a fee paid to the property company that manages the tenants. The annual gross potential gross income for the upstairs area is around $38,000 per annum with 100% occupancy.

16.     Currently Manage My Rental is contracted by the Trust to manage tenancies in the House. Management fees are currently around $5000 per year. Manage My Rental have been able to fill vacancies and keep them very close to 100% full.


Minoh House maintenance

17.     Council pays for maintenance of Minoh House.  In 2018/19 financial year Minoh House maintenance was approximately $42,000 for operational costs only. The costs for the current financial year, YTD to the end of May were approximately $34,000, operational costs only. Any major maintenance work would add to these costs. Capital expenditure costs are currently estimated to be around $50,000 per annum. For a more accurate figure for both Minoh House operational and capital expenditure costs, the full assessment of maintenance work will need to be carried out. An LTAMP (Long Term Asset Management Plan) for Minoh House will also need to be done after the assessment. Minoh House maintenance was transferred from Urban Plus Limited to Council’s Facilities Team in July last year.

18.     Council currently pays for electricity supply to the house, including the upstairs tenants as there is no separate meter for the upstairs area. The rent paid by tenants includes electricity.

          Minoh House bookings

19.     Minoh House bookings and invoicing are co-ordinated by Council. Venue hire charges are paid directly into the Trust’s account. Council does not have access to the Trust’s bank account so is unsure at any given time whether bookings have been paid for or not. Council does not do any debt recovery. It is unclear whether the Trust checks invoices against the payments for venue hire. This is done without a formal custodian for the house which would help with liaison with hirers and efficiency of small scale cleaning (reduce costs). 

20.     Revenue from the venue hire in 2018/19 financial year was around $800. Between 2015 and 2018 venue hire income ranged from $1,000 to $5,000 per annum. The number of bookings is relatively low compared to other Council venues. For the last quarter of 2019 the number of bookings averaged to 8-9 bookings per month, all bar one were Japanese related activities that used the venue free of charge.


21.     All the income from rentals and venue hire goes to the Trust. There is no signed agreement between the Trust and Council that outlines the Trust’s responsibilities or Council’s expectations in terms of what the Trust is expected to deliver. This historic arrangement is no longer consistent with Council’s arrangements with other funded groups.

22.     The Trust has experienced a few challenges in the last couple of years with resignations of the co-ordinator and some of the trustees, including treasurer and secretary. This placed stress on the Trust’s systems and processes leading to Council involvement to call a trust meeting in late 2019 and prompt the Trust to finalise and audit financial accounts, and send them to Charities Services before the end-of-year deadline. The recent events highlighted the need for the Trust Deed to be updated and brought in line with the current best practice.


23.     In the last few months the Trust has been working on updating its processes and Trust Deed. They now have regular financial updates and are working on next year’s plan of activities, including celebrating the 25th anniversary of Hutt Minoh relationship. The trustees are aware of the proposed changes to the arrangement with Council.


24.     It seems an appropriate time to review arrangements with the Trust regarding Minoh House. 

(a)  Option One - Maintain the current arrangement with minor changes

·    Council pays for Minoh House maintenance and the Trust continues to receive income from rentals and venue hire. Estimated annual income from leasing the upstairs area is $38,000 per annum with 100% occupancy. Estimated venue hire income is $3,000.

·    Estimated annual cost of Minoh House maintenance (operational costs only) is $50,000. Estimated cost of capital improvements is the average of $50,000 annually for the next ten years.

·    The Trust pays a set amount of $5,000 to Council to cover some of the running costs of Minoh House, eg electricity and cleaning.

·    The lease agreement is signed and it clearly states responsibilities of each party.

·    Minoh House bookings are transferred to the Parks and Recreation Division who manage it for a fee paid by the Trust (30% of venue hire revenue).

·    Schedule of booking charges is reviewed.

(b)  Option Two - Council takes over complete management of Minoh House and has a funding agreement with the Trust

·    Council takes over the management of Minoh House and receives all income from rentals and venue hire. Estimated annual income from leasing the upstairs area is $38,000 per annum with 100% occupancy. Estimated venue hire income is $3,000.

·    Estimated annual cost of Minoh House maintenance (operational costs only) is $50,000. Estimated cost of capital improvements is the average of $50,000 annually for the next ten years.

·    Council engages the current property management company or Urban Plus Limited to manage the tenancies.

·    Minoh House bookings are transferred to the Parks and Recreation Division to manage. Schedule of booking charges is reviewed.

·    Council has a funding agreement with the Trust where they receive a set amount of funding to deliver a range of mutually agreed activities. The activities could include: managing Minoh teacher exchange programme, organising biannual Hutt Japan Day and running regular events at Minoh House that promote Japanese language and culture. The suggested amount is $10,000. The amount could be negotiated with the Trust on an annual basis and be dependent on the number of activities delivered, their working capital and committed funds.

25.     Financial analysis of Option One and Option Two - income/cost figures are per annum.

26.     Officers recommend Option Two.

Climate Change Impact and Considerations

27.     The matters addressed in this report have been considered in accordance with the process set out in Council’s Climate Change Considerations Guide.

28.     There are no climate change impacts.  


29.     The Trust Chair and Council representative were consulted during the writing of this report. They are aware of the officers’ recommendation and support the proposed changes.

30.     The Trust Chair, having spoken to the Trust members, advises a level of concern in regards to limited funds being available for providing quality Japanese cultural events for Lower Hutt. However, this paper deals with the intended structure of the arrangement, not the level of funding which will be subject to negotiation between the Trust and Council.

Legal Considerations

31.     There is currently no written legal contact between Council and the Trust. This paper proposes to put a written funding agreement in place so both parties are clear on what is expected from them and their obligations going forward.

Financial Considerations

32.     There will be increased administrative work budgeting and managing the income from the property. On the other hand, the process for bookings and invoices will be streamlined.

33.     There will now be funds available which can go towards Minoh House maintenance and related costs.

34.     A formal contract will provide greater oversight of how the funds contributed by Council are used.


There are no appendices for this report.    





Author: Vesna West

International Relations Manager







Reviewed By: Gary Craig

Head of City Growth




Approved By: Kara Puketapu-Dentice

Director Economy & Development


                                                                                      94                                                             08 July 2020

Community and Environment Committee

19 June 2020




File: (20/627)




Report no: CEC2020/4/13


Climate Change Working Group - Proposed Terms of Reference




Purpose of Report

1.    For the Committee to agree to the proposed Terms of Reference of the Councillor led Climate Change Working Group.


That the Committee agrees to the proposed Terms of Reference for the Climate Change Working Group, attached as Appendix 1 to the report.



2.    At the Community and Environment Committee meeting held on 6 May 2020, the following was resolved:

       Resolved: (Deputy Mayor Lewis/Cr Dyer)       Minute No. CEC 20301

       “That the Committee:


(i)        notes the progress on various work streams to implement Council’s organisational carbon target, and to progress emission reductions at its Council Controlled Organisations; 


(ii)       agrees that the emissions from the closed landfills will be monitored and recorded alongside the Council’s carbon targets; 


(iii)      requests officers to carry out and report back on the work to verify the gas generation and methane concentration, starting with the old Wainuiomata landfill;


(iv)      notes the work under way to enable a co-design community engagement approach to city-wide emission reductions and the city’s response to climate impacts; and


(v)       agrees to a Climate Change Working Group to be formed chaired by Cr Briggs, with members Cr Rasheed, Cr Edwards and Cr Mitchell.”

3.    The proposed Terms of Reference are attached as Appendix 1 to the report.







Appendix 1 - Climate Change Working Group Terms of Reference - CEC










Author: Josh Briggs

Deputy Chair





Attachment 1

Appendix 1 - Climate Change Working Group Terms of Reference - CEC






Cr Briggs (Chair), Cr Edwards, Cr Mitchell & Cr Rasheed

Reports to

Community and Environment Committee

Project Title

Climate Change Working Group

Project Definition

What does the project need to achieve?

1/ A reduction in carbon emissions from the activities of residents, businesses and organisations in Lower Hutt to meet Council and government targets of achieving net zero carbon emissions by 2050, and ideally earlier.

2/ Raise awareness among the residents and business communities of the urgent need to reduce carbon emissions to lessen climate impacts, and of the need to mitigate/adapt to the changes in climate which will result from existing and future emissions (e.g. warmer temperatures, more extreme rainfall, sea level rise and storm surges).

3/ Work collaboratively amongst the elected members, Council officers and wider community to reach our collective Climate Change goals.


▪        State the purpose of the project, how the project came about

▪        Put this into a strategic context -  i.e. what strategy or policy is the background of this

▪        Why is the effort and time worth the expenditure?

The New Zealand government has been party to international climate agreements including, most recently, the Paris Agreement of 2016 which aims to keep the global average temperature well below 2°C above pre-industrial levels, while pursuing efforts to limit the temperature increase to 1.5°C.

The Climate Change Response (Zero Carbon) Amendment Act, passed in 2019, set into law a new national target for net zero emissions of all greenhouse gases other than biogenic methane by 2050.

In 2018 Hutt City Council set itself a goal of reducing greenhouse gas emissions to net zero by 2050 and in 2019 it declared a climate emergency. Since then, officers have continued to implement changes in the way that Council operates to reduce our own carbon emissions.

This working group has been established to ensure ongoing governance oversight and input into the direction for Council and the rest of the city on how we collectively reduce our carbon emissions and plan for adaptation for a more sustainable and resilient city.

Hutt City Council needs to ensure the social, economic, environmental and cultural outcomes for the city are improved, and climate change action is key to our community’s four well-beings in the short, medium and long term.

The decade 2020-2030 is crucial to human efforts to reduce carbon emissions.  Council’s and the city’s carbon reduction efforts need to recognise that spending now – on carbon reduction initiatives and on adaptation – can result in significant financial savings long-term. The Long-Term Plan is an opportunity to articulate what exactly we aim to do as a Council, and as a city, about our carbon footprint in the next ten years and beyond.



▪        Problem, issue, opportunity, benefit

▪        What are the measurable improvements or advantage to the stakeholders?

▪        What are the business and service risks

To monitor progress against Council’s plans to reduce organisational and city-wide carbon emissions to net zero by 2050, and ensure climate considerations and goals are embedded in significant Council plans and policies.

To make recommendations to Council on appropriate reporting and resourcing to achieve its carbon goals, and ensure climate change impacts are considered in decision-making on major projects.

To identify and engage with iwi, community, businesses, academic and other interest groups to ensure their views are represented to Council.

To provide learning opportunities for elected officials, officers and communities in order to inform decision-making and prioritisation around climate action in our city.

To ensure Council’s organisational carbon emission reduction actions are shared with the city on a regular basis.

Desired Outcomes

▪        What result are you trying to achieve?  What is the REAL effect on behaviour and circumstances?    

▪        How do we know that the project has been successful?

▪        What are the deliverables (products)?

To assist Council in its ability to address the impacts of climate change and help the city to achieve climate resilience.

We will know the project has been successful if climate change is a  consideration that is front and centre in Council’s strategies, plans and budgets, and audits of Council’s and the city’s carbon emissions show reductions.


▪        What does this project include?

▪        What are you and the project team going to do, or produce during the course of the project?

1/ Be a champion among fellow Councillors, and with all citizens in the city, for initiatives and actions that reduce carbon emissions, and in particular on the need for urgent carbon reductions in the decade 2020-2030.

2/ Advocate for climate change issues and actions to be a priority in all council decisions, strategies, budgets and debate, and in particular as a key performance indicator in the 2021-31 Long-Term Plan.

3/ Advocate for Council to establish and publish meaningful carbon audits of council’s activities, procurement decisions, investments and contractual arrangements, and where practicable/applicable, to do the same for the city’s activities and outputs. This is so we have a baseline and benchmarks from which to measure progress, and so that residents get an understanding of the environmental impacts of the Council’s decisions, and their own activities.

4/ Work with tangata whenua, all age groups, community and environmental groups, businesses, the Greater Wellington Regional Council and other local authorities, to gather ideas and support for practicable climate change action.

5/ Raise awareness that some of the destructive impacts of climate change are already locked in (e.g. changing weather patterns, more severe/frequent storms and flooding, sea level rise), and thus we should be planning now to adapt to this.  This is particularly so with the review of our District Plan, and our strategies and budgets relating to future infrastructure spending.

6/ As a governance group, to work with Council officers on climate change initiatives, including listening to their advice on potential actions, and what budgets and resources are needed to achieve progress on the above.


What does this project NOT include, explicitly?

The working group will provide recommendations to committees of Council

but will not be giving directives to Council officers.

Who will benefit from the project

Elected members, Council officers, and the residents and businesses of Lower Hutt.

Assumptions and constraints

The working group has no budget allocated to it and does not have decision-making powers.




                                                                                     107                                                            08 July 2020

Community and Environment Committee

15 June 2020




File: (20/603)




Report no: CEC2020/4/147


Director's Report - Neighbourhoods and Communities Group

Purpose of Report

1.    To provide the Committee with an update from the Neighbourhoods and Communities Group. 


That the Committee notes and receives the report.



2.    This is a report from the Neighbourhoods and Communities Group. The Strategy and Engagement Group was formed on June 1 as part of the new structure but is yet to come together as a group, and is currently being managed by two Directors. A report from Strategy and Engagement will be included in the next cycle for reporting. 



3.    Throughout Alert Levels 4 and 3, all Council facilities were closed to the public. Libraries and Clubhouses teams focused on:

·    Extending loan periods so items already issued could stay on loan, and waiving all overdues charges until Thursday 4 June.

·    Ensuring our digital collections (eBooks, eResources, eMagazines and newspapers, online databases eg were easily accessible and providing online “how to” guidance for customers. There were large increases to usage of eResources particularly with online videos, documentaries, magazines and eBooks during Alert Levels 4 and 3.

·    Implementing online membership, so residents could be authenticated to access our digital collections without needing to visit the library. During Alert Level 4 we processed 155 new online memberships. 

·    Running our Ask-A-Librarian virtual reference service seven days per week.

·    Contributing to the nationwide Any Questions online virtual reference services Monday – Friday 10am-6pm, including during the school holidays.

·    Creating a range of library programmes and activities online (eg online storytimes) and sharing with our communities through Council social media channels.

·    Libraries staff volunteering for EOC and Team Manaakitanga duties.

4.    Once Alert Level 2 was reached, Libraries re-opened on Monday 18 May, with reduced opening hours to ensure the following protocols were safely implemented at all sites:

·    Council contact tracing for all visitors, with volunteers from Pools and Clubhouse teams helping at contact tracing stations at Libraries.

·    Additional cleaning regimes for all high-touch, shared surfaces.

·    Social distancing, with signage and decals deployed across all venues, and public computers and furniture spaced out accordingly.

5.    Numbers of visitors to community libraries during the first week of re‑opening were notably high, particularly at War Memorial Library:


6.    Both Taita and Naenae Clubhouses remained closed while a 10 person limit on gatherings was in place during Alert Level 2, with the teams continuing to create and publish online content for Clubhouse members, and also helping out at contact tracing stations across Libraries.

7.    Taita Clubhouse reopened on Tuesday 2 June, with reduced opening hours to limit numbers and to ensure social distancing requirements could be met. With the move to Alert Level 1 on Tuesday 9 June, Taita Clubhouse resumed full services and opening hours from this date.

8.    Due to Treadwell Street Hall being required for food distribution activities during Alert Levels 2 and 1, Naenae Clubhouse re-opened from Tuesday 9 June, with age restrictions in place and reduced opening hours.  From Monday 15 June, Naenae Clubhouse will be open on regular opening hours (3-7pm) but for Intermediate and College aged children only due to the Hall being inaccessible.

Moera Library

9.    Moera Library remained closed through Alert Level 2, due to space restrictions at this Library and our inability to maintain social distancing.  The collection was still accessible to staff however, and staff worked onsite at the Moera Library each day to process returns and fulfil requests.

10.  Moera Library re-opened with reduced opening hours (Tuesday-Thursday 9.30am – 5pm) from Tuesday 16 June. We are still working to get our facilities and teams back to full capacity.  We are not yet ready to move back to full operational levels and full opening hours at all library sites, due to staffing changes during Covid19 and the ongoing need to prioritise the health and safety of our staff and customers.


11.  All recruitment was put on hold as a result of Covid19.  Once reduced services resumed under Alert Level 2, internal recruitment for the new Community Library Manager (War Memorial Library) recommenced.  The successful candidate commences in this role on 22 June.



Covid19 response

12.  While Museums were focussed on moving a lot of our programmes to have an online presence during lockdown, with the move to Alert Levels 2 and then 1 we have been more engaged with re-engaging with our visitors through in-person experiences and supporting stakeholder and community initiatives.

13.  Museums have also used this as an opportunity to work with our arts communities to make sure our artists have opportunities to make work and continue to earn in these difficult times.

14.  We have also been supporting our tenant businesses and their staff (Bellbird and Fellow Cafés) to ensure they can continue to operate in a post-lockdown environment. This includes providing a rent subsidy.

15.  We have used the post-lockdown environment to re-think some of what we do and how we do it: investigating more efficient and economical ways to continue to deliver to our communities, developing new partnerships and relationships across a more diverse programme, and looking at out-of-the-box ways to engage with more of the community.


16.  Museums spent May reworking the exhibitions programme to accommodate the significant impacts of the Covid19 lockdown. As a result many of our exhibitions had to be re-worked, shifted or cancelled. The 2019/20 budget cut and loss of revenue has also impacted this process.


17.  A positive outcome of the lockdown was a re-focus of our programming priorities, highlighting the diversity of the programme, partnerships and timing to ensure we can maximise the opportunities for our visitors (local, regional and national).

18.  As mentioned in last month’s report - we have also been working with key iwi, whanau and extended stakeholders towards an exhibition refresh of the Nuku Tewhatewha display. This was planned to open on 4 July but will now be pushed back until October 2020. As a result Nuku Tewhatewha will be closed to the public until the reopening, following a closing karakia planned for later this month.

19.  We have also finalised the Petone Settlers Museum display to celebrate Petone factory Hills Hats’ 145th Anniversary which will open in late July. 



20.  Works on the Little Theatre will commence in July 2020 to address the DSA recommendations to achieve an overall facility rating of 40%.

21.  The Dowse internal works began in early March and were restarted following the return to Alert Level 2. They are due to be completed by the end of July 2020.



22.  Over the lockdown period we engaged primarily across our social media and website working across education, community arts and public programmes:

·    People we reached: 81,071

·    People who engaged (liked, commented or clicked): 5,372

·    People who visited our website: 11,645

·    The most widely seen post was an artist response to our puppet art challenge – this was a promoted post and seen by 11,028 people

·    Highest Reach – top 5 posts


1.    Kids art challenge nature water colour (Facebook)

2.    Kids art challenge hut building (Facebook)

3.    Matthew McIntyre Wilson x Ngā Hokohoko artist video (Instagram)

4.    About The House – blog post by Grace (Instagram)

5.    Kathryn Tsui ‘make your own loom’ workshop (Instagram)

·    Highest Engagement (likes, comments, clicks) – top 3 posts

1.  Matthew McIntyre Wilson x Ngā Hokohoko artist video (Instagram)

2.  Kids art challenge nature water colour (Facebook)

3.  Rowan Panther x Ā Mua artist video (Instagram)

Parks & Recreation

Covid19 response

23.  The Parks and Recreation team’s Covid response has included:

·      Interpreting and disseminating government information.

·      Co-ordinating with regional and national sector groups to develop consistent messaging and guidelines.

·      Developing safety plans for staff and customers at each level of operations.

·      Training and implementing changes with staff and contractors

·      Ensuring accurate and timely communications with public including customers.

·      Responding to enquiries and supporting our community groups through these changes.

·      Continuing to provide relevant levels of service throughout, often in new and innovative ways.

·      Redeploying staff to support emergency welfare delivery, contact tracing and filling front-line staffing shortages at other Council facilities. 

Pools + Fitness

24.  In full lockdown Level 4, pool delivery moved exclusively to on-line content delivering tutorials and exercise classes remotely and directing or facilitating information to customers to maintain engagement and activity levels.

25.  In Level 3 a decision was made to undertake all our essential pool maintenance tasks which would normally be carried out during our annual shutdown in July/August. These were all completed and now means there will not be a need for additional maintenance expenditure or closure of our indoor pools for another 15 months.

26.  Level 2 saw a return of some limited pool activities under reduced hours and a significantly changed operating model. This was required to maintain social distancing and exclusive bubbles.


27.  In Level 1 we are now largely back to normal operating and are actively working with user groups to make up lost sessions and activities. Attendances to date have been slow but steadily building.

28.  An application to the Government’s Shovel Ready Projects was made for the Naenae Pool Project and we are awaiting the outcome of this application.

29.  To date we are forecasting a loss of $1M in pools revenue due largely to Covid19. This will be offset by savings in operating costs of about 200k and depreciation of about 300k.


30.  During Covid19 lockdown levels the Active in the Hutt team moved quickly to deliver a lot of content on-line. This included on-line exercise classes which attracted in excess of 300 to some sessions.

31.  The team also initiated an on-line local sport and recreation forum. This assisted in distributing relevant information to the sector and raising awareness of local issues to a regional and national perspective.

32.  The team were heavily involved in regional and national sport and recreation forums, helping to shape the relief responses from organisations such as Sport NZ and Sport Wellington.

33.  This engagement was invaluable in helping to shape the extension of the Council Resilience Fund to include sport and recreation groups.

Parks and Reserves

34.  Parks and Contracts staff worked quickly with our contractors to reduce and limit the delivery of works to essential services only during each Covid19 level. Safe working plans were developed and communications and community responses developed for each level.

35.  Sports ground renovations were able to be undertaken in Level 3 ensuring facilities were available for community use as soon as conditions allowed.

36.  A review of the current and forward work programme was undertaken to reduce delivery to essential and committed works only for the next 12 months.

37.  We are forecasting an additional loss of revenue due to Covid19 of approximately 300k largely due to lost user charges, rent relief applications and delays in subdivision applications. This is offset by 300k in operational savings. 

Healthy Families

38.  The Healthy Families team have been busy throughout supporting Council and health sector groups in emergency response through redeployment of staff and resources.

39.  The team have also been actively coordinating and collecting insights from the public, and sector and community groups.

40.  This engagement has highlighted opportunities to enhance and improve the food and active transport systems within our communities.

41.  The team worked with the Transport team on applications for Active Streets funding. The national $13.95m pilot fund creates the opportunity for communities and councils to work in partnership to trial temporary changes that make streets and neighbourhoods safer and create public places that are more attractive and enjoyable to spend time in.

42.  Two projects have been successful - trialling a cycleway on Knights Road in central Lower Hutt and temporary changes to the Nelson to Sydney Street block on Jackson Street Petone to make the block more user friendly for people and increase street appeal.

Community Hubs


43. Significant online presence continued as hubs transitioned from Level 3 to Level 1, with a hybrid model continued in Level 1 to meet the new audience who now engage online.

44. Reopening of hubs has gone reasonably smoothly, although numbers attending remain low compared with pre Covid19  numbers, which has helped ensure we had health and safety measures in place including contact tracing. The recent move to Level 1 has seen a slight increase in use by more of our local community.

45. Sporting activities, basketball and netball trainings are increasing through the lifting of the gathering numbers to ‘unlimited’ and organised sports leagues are returning to full competition over the next few weeks.

46. There has been an increase in enquiries and bookings of our meeting rooms/spaces as many community groups restart their programmes and activities alongside Council delivered programmes.


47. We have experienced a revenue loss of approximately $164k as a result of Covid19 lockdown across the hubs –  $116k  of this is directly linked to Walter Nash Centre bookings.


48. Walter Nash Centre earthquake strengthening will hopefully be completed by December 2020, later than expected due to Covid19.  This unavoidable delay will further impact on staffing levels.


49. Overall our staff responded well to the quickly changing environment, putting on a brave face throughout all levels, and remaining motivated to providing manaakitanga to our community.


50. Hub partners:

·    Kokiri and Wainui Marae: Continue to provide kai and sanitation packs for whanau, and are in the process of relocating to their new premises where they are establishing a permanent food bank for the Wainuiomata community. Services such as budgeting and alcohol and drug counselling have re-commenced face to face by appointment only in the Community Centre building.

·    Youth Inspire: All staff have returned to work in the Wainui Hub. The students have all returned to work experience placements, including a young rangatahi who was volunteering at the Hub. The team continue to support their young people online. Youth Inspire youth joined up with Love Wainuiomata to wash and clean all the business shop fronts on Queen Street. The youth had a great time giving back to their community, and enjoyed the perks from the shop owners who gave them pizza, drinks and a great big appreciation thank you!

·    Fruit and Vege Co-op: During the rāhui Council supported the local voluntary organisation to deliver fruit and veges to their customers (mostly seniors) who couldn’t pick up their orders. We have engaged with the Co-op to keep this service going, so that we can support locally run organisations and to engage with our local residents.

Projects & Relationships


51. The last month has seen the team spread across a range of mahi as a result of Covid19:

·      Facilitating and connecting emergency food providers in Lower Hutt and working with EOC to meet their needs continues to be a priority; with Treadwell Hall now set up as emergency kai hub until mid-July.

·      Welfare Contact Centre and HCC Contact Centre.

·      Team Manaakitanga (TM) – eg packing and delivery drivers.

·      EOC: We continued to monitor the Welfare support process for the Hutt EOC.  This involved monitoring the Awhina System, daily meetings with the ECC and other TAs, support all enquiries relating to foreign nationals and will attend debrief hui with the ECC

·      Increasing Youth Voice on social media re Covid19 messaging.

City Safety

52. Safe City Ambassadors:  The Safe City Ambassadors continue to provide a highly visible presence during Covid19 alert Levels 2 and 3.As well as checking all Council premises, patrolling suburban and CBD areas, identifying and reporting Covid19 breaches, they have also been delivering food parcels to support the collaborative approach between local foodbanks and the EOC.


53. CPNZ: Since moving to level 2 we now have Community Patrols back in action.

54. CCTV SUITE: Camera operators have now been permitted back in the Police Station since moving to Covid19 Level 2 restrictions.  We now have regular surveillance and are able to complete searches and downloads.

Community Funding

55. At the time of this report, $25k has been allocated from the Community Resilience Fund, and $1,600 has been allocated from the Sport and Recreation Fund.

56. Kakano Fund and Mauri Ora funds open on 1 July.  This will include some organisations who made submissions through the Annual Plan process. This funding has been aligned to our vision of ‘Our City and all our people thrive’.

·    Our funding will contribute towards supporting organisations and initiatives that enable and strengthen our communities and improve their wellbeing, especially where this is needed most.  Wellbeing is when our people are able to lead fulfilling lives with purpose, balance, and meaning to them. Wellbeing includes people’s social, economic, environmental, and cultural wellbeing.

·    Priority will be given to groups who can demonstrate they work closely with communities and harness volunteer power; have an equity focus – where it’s needed most; and they enable people and communities.


57. An evaluation was completed by kai providers who were supporting whanau through the lockdown, this will help inform next steps and Council’s role in this space.

58. Te Ara Whanui received 24 brand new bikes for their tamariki from TAKA Trust.

59. Staying connected with our partners via Zoom, with a focus on the Covid19 situation and life post Covid-19, as we move down the levels.

60. ‘Growing Epuni Together’ project aligned to the Kainga Ora development, is back underway.  The lead group and community are currently refining the two year plan and will confirm this and the operating model later this month. 

61. Youth Council’s immediate focus is on increasing their Covid19 messaging.


Climate Change Impact and Considerations


62.  The matters addressed in this report are being considered in accordance with the process set out in Council’s Climate Change Considerations Guide by relevant business leads.


There are no appendices for this report.   






Author: Melanie Laban

Head of Community Projects and Relationships




Author: Kat Cuttriss

Head of Libraries




Author: Karl Chitham

Museums Director




Author: Marcus Sherwood

Head of Parks and Recreation







Approved By: Andrea Blackshaw

Director Strategy & Engagement


                                                                                     114                                                            08 July 2020

Our Reference          20/381

TO:                      Chair and Members

Community and Environment Committee

FROM:                Debbie Hunter

DATE:                01 May 2020

SUBJECT:           Emergency Community Resilience Fund




That the Committee receives and notes the information.


Purpose of Memorandum

1.       This memorandum provides a regular update on funding that has been allocated through the Community Resilience Panel (the Panel) under the Community Resilience Fund, since the last meeting of the Committee held in May 2020. 


2.       On Tuesday 24 March 2020, Council resolved to establish a Community Resilience Fund and at an Extraordinary meeting of Council held on 9 April 2020 members endorsed the Community Resilience Fund. 


2.       The purpose of the funding was to ensure that organisations, groups and initiatives across Lower Hutt are financially supported to deliver services that support local resilience during the COVID-19 Alert Level 4 period and following recovery period. 

5.       The criteria targets the fund to organisations that are a NGO, registered charity and/or a community group providing community support to others in need to enable and strengthen our communities and improve their well-being during a time of crisis;

3.       Council had been approached by a number of advocacy groups requesting support given the role sport and recreation plays in building resilience and supporting the wellbeing of our community, and the impact of COVID-19 on the financial viability of many local groups.

5.       On Tuesday, 26 May 2020, Council agreed to the following:


(i)      to provide two months relief from lease costs for community groups with buildings on reserve land;

(ii)     the provision of grants of up to $500 for sport and recreation groups via the Community Resilience Fund; and


(iii)    the Community resilience fund principles and criteria being amended to enable eligibility for sport and recreation groups.”

6.       An additional $30,000 has been ring fenced for the purpose of the above.  Both the fund contribution and the foregone revenue for leases are managed within existing budgets.  The Sport and Recreation category was implemented on 9 June 2020. 

7.       Council is also currently developing a draft COVID Recovery Plan which will include initiatives led by the community and supported by Council, some of which are already getting underway.  Given there are still significant funds in the Community Resilience Fund, an opportunity was identified to additionally fund some of this activity through the Community Resilience Fund.  This would require a change in the maximum allocation allowable.

8.       On Tuesday, 18 June 2020, Council agreed to the following:

“That the Community Resilience Fund criteria be amended to enable allocation of one off grants of up to $20K to groups currently carrying out activity aligned to building resilience in the recovery of our city.”

9.       The fund is promoted through Council’s website and Facebook pages.  The fund will continuously be open until fully spent. 

10.     Applications are assessed and each organisation is contacted to discuss their application. 

11.     The Senior Sport and Recreation Programmer sends through the Sport and Recreation group’s recommendations to be discussed by the Community Resilience Panel.  The decisions are made by the Chief Executive, Director of Strategy and Engagement and the Head of Mayor’s Office are made weekly.


12.     To date a total of $26,769 has been allocated by the Panel. A total of $7,473.09 is through the Sport and Recreation. 



13.     Below is an up-to-date list of the organisations that have received funding:


Applicant Name

Project Description


Taita Pomare Community Trust

Purchase of a chest freezer to store meat and five chilly bins to be able to transport the frozen meat to their most vulnerable families within the community


Whanau Family Support Services

Purchase of activity packs for their Hutt Valley clients - Grandparents Raising Grandchildren


Hutt Union and Community Health Services

Purchase of iPads for their doctors to be able to offer virtual consultations to their patients at their three clinics


Petone Budget Service

Purchase of cellphone top-ups  for their clients


Lower Hutt Women’s Centre

Purchase of cellphone top-ups, video conferencing licence fee to enable their clients to stay connected with their services


Hutt Time Bank

For tutor costs to support their clients who are isolated to feel more confident using technology and to use technology to overcome barriers to connecting with others


Central Youth Services Salvation Army

For the purchase of cellphone top-ups to support Hutt Valley young people with staying connected. 


Brother & Sisters Collective

For the purposes of printing Toddler's Place educational resource books


African Youth Voice Wellington

For the purposes of translation services provided within the Hutt Valley


English Language Partners Hutt Valley

To support learners complete their online learning


Lower Hutt Parents Centre

For costs associated with Zoom Licences


Tākiri Mai te Ata Trust

For the purchase of equipment needs for the set-up of Patakai Kai


Common Unity Project Aotearoa

For the purchase of equipment for their food packaging area.


Community Law Wellington & Hutt Valley

For the printing of material/new resources, including COVID-19 messages and bilingual/multilingual pamphlets promoting their services

within the Hutt Valley.


Gee and Hickton

Delivery of an Isolation Bereavement Support Programme


Supergrans Charitable Trust

For the purchase of cellphones so their volunteer staff can continue their engagement with participant families


Te Omanga Hospice

Bereavement Packs


Stokes Valley Foodbank

Purchase of a laptop, printer, office products to allow the foodbank to make operation more efficient.


Stokes Valley Scout Group

Towards zoom related costs


Point Howard Association

For the establishment of a community garden to support the wellbeing of elderly residents, teaching children about growing food and strengthen community resilience


Te Wairua Tapu

To assist with the purchase of equipment to support the establishment of a “Senior Connect” programme, supporting seniors in their homes using digital technology



Sport and Recreation

Applicant Name


Naenae Soccer Club


Randwick Rugby League Club


Lower Hutt Primary Schools Sports Association


Maungaraki Tennis Club


Wellington City Mission


Netball Hutt Valley


Taita Cricket Club


Wainuiomata Small Bore Rifle Club


Stop Out Sports Club


Hutt Bowling Club Inc


Wainuiomata BMX Club


Ulalei Netball Club


Lower Hutt City Association Football and Sports Club


Avalon Rugby Football Club


Te Aroha Hutt Valley Association Inc


Petone Rugby League Club


Wainuiomata Rugby Club


Boulcott’s Farm Heritage Golf Club Inc


Hutt Valley Runners


Petone Rugby Football Club



14.     Organisations are required to provide a short statement about their initiative including: what they did and how it was delivered; what impact the initiative had; how the grant funds were spent; receipts showing proof of purchase. 


15.     Council’s website is updated weekly to reflect organisations that have been granted funding.




There are no appendices.




Author: Debbie Hunter

Community Funding Advisor






Approved By: Melanie Laban

Head of Community Projects and Relationships





Community and Environment Committee

16 June 2020


File: (20/609)



Report no: CEC2020/4/61


Update on climate change work




1.    This report provides a regular update on climate change work progressed by officers. It focuses only on key work or changes over the last three months, and complements a more comprehensive report-back every six months.



That the Committee notes and receives the report.


Electricity and natural gas use at Council facilities

2.    There are three pools (Eastbourne, Stokes Valley, and Huia) for which fuel switching and/or heating plant improvement opportunities exist over the next four years. Officers are progressing detailed investigations and business cases in the lead-up to the development of the next Long Term Plan later this year.

3.    This work is particularly pertinent for Huia Pool, where energy consumption has continually increased over the last few years, due to the opening of a new part of the facility and increasing visitor numbers. Unless we can reduce gas consumption, the existing gas meter will have to be upgraded to a Time-of-Use meter. We are investigating the installation of a heat pump, which would improve efficiency and reduce carbon emissions, and negate the need for the upgrade. Operational cost savings could be in the order of $38,000 per year (and reduce emissions by about 200 tCO2 per year).

4.    With regard to a new Naenae pool, a project to develop the detailed design of the pool is scheduled to commence in the second quarter of the 2020/21 financial year.

5.    At the Dowse Museum, we are currently working to analyse the heating and ventilation control system of the facility, with a view to reduce energy use, carbon emissions and cost as soon as possible.  This is being done in response to unusually high energy consumption over the last year. Estimated energy and cost savings could be in the order of 300,000 kWh or $40,000 per year.

Vehicle fleet

6.    As at 30 June 2020, Council operates 76 vehicles. This means that since our fleet review was completed in early 2019, efficiencies have been realised and the size of Council’s fleet has reduced by 8 vehicles.

7.    13 of our fleet vehicles are now electric, which represents an EV share of 17%. Further electrification is planned, albeit there are delays due to the impacts associated with COVID-19 (eg vehicle availability).

Emissions at landfills

8.    Discussions with LMS Energy are ongoing, to confirm the feasibility and operating model for a supplementary flare at Silverstream landfill.

9.    At the closed Wainuiomata landfill, an empirical assessment of the gas generation and methane concentration has been commissioned, as part of the work to assess the feasibility of measures to reduce methane emissions there. Officers aim to report back on this work in September 2020.

Carbon forestry opportunities at Hutt City Council

10.  Council’s application to formally register the first batch of land in native recovering forest in the East Harbour Regional Park has been successful. Officers have commenced work to register other eligible forest land owned by Council.

11.  With regard to the carbon credits that will be earned, no decisions have yet been made regarding what should happen with them. They could be banked, used to offset Council’s unavoidable emissions, or sold. If sold, the financial (net) profits could be used to help fund improvements to biodiversity and/or transitioning Council to zero carbon more quickly by investments in those activities that reduce carbon but which may not yet be cost effective on their own. Officers are planning to report back to Council on potential options.

City-wide carbon reductions and responding to climate change impacts

12.  Officers are continuing their work to establish a lead-group to co-design the process for engaging with the community on climate change, including the development of a pathway for the city to reduce its emissions to zero by 2050 and how to respond to forecast climate impacts.

Climate Change Impact and Considerations

13.  The matters addressed in this report have been considered in accordance with the process set out in Council’s Climate Change Considerations Guide.



There are no appendices for this report.   








Author: Jörn Scherzer

Manager, Sustainability and Resilience







Approved By: Helen Oram

Director Environmental & Sustainability


                                                                                     116                                                            08 July 2020

Community and Environment Committee

22 June 2020




File: (20/645)





Report no: CEC2020/4/62


Community and Environment Committee Work Programme







That the work programme be noted and received.








Appendix 1 - Community and Environment Committee Work Programme









Author: Debbie Hunter

Acting Committee Advisor







Approved By: Kathryn Stannard

Head of Democratic Services


Attachment 1

Appendix 1 - Community and Environment Committee Work Programme


Community and Environment Committee – Work Programme – 2020




Cycle 5

9 Sept 2020

Cycle 6

19 November 2020


Work Programme

Committee Advisor




Director’s Report

A Blackshaw




Programme Business Case for CV connection

J Gloag




Update on Council’s Climate Change Work (standard item)

J Scherzer




Report back from the Climate Change Working Group

Cr Briggs




Community Resilience Fund (standard item)

D Hunter




Report back on Flare at Silverstream Landfill

J Scherzer




Final Naenae Spatial Plan

P Maaki




Riverlink Project

T Hurdley




Naenae Pool Project Update (standard item)

S Keatley




Community Engagement on Climate Change

J Scherzer