HuttCity_TeAwaKairangi_BLACK_AGENDA_COVER

 

Community and Environment Committee

 

 

 

2 September 2020

 

 

 

Order Paper for the meeting to be held in the

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

on:

 

 

 

Wednesday 9 September 2020 commencing at 2.00pm

 

 

 

Membership

 

 

Deputy Mayor T Lewis (Chair)

Mayor C Barry

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

 

 

 

For the dates and times of Council Meetings please visit www.huttcity.govt.nz

 

 

 

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 DemocraticServicesTeam@huttcity.govt.nz or calling the Democratic Services Team on 04 570 6666 | 0800 HUTT CITY


HuttCity_TeAwaKairangi_SCREEN_MEDRES

 

COMMUNITY AND ENVIRONMENT COMMITTEE
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

 

PURPOSE:

 

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.

General:

        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.

 

    


HUTT CITY COUNCIL

 

Community and Environment Committee

 

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

 Wednesday 9 September 2020 commencing at 2.00pm.

 

ORDER PAPER

 

Public Business

 

1.       APOLOGIES 

2.       PUBLIC COMMENT

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.       

3.       CONFLICT OF INTEREST DECLARATIONS

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 -  29 September 2020

Proposed Sale of Building and Lease of Reserve Land at Fraser Park to Hutt Valley Gymnastics (20/772)

Report No. CEC2020/5/180 by the Team Leader Parks                                      6

Chair’s Recommendation:

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

5.       Update on climate change work (20/917)

Report No. CEC2020/5/184 by the Manager, Sustainability and Resilience    14

Chair’s Recommendation:

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

6.       Community Funding 2020-2021 (20/926)

Report No. CEC2020/5/183 by the Community Funding Advisor                   20

Chair’s Recommendation:

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

 

7.       Director's Report - Neighbourhoods and Communities Group (20/908)

Report No. CEC2020/5/181 by the Director Neighbourhoods and Communities Group 30

Chair’s Recommendation:

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

8.       Director's Report - Strategy & Engagement (20/912)

Report No. CEC2020/5/182 by the Directors Neighbbourhoods and Communities Group and Transformation and Resources                                                                             36

Chair’s Recommendation:

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

 

9.       Councillor Led Climate Change Working Group Update (20/910)

Report No. CEC2020/5/19 by Councillor J Briggs                                              43

Chair’s Recommendation:

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

 

10.     Information Item

Community and Environment Committee Work Programme (20/956)

Report No. CEC2020/5/92 by the Acting Committee Advisor                         48

Chair’s Recommendation:

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

11.     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  


                                                                                       6                                                 09 September 2020

Community and Environment Committee

22 July 2020

 

File: (20/772)

 

Report no: CEC2020/5/180

 

Proposed Sale of Building and Lease of Reserve Land at Fraser Park to Hutt Valley Gymnastics

 

Purpose of Report

1.    This report seeks approval to sell a Council building and issue a lease for part of Fraser Park to Hutt Valley Gymnastics Inc for the footprint of building and the proposed building extension.

Recommendations

That the Committee recommends that Council:

(i)    notes that, Council has previously resolved to support the development of a gymnastics facility at Fraser Park by Hutt Valley Gymnastics Inc (HVG) through;

(a)     providing a grant to HVG of $500k;

(b)     acting as guarantor for a HVG loan for a further $500k;

(c)     issuing a Reserves Lease for land at Fraser Park to enable the development; and

(d)     supporting the sale of a Council owned building on Fraser Park, formerly occupied by Avalon Rugby Club, to HVG.

(ii)   notes that, this report puts into action the mechanism required to facilitate (c) and (d) above;

(iii)  notes that, in accordance with the Reserves Act 1977, Council will publicly advertise its intention to issue a lease to HVG only;

(iv) notes that any objections to the proposal received as a result of the public notification process, will be reported back to this Committee if these cannot be resolved through discussions with the submitters;

(v)  agrees to enter into a sale and purchase process with HVG for the sale of the building at Fraser Park for a nominal sum of $1, if demanded; and

(vi) agrees to issue a lease for 20-years for the reserve land at Fraser Park occupied by the existing and to be developed buildings as indicated in Appendix 3 attached to the report.

For the reason(s) that the proposal is consistent with Council Policy and ensures continued Council support for the activity

 

Background

2.    Hutt Valley Gymnastics Inc (HVG) has made a number of submissions over the years to Council’s Annual and Long Term Plan (LTP) processes, seeking support for capital funding to assist it with the construction of a purpose built facility at Fraser Park.  The submissions received favourable support with Council allocating $2M in the 2018 LTP.

3.    Recent amendments to Council’s budget priorities however, resulted in the Council resolution, “That Council asks officers to work with Hutt Valley Gymsports, on the basis that an additional $2M was unlikely to be available in the form of a direct grant, given the budget pressures and priorities faced by Council.”

4.    Council has since allocated a grant to HVG of $500K for the 2020/2021 Annual Plan with officers tasked with working alongside HVG to support their funding, sponsorship and planning process. 

5.    A building owned by Council, formerly occupied by the Avalon Rugby Club has been identified as suitable for HVG purposes subject to a redevelopment and extension of the facility.  

6.    This report seeks to formalise Council’s already signaled support for the HVG proposal by approving the sale and purchase of the building only to HVG, and the issuing of a lease for the land under which the building footprint of both facilities resides.  In doing so, HVG will be better placed to plan with certainty particularly in relation to funding applications.

Discussion

7.    HVG is one of 12 gymnastics clubs around Wellington with over 1,500 participants and over 800 registered members.  Gymnastics in recent years has seen a significant 57% increase in participation in the sport between 2011 and 2017. 

8.    HVG has been operating in Lower Hutt for 18+ years and runs a number of gymnastic based sports and activities, both competitive and not so, for all ages of participants from infants as young as 15-months to adults.  HVG is run by a management committee of volunteers.  Its main facility is currently located at a warehouse in Gracefield, although the facility size limits membership to 800.  There is a waiting list despite operating a second smaller facility. 

9.    The development of a larger facility at Fraser Park will help to consolidate HVG operations on one site, accommodate growth of the sport and attract more regional events to the site.   

10.  Preliminary design plans for a “shell’ building has been developed by

11.  HVG considers the securing of the current facility as a major achievement in the process as it will:

a.    assist with its fundraising efforts;

b.    provide a level of security and enable them to plan with confidence; and

c.     reaffirm Council’s intention thus far to support HVG and its proposal

 

12.  HVG are currently applying to numerous funding agencies, including the Lottery Grants Board, for the balance of capital costs to support the redevelopment. Many of these grant funds require proof of ownership of land and/or buildings before considering funding requests.

Surrender of Buildings at Fraser Park

13.  Building rationalisation occurred at the time resident Fraser Park clubs moved into the Ricoh Sports Centre as a part of the Sportsville development.  Each club surrendered its lease (for the footprint of the building) and also signed over building ownership to Council. This applied to buildings that were owned by Avalon Rugby Club, Fraser Park Sports Association (hockey and cricket), and the Fraser Park Squash Club. 

14.  While the intention was to demolish these buildings this has yet to occur due to over-runs in the project budget.

15.  With the reduction in Council funding for HVG development, it became prudent to investigate re-using these current assets where feasible. The sale of the building formerly occupied by the Avalon Rugby Club, if approved, will now enable this project to proceed at a much reduced cost and in a shorter timeframe.

16.  Council has maintained a policy of divesting itself of non-essential buildings for a peppercorn fee of $1, if demanded.  Council considers continued ownership of these types of buildings as a liability, in this case, the (former) Avalon Rugby Club building.  Officers consider the sale of the building as a continued application of the policy.

17.  Despite Council now owning these assets, many Avalon Rugby Club members will feel an affiliation to this building and some may have concerns over the sale. This concern may be heightened by their dissatisfaction with their involvement in Fraser Park Sportsville, where they feel they have not received everything they expected.

18.  Officers have met separately with Avalon Rugby club officials and while they are generally supportive of the proposal, they have now retrospectively enquired about possible financial recognition of the club handing this asset over to Council.

19.  There is no legal responsibility for Council to consider compensation for this building. In relinquishing the lease on land, clubs were required to remove all improvements and return the sites to previous state or pass ownership of these assets to Council.

20.  Council has also supported the clubs significantly through capital and operational funding of the Ricoh Sports Centre and artificial turfs.

21.  While there are well publicised financial issues with Ricoh Sports Centre, Council and Avalon Rugby Club are both part of a group actively working together to resolve these.  From this work there will likely be further in-direct non-financial benefits that the clubs will receive. We will continue to use this mechanism in an effort to resolve any lingering dissatisfaction. 

Site Description and Impact of Lease

22.  Fraser Park measures approximately 29ha and is bisected with a flood protection stopbank.  Land on the river side of the stopbank is owned by the Regional Council.  Land on the residential side is owned by Hutt City Council (Council).  Both areas are managed as reserve land by Council. 

23.  The Park has an activity zoning of General Recreation under the District Plan.  A site plan of the proposed lease area is attached as Appendix 2 to the report.

24.  The proposed lease area measures 0.18ha (more or less) of the total Park area.  The issuing of a lease will have less than minor impact on the public’s use of the balance of the Park.

Options

25.  Given Council’s intentions to date and the allocating of funding in the 2020/2021 Annual Plan, it remains appropriate that this Committee approves to:

a.    sell the building to HVG, and;

b.    approve the issuing of a lease for 1800m2 (more or less) of reserve land to HVG

 

26.  Approving the request is consistent with Council Policy.

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.  Officers will continue to work with HVG to identify climate change opportunities and improvements. 

Consultation

29.  Council’s intention to issue a lease was advertised in the Hutt News on the 25th August 2020.  The purpose of the advertisement is to provide an opportunity for members of the public to make a submission on Council’s intentions either in support of or, against the proposal. 

30.  Results of this consultation will be reported back to Council. Should significant objections be received that cannot be addressed, this will be reported back to the Committee for further consideration.  In the absence of objections. it is proposed that the sale and purchase process, and the issuing of a lease are processed according to the resolution sought in this report.

31.  A copy of the report has been forwarded to the Port Nicholson Block Settlement Trust and Te Runanganui for their information.

Legal Considerations

32.  Council is guided by the requirements of the Reserves Act 1977.  The proposal and process satisfies the statutory provisions.

33.  The lease used will be Council’s generic reserves lease document and include provisions, for example:

a.    A lease term for 20 years (10 + 5 + 5 years);

b.    Building maintenance and insurance obligations for HVG, among other things

Financial Considerations

34.  Council has allocated $500k towards the development with HVG financing the balance of the development costs, estimated to be $1.0M.

35.  The sale of the building to HVG releases Council of costs related to demolition or having to maintain the building to legislative standards.  

36.  In accordance with Council’s Reserves Rental Formula, Council will receive from HVG annual rental of approximately $1,250 + GST based on a total building footprint of 1800m2.

Other Considerations

37.  The Reserves Management Plan guides the use, maintenance and development of the reserves for which a lease or licence is being sought.  The proposal to issue a lease to HVG is largely in accord with the policies and objectives of the Plan.

Appendices

No.

Title

Page

1

Appendix 1 Proposed Sale of Building and Lease of Land to HV Gymnastics - Concept Plan

11

2

Appendix 2 Proposed Sale of Building and Lease of Land to HV Gymnastics - Concept Plan 2

12

3

Appendix 3 Proposed Sale of Building and Lease of Land to HV Gymnastics - Proposed Lease Area at Fraser Park

13

 

Author: Aaron Marsh

Team Leader Parks

 

 

 

Reviewed By: Marcus Sherwood

Head of Parks and Recreation

 

 

Approved By: Andrea Blackshaw

Director Strategy and Engagement

 


Attachment 1

Appendix 1 Proposed Sale of Building and Lease of Land to HV Gymnastics - Concept Plan

 


Attachment 2

Appendix 2 Proposed Sale of Building and Lease of Land to HV Gymnastics - Concept Plan 2

 


Attachment 3

Appendix 3 Proposed Sale of Building and Lease of Land to HV Gymnastics - Proposed Lease Area at Fraser Park

 

PROPOSED LEASE AREA TO HV GYMNASTICS

FRASER PARK

 

  


  


                                                                                      19                                               09 September 2020

Community and Environment Committee

17 August 2020

 

File: (20/917)

 

Report no: CEC2020/5/184

 

Update on climate change work

 

Purpose of Report

1.    Officers provide a regular update on climate change work, in order to implement Council’s organisational carbon target and reduce emissions.

Recommendations

That the Committee:

(i)    notes the update on various work streams to implement Council’s organisational carbon target and to realise emission reductions;

(ii)   notes that Council’s annual emissions from its use of energy and its fleet have decreased compared to the previous year, while emissions from air travel and Silverstream landfill have increased; and

(iii)  notes that the Manager Solid Waste Contracts and the Manager Sustainability and Resilience are working with LMS Energy to install and operationalise a flare at Silverstream landfill.

 

Background

2.    In December 2018, Council established an organisational carbon target to net zero by 2050 (refer PRC2018/5/314), and officers were asked to report back regularly on progress toward that target.

3.    A comprehensive audited carbon footprint every year to measure progress against Council’s target is not cost effective. However, officers will comment on selected emission sources and associated measures and/or outcomes, and annual emissions data if available, to provide an indicator of progress.

Electricity and natural gas use at Council facilities

4.    Compared to previous years, 2019/20 saw a reduction in Hutt City Council’s total emissions associated with electricity and natural gas use, see Figure 1. This is partly due to some minor changes, such as the addition of a pool cover at McKenzie Baths. However, a significant share of the reduction in emissions is likely due to the impacts of COVID-19 since March 2020.

F1: Council’s carbon emissions, 2014-20, in tCO2e

5.    Nevertheless, there have been a number of significant step changes that are expected to enable savings in the future, including the establishment of Council’s Energy and Carbon Reduction Plan 2020-24, and the new Energy Advisor role in place since February 2020.

6.    Fuel switching opportunities exist for a number of Council-operated pools over the next decade. Officers have been progressing (and are on track to complete) detailed investigations and business cases in the lead-up to the development of the next Long Term Plan, for Eastbourne, Huia and Stokes Valley Pool.

7.    With regards to the new Naenae Pool + Fitness, design (including low carbon heating options) is scheduled to get under way before the end of 2020, once consultants are appointed.

8.    Work is also under way regarding the business case for a pool cover at Wainuiomata pool, potentially saving up to 60 tCO2e per season.

9.    At the Dowse Museum and the Events Centre, officers and consultants have completed reports on savings opportunities, and work to realise these is underway.

10.  In addition to identifying future energy savings, our Energy Advisor has also been successful in identifying immediate cost savings. By adjusting energy tariffs payable at various facilities, he is in the process of avoiding $50,000 in annual costs once complete. Further to this, some unnecessary power connections have been shut down, this will avoid a further $12,000 in annual costs. Notably, this means that the annual investment required to employ a dedicated resource on energy management is of net benefit to Council.


 

 

Vehicle fleet

F2: Emissions from the vehicle fleet

11.  The changes to Council’s vehicle fleet over the last year (pooling, electrification, increased efficiencies) have resulted in a reduction in emissions, as shown in Figure 2, albeit the reductions are likely higher than they otherwise would have been due to the impacts of COVID-19 between March and June 2020.

12.  As at 31 August 2020, Council’s fleet includes 13 electric vehicles, and the EV share sits at just over 17%.

Capital goods, purchased goods and services (procurement)

13.  Following a review of its procurement policy, Council’s Corporate Leadership Team agreed to a revised version in July 2020. The new policy has a stronger focus on achieving broader outcomes, beyond value for money.

14.  Officers have also been working on relevant opportunities that could result in emission reductions in individual projects and procurement processes.

15.  The procurement process for Council’s new kerbside collection services included the objective to have 30% of km travelled be made by electric rubbish trucks, and for suppliers to show how we might reach 100% within the term of the contract(s). Decisions on the procurement outcomes are due to be made following Council’s decisions on its preferred collection methodology on 15 September 2020.

16.  For large projects such as Riverlink, officers are considering the use of the Infrastructure Sustainability rating tool to drive better outcomes, including a reduction in carbon emissions.

17.  For the new Naenae pool, officers are considering the use of the NZ Green Building Council’s GreenStar building rating tool, and they recently worked with Akina Foundation to develop a framework to identify and measure the intended broader outcomes of the Naenae Pool project.  This “impact framework” includes the impact on the environment.

Emissions at landfills

18.  Council owns Silverstream landfill and is therefore responsible for the emissions. LMS Energy operates a power plant that generates electricity from captured methane.

F3: Emissions from Silverstream landfill

19.  Council’s liability at Silverstream under the Emissions Trading Scheme (ETS) is based on calendar years. Figure 3 shows the emissions for the last seven years.

20.  The landfill’s emissions for 2019 were higher than in the two previous years.

21.  Looking ahead, Tonkin and Taylor are forecasting that the landfill’s 2020 calendar year emissions will likely be significantly higher than previous years, possibly up to 30,000 tCO2e. This is caused by a disruption to plant operations in the first half of 2020, in turn caused by disruptions associated with the change of ownership of the power plant from Pioneer Energy to LMS Energy, and LMS Energy’s inability to enter NZ as a result of COVID-19 restrictions. With a supplementary flare, such disruptions will be better manageable in the future, and such increase in emissions liability should be avoidable.

Supplementary flare at Silverstream landfill

22.  On 6 May 2020, officers reported back to Council on the case for a flare, in order to supplement the power plant to increase destruction efficiency or to destroy methane when the power plant is not operating. However, further work needed to be carried out on the operating model.

23.  Note that LMS Energy has no direct incentive to invest in a flare, as it does not face the emissions liability for Silverstream, instead Council does.

24.  Officers have now reached in-principle agreement with LMS Energy, for them to purchase, install and operate a flare under contract with Council, subject to satisfactory conclusion of contract negotiations.

25.  In terms of funding, once the flare is operational, Council is likely to make significant savings to its odour management costs. Therefore, officers are looking to re-allocate a share of those funds to the operating costs of the flare. Overall, this is expected to be cost neutral in terms of landfill operating costs and avoids Council making the capital investment. Once in place, the flare would also reduce Council’s future ETS liabilities.

26.  In addition, LMS advises that a flare could be operational by as early as December 2020, which would assist Council in reducing unnecessary ETS costs as soon as possible.

Organic waste reduction initiatives

27.  Council’s proposed changes for its kerbside collection services include a four-weekly green (garden) waste service, although decisions on whether this will be introduced are not due to be made by Council until mid- September 2020.

28.  Further work on food waste is still planned, albeit officers are in discussions with other councils in our region to carry out further analysis and business case development collaboratively, as a joint approach is likely to be more cost effective in the future.

29.  In the meantime, in collaboration with other councils, Hutt City has a waste minimisation portal at www.sortwaste.nz, which aims to bring together resources to enable residents to make more informed decisions, including ways of minimising organic waste going to landfill.

Closed landfills

30.  At the closed Wainuiomata landfill, an empirical assessment of the gas generation and methane concentration is still underway, as part of the work to assess the feasibility of measures to reduce methane emissions there.

Air travel

31.  Emissions from air travel increased in 2019/20, compared to the previous year, as shown in Figure 4 below. This is despite almost no travel between April and June 2020. The increase is largely due to higher than usual domestic travel in July and August 2019.

32.  Going forward, in light of the increased use of remote video conferencing such as MS Teams and ZOOM since the emergency of COVID-19, it is possible that future air travel emissions will be significantly lower than in the past.

Carbon forestry opportunities at Hutt City Council

33.  To recap, Council’s application to formally register the first batch of land in native recovering forest in the East Harbour Regional Park was successful. Work is now under way to assess the formal eligibility, and register other forest land owned by Council.


 

 

F4: Emissions from air travel at Hutt City Council

34.  With regard to the carbon credits that have already been earned and will be earned in the future, no decisions have yet been made regarding what should happen with them. As at 30 June 2020, Council holds 2,150 carbon credits. Officers are preparing a report back to Council on potential options later this year.

City-wide carbon reductions and responding to climate change impacts

35.  Officers are now close to finalising the proposed 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. The group may be able to start its work in September.

36.  Sites for public electric vehicle charging stations are being investigated in the Eastbourne and Days Bays areas. Public consultation on locations will be undertaken shortly, and if favourable, will return to Council with more detail and for approval. Capital and operational costs for the stations will be paid for by other parties. Transport emissions account for over half of the city's overall emissions; therefore actions such as this will contribute to enabling reductions in the transport sector.

Climate Change Impact and Considerations

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

Appendices

There are no appendices for this report.   

 

 

Author: Jörn Scherzer

Manager, Sustainability and Resilience

 

 

 

 

Approved By: Helen Oram

Director Environmental and Sustainability

 


                                                                                      26                                               09 September 2020

Community and Environment Committee

17 August 2020

 

File: (20/926)

 

 

Report no: CEC2020/5/183

 

Community Funding 2020-2021

 

Purpose of Report

1.    The purpose of this report is to 

(a) make recommendations for allocation of the Mauri Ora Community Fund 2020/2021; and

(b) to update the Community and Environment Committee (Committee) on the funding that has been allocated through the Community Resilience Panel under the Community Resilience Fund, since the last meeting of the Committee, held in July 2020. 

Recommendations

That the Committee:

(i)    notes that there is $633K available to be allocated under the Mauri Ora Fund 2020/2021;

(ii)   agrees to the recommended allocations of $442,000 outlined in paragraph 21 of the officer’s report under the Mauri Ora fund 2020/2021;

(iii)  notes that further recommendations will be forthcoming for the remaining  $191,000 targeted at COVID-19 recovery; and

(iv) notes the funding that has been allocated under the Community Resilience Fund since the last meeting of the Committee held in July 2020 outlined in paragraph 31 of the officer’s report.

 

Background

Mauri Ora Fund

2.       In February 2020 Council’s community funding strategy was reviewed to ensure it aligned with the vision and priorities of our new Council.  Phase 1 included an internal review of the criteria and processes priorities for 2020/2021 funding round. 

3.       Council’s Corporate Leadership Team approved the Phase 1 outcome and this was provided to Councillors in the General Manager’s report in April 2020;

4.       Phase 2 includes a wider review of all contestable and discretionary funding to inform Long Term Plan in time for the 2021/2022 financial year. That review is currently underway.

5.       The previous Mahia Atu Partnership Fund and the Mahia Atu Community fund have been collapsed into one fund for 2020/2021 - the Mauri Ora fund which is one-off funding with a focus on COVID-19 recovery.  

6.       Under the 2020/2021 financial year there is budgetary provision of $713K made through the Annual Plan. 

7.       This year, $80K is already committed to the second year of a three year community funding contract with Wesley Community Action. This supports the Hutt Ageing Well Initiative/Network. Representatives from Wesley Community Action are attending the meeting as part of their annual reporting requirements.     

8.       The Mauri Ora fund opened on 1 July 2020 and closed on 31 July 2020.  A total of $633K is available for allocation.

9.       The fund is promoted through Council’s website and was promoted through Council’s Online Grant’s system, which has a database of around 630 made up of community organisations and individuals who have previously applied for funding.  The fund was also advertised through the Hutt News.

 

10.     There were 31 applications received, requesting a total of $1.389M. 

Community Resilience Fund

11.     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. 

 

13.     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. 

 

14.     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;

15.     On Tuesday, 26 May 2020, Council agreed to an additional $30K for the provision of grants of up to $500 for sport and recreation groups.

 

16.     The funds are promoted through Council’s website and Facebook pages.  The funds are continuously open until fully spent.


 

 

Discussion

Mauri Ora Fund

18.     The Mauri Ora fund provides one-off funding with a focus on COVID-19 recovery.

 

19.     In alignment to the Community Funding Strategy 2020-2021, this fund contributes to Council’s vision and is aimed at:

(a)     Those who work closely with communities and harness volunteer power; 

(b)     Those with an equity focus where it is needed most; and

(c)     Those who enable people and communities.

20.     All applications were scored through a matrix system that was developed by the Council’s Community Funding Advisor and Senior Research and Evaluation Advisor.  Criteria included:

-        Clearly making a difference – benefitting diverse group, a priority group;

-        Collaborative approaches – working with others;

-        Well managed organisations – financial reporting, organisation structure, charities commission up to date, evaluation;

-        Community ownership – community led, local group with local volunteers, employee, service provided result of need identified community;

-        COVID-19 – response to an impact.

 

21.     The following recommendations have been approved by Council’s Corporate Leadership Team. More detail is provided in Appendix 1.

 

(a)     The following grants respond to the needs arising in the community from COVID-19  - total recommended $272,000 (43%) as follows:

Group

Recommended $

Food

 

Common Unity

$20,000

Taita Pomare Community Trust

$50,000

Kaibosh

$25,000

Takiri Mai (Food Sovereignty)

$32,000

Employment

 

Youth Inspire

$75,000

Trade School Kitchen

$20,000

Social Isolation

 

ReConnect Hutt City (Age Concern)

$25,000

Te Puna Manawa Drop In Centre, (St David’s Anglican Parish of Naenae and Epuni)

$25,000

 

(b)     Outcomes aligned to Council’s priorities - total recommended $135,000 (21%)

Group

Recommended $

CAB Lower Hutt

$35,000

Ignite Sport Trust

$15,000

Naenae Youth Charitable Trust

$25,000

Moera Community House

$25,000

Wellington City Mission

$10,000

Big Brothers Big Sisters

$25,000

 

(c)     Lower impact and funded in 2019/20 – total recommended $35,000 (6%)

Group

Recommended $

Goodtime Foundation

$10,000

Petone Community House

$5,000

Arohanui Strings

$10,000

Vulnerable Support Charitable Trust

$5,000

Team Naenae Trust

$5,000

 

22.     Total recommended funding under the Mauri Ora Fund is $442,000. 

23.     Officers are currently developing a Recovery Plan in response to COVID-19.  In approving the 2021/22 Annual Plan, Councillors decided not to include any specific allocation for Recovery, opting for this to be funded through reprioritisation of existing budgets, including Community Funding.  As such, officers propose that the remaining $191,000 of Community Funding be retained, with further recommendations to follow as part of the Recovery Plan.

24.     Officers also signalled an intention to identify early funding opportunities coming out of the Recovery Plan work. Given the demand for emergency food during the Level 4 and 3 lockdown, the need has been identified for a more sustainable and resilient food system in Lower Hutt.  Given recent shifts in COVID alert levels, it was felt appropriate to fund this initiative quickly. To get this work underway, Common Unity has additionally been allocated $42k from Council’s Kakano Fund. This will contribute to the development of a Hutt Valley Food Resilience Network which will increase our food resilience overall, and in future emergency situations. 

24.     Based on the recommendations outlined above, the following groups will not receive funding from the Mauri Ora Fund, due to lack of alignment to the criteria:

          Porirua Living Without Violence        Wellington Boys and Girls Institute

          Te Whare Tane                                     Petone Budget Service

          Kiwi Trust                                             Toku Reo Charitable Trust

          Big Buddy Mentoring Trust                 Wharekai Pepe Breastfeeding

          Epilepsy New Zealand                         Massey Avenue Bowling Club

          The Family Centre (Pasefika Ola Manuia)     

 

25.     These applicants will be contacted and provided with information on other  funding opportunities. 

 

26.     All recipients under the Mauri Ora fund will be allocated a Council officer to support their services and to also enhance, where possible, further collaboration with Council.

27.     Council’s website will be updated to reflect organisations that have been granted funding.

28.     Organisations will be required to report on their initiative in a round-the-table forum amongst other recipients of the fund.  This will also be reported back to Council.

29.     One year funding agreements are not ideal for some groups and may be seen as a step backwards for those who have received multi-year funding previously.  Multiyear funding reduces administration, and gives groups the certainty and the ability to be future focused.  However we consider this the most appropriate approach for this year, and multi-year funding is being considered in the wider review now underway.

Community Resilience Fund

30.     To date a total of $40,193 has been allocated by the Panel.  A total of $10,836 is through the Sport and Recreation criteria.

 

31.     Since reporting at the last meeting of the Committee, the Panel have granted funding to the following groups:

COVID Response

 

Organisation 

Project

Granted

Team Naenae Trust

Working alongside Rata Street and Naenae Primary School to provide free masks for tamariki

$990

Te Ara Whanui

To support tamariki in a cultural event

$600

Common Unity Project

Costs associated to running free community workshops for making masks

$1,000

Sport and Recreation

 

Wainuiomata Rugby Club

$197

Boulcott’s Farm Heritage Golf Club Inc

$500

Hutt Valley Runners          

$500

Petone Rugby Football Club 

$242

Riai Aikido Belmont          

$409

Stokes Valley Tennis Club

$400

Wainuiomata Athletic & Harrier Club Inc

$500

Wainuiomata Rugby Football League Club      

$312

D Sport Inc               

$500

Wainuiomata Junior Hockey Club          

$500

 

32.     A total of $89,807 is still available to be allocated under this fund. Should this fund not be fully allocated before then, we propose the remaining balance also be applied to initiatives out of the Recovery Plan.

Climate Change Impact and Considerations

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

 

34.     The wider Community Funding review will consider the impact of this allocation on climate change, including whether climate change criteria should be included in the decision-making process.

Legal Considerations

35.     Funds must be used only for the purpose for which they were sought and/or approved.

 

36.     Funds must be used within 10 months of the recipient being notified of their successful application.

 

37.     Recipients are required to inform Council immediately if any difficulties arise which may compromise the service or project.

 

38.     A complaint must be laid with the Police if any funds received under this scheme are stolen or misappropriated.  Council must be notified of all such complaints to the Police.

 

39.     The recipient must allow an audit on the use of Council’s funds should Council wish to undertake such an audit.

 

40.     The recipient must recognise the support of Council in appropriate publicity material, annual reports and similar publications.

Financial Considerations

41.     Under the 2020/2021 financial year there is budgetary provision of $713K made through the Annual Plan for the Mauri Ora Fund.

42.     Council agreed that the unallocated funds for the Community Resilience Fund through the 2019/2020 be carried over to 2020/2021 for allocation. 

 

 

 

Appendices

No.

Title

Page

1

Appendix 1 - CEC Community Funding 2020-2021

27

 

 

 

 

 

Author: Debbie Hunter

Community Funding Advisor

 

 

 

Author: Melanie Laban

Head of Community Projects and Relationships

 

 

 

 

 

 

Reviewed By: Andrea Blackshaw

Director Neighbourhoods and Communities

 

 

 

Approved By: Jo Miller

Chief Executive

 


Attachment 1

Appendix 1 - CEC Community Funding 2020-2021

 

APPENDIX 1 - COMMUNITY FUNDING 2020-2021

1.  COVID 19 response to impact  recommend funding of $272,000:

Food

 


Group

Recommend

Notes

Common Unity

 

Requested $86.688

$20,000

$42k already committed to this group from 2020/21 - Kakano Fund (seed funding) towards food network supported by Healthy Families.  Regarding request to this Mauri Ora Fund – thinking still being developed and we will continue to work with them on this - see below notes

 

2019/2020 Support from HCC: $20k Environmental and Sustainability

Taita Pomare Community Trust

 

Requested $61,620

$50,000

Rental space for Taita foodbank and coordinator to be located in Taita shops.  This initiative is a collaboration with Oasis Church.  Have received funding via MSD $75K 

 

2019/2020 support from HCC: $40K community funding for community programmes. 

Kaibosh

 

Requested

$50,000

$25,000

New Storage facility for kai receiving and distribution depot.  Group has also applied to MSD.  Kaibosh are still looking for a suitable warehouse/facility within Lower Hutt

Takiri Mai (Food Sovereignty) Wainuiomata

 

Requested

$32,000

$32,000

To create a food hub where the community can learn and share new concepts related to food

 

2019/2020 support from HCC: $40K Mahia Atu Fund for an afterhours outreach programme in Wainuiomata

Total

$127,000

 




Employment

 

Group

Recommend

Notes

Youth Inspire

 

Requested

$150,000

$75,000

To reduce unemployment in Lower Hutt through the Youth Employability Programme, the Rangatahi (18-24 yrs) Learner and Restricted Driver Licence and through the ongoing pastoral support provided.  Council also supports through providing space for them to operate at Wainuiomata Hub and Walter Nash Centre where they pay rent to only cover overheads.

 

2019/2020 support from HCC: $175K Mahia Atu Partnership Fund

Trade School Kitchen

 

Requested

$52,500

$20,000

$10k is already committed from HCC City Growth team to Trade School Kitchen (TSK) to provide training opportunities for rangatahi and physical changes to the TSK space to improve connectivity with Hillary Court.

 

Recommended amount of $20k recognises this existing commitment and the key role of TSK within the Naenae town centre.

 

To develop and deliver additional Trade School industries training and employment pathways in the Hutt Valley for our rangatahi those facing barriers to securing employment, and people re-entering the community after time in prison

Total

$95,000

 


 

Social Isolation

 


Group

Recommend

Notes

ReConnect Hutt City (Age Concern)

 

Requested

$45.178

$25,000

To improve the wellbeing of Hutt City seniors, improve the strength and mobility of Hutt City seniors, reconnect into society and everyday life after COVID19 pandemic

 

2019/2020 HCC Support - $15,000 from Mahia Atu Fund - $7,500 has been put towards this project c/o from Mahia Atu Fund 

Te Puna Manawa Drop In Centre (St. David's Anglican Parish of Naenae and  Epuni)

 

Requested

$47,580

$25,000

Provide support and connection for those struggling with addiction, lack of housing, employment, mental health and criminal justice system

 

 

Total

$50,000

 

GRAND TOTAL

$272,000

 

 

2.  Outcomes aligned to our priorities – recommend funding of $135,000:


Group

Recommend

Notes

CAB (Lower Hutt)

 

Requested $52.513

$35,000

Funding is recommended at a smaller amount than previous years to signal support of their mahi. We will also connect them to additional potential funding sources.

 

2019/2020 - $52K annually through Annual Plan

Ignite Sport Trust

 

Requested

$50,000

$15,000

Youth development organisation that encourages supports and inspires young people to make wise choices and to reach their potential.  Assist young people 11-24 to realise their full potential.  Working in Wainuiomata Intermediate, Wainuiomata High School, Naenae College, Taita College, Hutt Valley High School, St Bernards College, Hutt Valley Teen Parent Centre

 

2019/2020 HCC Support - $15,000 from Mahia Atu Fund.  2020/21 – HCC have set aside $200K for the purpose of upgrading Bell Park. IS have been given free rent by HCC until they vacate from their space situated upstairs at the Petone Library.  They are expected to move to Bell Park

Naenae Youth Charitable Trust

 

Requested

$50,000

$25,000

Connecting with young people outside of the Boxing Academy premises, tamariki 9-19 years.  Holistic service

 

2019/2020 HCC support - $15,000 from Mahia Atu Fund 

Moera Community House

 

Requested

$80,000

$25,000

Support for operation of Moera Community House to build wellbeing, provision of the Tomatis Neuro-Auditory Listening Programme to help children, provision of regaining the power programme to help families to learn lifestyle skills

 

2019/2020 HCC support - $40,000 from Mahia Atu Fund


Wellington City Mission

 

Requested

$44,436

$10,000

Contribution to providing community social workers operating from WNC and KSV


 

Big Brothers Big Sisters

 

$50,000

$25,000

Enhance the quality of life of disadvantaged children in the Hutt Valley.  Pairing them with volunteers – mentors

 

2019/2020 HCC support - $7,500 from Mahia Atu Fund

GRAND TOTAL

$135,000

 

 

3.  Outcome alignment and funded in 2019/20 recommended funding of $35,000:


Group

Recommend

Notes

Goodtime Foundation

 

Requested $100,000

 

$10,000

Youth development music scholarship programme that allows 20 aged 8-13 at risk tamariki from low decile schools in the Hutt Valley region to have free music lessons.  Also to provide 30 mentor/volunteers leadership positions for teenagers aged 14-19 from the Hutt.

 

2019/2020 HCC support: $35,000 through Mahia Atu fund

Petone Community House

 

Requested

$10,000

$5,000

Free community room project to help people and groups to recover from COVID19 and support people coming back or out to events, groups and activities in the community.

 

2019/2020 HCC support: withdrew their application from the Mahia Atu fund

Arohanui Strings

 

$40,000

$10,000

Provide music classes to children in low income / high deprivation areas. Social justice is the primary focus, with music as the vehicle.

 

2019/2020 HCC support: $10,000 through Community Arts and Culture Fund

Vulnerable Support Charitable Trust

 

Requested

$10,000

 

$5,000

Providing school lunch project to their partner’s schools Arakura, Taita Central and Pomare Schools.  Providing lunch food for tamariki in these schools. Funding is to ensure lunches continue pending the government roll out of their free and healthy school lunches programme

 

2019/2020 HCC support: $7,500 through Mahia Atu Fund

Team Naenae Trust

 

Requested

$43,000

 

$5,000

$20K already committed from City Growth team towards Market and 2 festivals. 

 

To offer programmes and events that provides communities with opportunities.  Community based activities and programmes for the community that promote a sense of wellbeing and meaningful social interaction and that prevent social isolation.

 

2019/2020 HCC support: $10,000 through Mahia Atu Fund

GRAND TOTAL

$35,000

 

 

                 


                                                                                      35                                               09 September 2020

Community and Environment Committee

14 August 2020

 

File: (20/908)

 

 

Report no: CEC2020/5/181

 

Director's Report - Neighbourhoods and Communities Group

Purpose of Report

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

Recommendations

That the Committee notes and receives the report.

 

Overview

2.    As you will see in this report, Covid 19 continues to significantly impact community services and facilities.  Post the initial lockdown period, many activities had started to return to normal attendance levels. However, the recent move into Level 2 has seen some activities again restricted.  Activities have been cancelled where they involved over 100 people or where social distancing could not be maintained.  Most community sport is continuing but in some cases without spectators.

3.    There are several impacts from this.  Our community have fewer opportunities to connect and be active and/or creative, and in some cases our revenue is significantly reduced.

4.    There is also a significant impact on staff who are required to make changes as levels shift, support contact tracing and carry out a range of additional health and safety measures daily.  There can also be additional stress in dealing with member of the public who question Covid management measures. With staff showing any signs of Covid-like illness required to stay home, in some cases we are unable to meet our usual service levels. We are managing this on a day to day basis with a focus on the wellbeing of both staff and the community.

5.    As well as the activities out lined below, managers are all working on baseline budget reviews and activity management plans to inform the Long Term Plan work.

 

6.    In July Andrea Blackshaw was appointed as Director of Neighbourhoods and Communities.

 

Community Hubs, Projects and Relationships

 

7.    Wainuiomata Community Matariki Celebration was held at the Hub and was well attended by locals. The hub was gifted a Pou/Kaitiaki for wharenui (meeting house) to help keep the whare warm and safe, and to help children connect with Te Aro Maori (Maori world view).

 

8.    School Holidays programming occurred in Level 1 and was extremely popular across all hubs, attended by both young people and their whanau.  Sporting activities, basketball and netball trainings and games were well underway at Walter Nash in Level 1.  However as a result of Level 2 restrictions, changes were made to the timing of various sports leagues and limits placed on spectators.

 

9.    Prior to Level 2, there had been noticeable increase in groups requesting to utilise space for community led programmes and/or community members asking to contribute towards existing programmes. Community use of Hubs was also heading back to pre Covid levels.

 

10.  Online content continues to be offered and maintaining a level of both local engagement and programming as we transition across the Covid levels.

 

11.  Walter Nash Centre earthquake strengthening still has not progressed, which is limiting full use of the Centre. 

City Safety

12.  Community Patrols: The number of patrols going out across the Valley continues to increase, as volunteers become more confident to venture out.   The Petone team recently adopted a targeted approach to their patrolling resulting in a number of positive outcomes.

13.  CCTV Suite: Footage captured on camera footage has been instrumental in helping Police make arrests over the last couple of months.

Community

14.  First refugee/migrant network meeting post Level 4; this was very well attended and some good relationships are being formed.

15.  Te Awakairangi Youth Development Network (TAYDN) held their third event this year, which was focused on self-harm.  This was well attended by youth sector with great feedback received. TAYDN also advised its members that as result of Covid and financial pressures, membership is free for 2020.

16.  ‘Growing Epuni Together’ project to be delivered alongside the Kainga Ora housing development had its two year roadmap confirmed.  A process is currently underway to identify a local Epuni Kaitiaki group to drive the delivery of this mahi.

17.  Te Aroha Kai have secured their own location in Taita Shopping Centre to deliver their service to the community.  This collaboration is with Pomare House, Oasis Church and Kokiri Marae.

18.  Symphony in the Hutt has secured funding for its community concert at Walter Nash centre on 4 September 2020.  Previously this event has attracted approximately 1,000 people, mainly locals from the Northern and Eastern ward communities. This event is held the day after the Hutt Valley Sports Awards. Both events are reliant on returning to COVID level 1 to go ahead.

Libraries

19.  Central government has set up a National Library Partnership Programme, comprising $58m funding over two years for public libraries in New Zealand to aid with social and economic recovery from Covid19.  This year and next, Hutt City Libraries will receive:

·     $40k per annum as a fee waiver for National Library subscription content.  We are exploring options for using these funds to invest in new subscriptions to online content, to support our communities with their upskilling, training and entertainment needs.

·     Approximately $140k per annum in staffing secondment salaries, for new positions to lead and develop sustainable library services in key areas such as digital inclusion, supporting and assisting job seekers and learners, Te Reo and mātauranga Māori, supporting local iwi, and Library workforce development to support an increasingly diverse workforce.  Implementation details are being worked through now, with a view to getting the first part of this programme up and running by calendar year’s end (2020). 

20.  We are moving into implementation of the 2020/21 Annual Plan budget savings, including reduced opening hours at War Memorial Library.  Consultation with staff on proposed new roster patterns as part of this commenced 17 August.

Museums

 

Covid-19 response

21.  At Alert Level 2 Museums facilities (The Dowse and Petone Settlers Museum) have been open to the public with contact tracing, increased hygiene and social distancing.

22.  School groups were still able to visit as previously planned following Ministry of Education guidelines.


 

Programmes

23.  Programmes and exhibitions onsite and externally are being well received.

24.  The exhibition refresh of the Nuku Tewhatewha display is now underway with a proposed reopening planned for October 2020. Nuku Tewhatewha is currently closed to the public.

Facilities

 

25.  Seismic strengthening work on Little Theatre is waiting on consent to proceed. It is currently closed to the public and all medium term advance bookings have been postponed or cancelled.

26.  The Dowse internal works are now complete.

Parks & Recreation


Pools + Fitness

27.  It is pleasing to see that most activity at pools returned to normal under Level 1 restrictions apart from Learn to Swim and schools swimming where some parents and teachers remained cautious and have delayed their returns until later in the year. With the recent move back to Level 2, visits to pools have again slowed.

28.  Level 2 restrictions have meant a change in how we deliver Learn to Swim lessons requiring closure of pools to the public during these times. This move has been received positively by customers and the public so far.

29.  It is pleasing to see that Fitness Suite memberships, visitations and revenue have continued to grow during all Covid levels, reaching 1,550 members in August.

30.  Hutt City Council was successful in receiving $27M from the government Shovel Ready Fund for the rebuild of Naenae Pool.

Recreation

31.  Most programmes returned to normal during Level 1 with the Pukatakaro Play Project, Street Play events and Build ‘n’ Play programmes fully booked through until November.

32.  The recent move to Level 2 restrictions has necessitated a change in how these programmes are delivered however most are continuing under the new delivery method.

33.  The Active in the Hutt and Healthy Families teams have been recognised by the Community Play Initiative being named as a finalist for the Sport NZ Community Impact Award.

34.  The team continues to work with Wainuiomata Sportsville and Hutt Valley Gymnastics on project and facility development which has been supported through Council funding allocations.

35.  The Fraser Park Sportsville Working Group has met three times and is making good progress towards a new operating model. A Council briefing on this was scheduled for September but has been moved to October to enable key personnel from Fraser Park Sportsville to attend. Council’s contract to manage Ricoh Sports Centre finished on July 25, and the centre is now again being managed by staff employed by the Fraser Park Sportsville Board. We are also working with the Board on some of the quick wins identified in our meeting of founding clubs, including finding ways to provide more storage. The new caterer looks to be attracting new customers to the centre and is receiving good reviews.

Parks and Reserves

36.  Maintenance and Capital Projects for Parks had recommenced under Level 1 with planning work for Kelson playground, Manor Park shared path, Naenae Park walkway and bridge, and demolition of Fraser Park grandstand current priorities.

37.  Work programmes for sports fields have been adjusted to take account of seasons being slightly shifted and reduced for sporting codes due to Covid.

38.  The Reserve Management Plan for Williams Park is commencing this month beginning with engagement with stakeholders. The Wainuiomata Reserves review which was on hold due to Covid has also recommenced.

39.  The Sports Ground Maintenance Contract tender process concluded in August with Mexted’s Specialist Surfaces being awarded this contract. Mexted’s specialise in sports surfaces and have won a number of local Council contracts over the last three years. The tender process was developed with assistance from the Akina Foundation to ensure it includes wider benefits for the community, in particular relating to local employment and training opportunities and reduced environmental impact.

40.  Downers, the current contractor, had managed this work for over 30 years. They will continue to deliver other Parks related contracts.

Healthy Families

41.  The Healthy Families team continues to support Council and the community in exploring opportunities to improve food security and resilience through employing a systems approach.

42.  The team have supported Upper Hutt City Council (UHCC), through funding from the DHB, to adopt a comprehensive Smoke Free Open Spaces policy which aligns with a similar policy adopted by Hutt City Council three years ago. This was resolved by UHCC in July. Further funding has been secured from the DHB to kick start the implementation of the policy in Upper Hutt.

43.  The team continues to support the Transport team in implementation of the Knights Road and Jackson Street Active Streets Projects.

44.  The team continues to support the Community Play Initiative. 

Climate Change Impact and Considerations

 

45.  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.

Appendices

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 Neighbourhoods and Communities

 


                                                                                      42                                               09 September 2020

Community and Environment Committee

17 August 2020

 

File: (20/912)

 

 

Report no: CEC2020/5/182

 

Director's Report - Strategy & Engagement

 

Purpose of Report

1.    To provide the Committee with an update from the Strategy and Engagement Group. 

Recommendations

That the Committee notes and receives the report.

 

Background

2.    This is the first Director’s report from the Strategy and Engagement Group which was formed on 1 June 2020 as part of the new structure.  It is currently being managed by two Directors until the newly appointed Director of Strategy and Engagement commences with Council in September 2020. 

Promotions and Events

Strategy

3.    Council’s approach to Promotions and Events is transitioning to align with the priorities of the current Council and also the Long Term Plan 2021/31, currently under development. This plan will provide guidance on how events, promotion and commercial partnerships should contribute to community wellbeing and economic development.

4.    Meanwhile, the team has completed a one-year work plan as part of our emergency budget, which has been approved by CLT.  This focuses on supporting the community to run events, including providing advice, tools and resources, and working to attract events to our city.

5.    All current work aligns with Covid-19 levels set by the Government.

Partnerships

6.    As the face of business changes in New Zealand post Covid-19 and the focus shifts to rebuilding the economy it is important to manage the expectations of partnerships and sponsorship outcomes. With this in mind, the team continues to spend time nurturing current relationships rather than growing new relationships.

Events

7.    Hutt’s Got Talent is on the agenda for early 2021 as this is a partnership with the Goodtime Music Academy, who are currently operating under limited capacity.

8.    Our team supported the Sweet As Hot Chocolate Challenge by creating a Make-your-own-Hot-Chocolate bar on Andrews Ave.  This raised over $500 and plenty of non-perishable food items for the Lower Hutt Food bank.  The team served more than 200 Hot Chocolates during this time.

9.    To align with the updated work plan, the Events Manager and the Acting Head of Promotions & Events have met with teams across Council as well as some community groups to see how we can support their events to succeed.  This has been met with a favourable response from community groups.

10.  The online toolkit is underway and almost ready to go live.  This will be an online resource for anyone wanting to run an event in Lower Hutt.  The team used the downtime of Covid-19 to create an Events resources/toolkit for community event organisers so that as we pivot away from running our own events we are working on ways to support our community to run events. Toolkits are currently being developed for event marketing, waste minimisation, accessibility, sponsorship, the consents process and working with Healthy Families to create resources for smoke free events, alcohol free events, water only events and supporting healthy kai events.

11.  Council’s Commercial Events Developer is working alongside the Lower Hutt Events Centre to build connections resulting in corporate sales for the venue.

12.  Internal events the team has worked on:

·    WREMO medal ceremony

·    Beltway Sod Turning

·    Archives - Heritage Week

·    Event for property developers around plan change 43

·    MTFJ Graduations

13.  Here is an example of the external events the team is working alongside community to deliver:

·    Manaaki Ability Trust - Run Event

·    Local Wainuiomata youth - skate event fundraising for upgrade of Wainuiomata Skate Park

·    Oasis Church – Christmas event in Naenae

·    Weltec - Samoan Independence Day event

·    Goodtime music - Hutt’s Got Talent

·    Love Wainuiomata - Christmas in the Nui

·    Petone Community Board - Driftwood sculpture competition

·    Pomare Taita Community Trust and other groups – Waitangi Day event

14.  The Citizenship Ceremony scheduled for September has been cancelled due to Covid-19. Next possible date is 26 November.

Tourism and City Promotion

15.  Hutt Valley Covid-19 business response team

      The team continues to work closely with Hutt Chamber of Commerce and UHCC sharing insights, learnings and tools to share with businesses. Facilitating and helping build resources for businesses including livestreams and sector-specific support. Continuing to make direct contact with business to check-in, provide advice and link to help and linking in with Jackson Street Programme, Love Wainuiomata, Seaview Business Association and WellingtonNZ. huttvalleynz.com acts as an info hub and more resources and updates are made regularly based on business feedback – such as face mask providers webpage seen by 1300 people in three days.

16.  #lovelocal

      The team continue to support local business by promoting #lovelocal and experiences on offer to residents and the Wellington region. This includes several regional partnerships by advocating for and enabling Lower Hutt businesses to be part of “At Yours” eatery delivery directory, the “Greatest Hits” eatery promotion, plus local tour and attraction deals as part of WellingtonNZ’s domestic campaigns.

17.  Wainuiomata Heartland Ride

      Our team has led the partnership between Love Wainuiomata and Council to develop the Wainuiomata Heartland Ride and engagement with the community via a working group and related businesses that can benefit from the trail.

18.  Remutaka Cycle Trail development

We, alongside our Remutaka Cycle Trail partners (neighbouring councils and agencies) have received $45,000 from MBIE for a trail manager to further develop the trail, grow business and further engage our communities with the potential economic, enviro and social benefits of the trail. Our city promotion manager has led the development of the experience plan, defining the new role and is assisting in recruiting - aiming towards a September start date. The trail’s development has the potential to ignite returning spend and be a great regional catalyst for neighbouring businesses and communities.


 

Communications and Marketing

Covid Communications

19.  For the last 4 months the team has had a strong focus on Covid communications, both on behalf of Emergency Operations Centre, and Council. Our EOC role required us to provide support 12 hours a day, 7 days a week for 2 months, requiring great agility and flexibility from staff, who all went the extra mile to make sure our community had the information and support it needed.

20.  The team also supported the development and roll-out of Council’s contact tracing system and the virtualisation of our contact centre.

Community Engagement

21.  Two major engagement projects have been delivered, with consultation documents and engagement campaigns developed the delivered for Rubbish and Recycling and the Draft Annual Plan/Long Term Plan Amendment. The Rubbish and Recycling campaign received over 4000 submissions – the largest that can be recalled.

Risks

22.  Given the number of large projects either underway or about to be, and the increased demand from COVID level changes, there are resource pressures for the team. We will endeavour to resolve these through the upcoming base budget review and activity plans.

Strategy and Planning

Long Term Plan

23.  Good progress is being made on preparations for the development of the 2021-31plan. From a governance perspective, additional meetings of the LTP/Annual Plan Subcommittee have been scheduled for 24 September, 27 October and 30 November. This will enable elected members to provide direction to officers as development, drafting and engagement progresses.

24.  A number of reports are under development for delivery to the Subcommittee on the 24 September on:

·    Strategic context and key assumptions

·    Development Contributions Policy – high level principles

·    Financial Strategy – includes Revenue and Financing Policy, Rating policy

·    Three Waters – investment options (follows on from briefing from Wellington Water Ltd)

·    Transport – update on significant projects, includes Cross Valley Connection, Eastern Bays cycleways etc.

25.  Engagement with senior leaders from across our organisation has included discussions covering:

Our purpose

 

26.   To ensure our city and all of our people thrive. We want to be a dynamic and resilient city with active citizens and vibrant connected neighbourhoods.

·    Hapori Ora – Thriving Communities: a Thirty Year City Plan

This included discussion about the trends and insights across areas such as environmental, economic, technology etc.

·    LTP 2021-2031, including base budget review and activity management plans outlining options for our organisation to improve effectiveness.

Discussions included what success would look like and a discussion about how we will undertake the base budget review.

 

27.  Planning for engagement in partnership with mana whenua is underway.  Our inclusive approach will ensure our priorities are aligned and we work in harmony and close co-operation in the preparation of our improvement plans.

Homelessness Strategy

28.   The Principal Policy Advisor is presenting the first annual update on Council’s actions in response to homelessness as part of the Lower Hutt Homelessness Plan and its role in homelessness more broadly at the Policy, Finance and Strategy Committee on 7 September.

29.  The three Council funded actions relate to the strategic priorities of preventing homelessness, improving the supply of suitable accommodation, and also improving the understanding of homelessness in Lower Hutt. Officers began work on the actions and funding processes from late June 2019.  The update provides the key points from the data and reporting to July 2020.

Heritage Policy

30.  Work on the Heritage Policy review is progressing and involves senior managers from across the organisation including The Heads of Museums, Libraries, Strategy and Planning, Environmental Policy, Communications and Marketing and the Corporate Information Officer.

31.  This work has strong links to the review of District Plan’s heritage chapter which is about to start.  Having an agreed Heritage Policy will provide the vision, outcomes and principles needed to underpin this review and focus engagement, discussion and debate on the overarching policy.  This provides a unique opportunity to work with our community to develop an agreed approach to heritage in the city – in all its shapes and forms - for its sites of significance, taonga, stories and built heritage.

32.  The review District Plan’s heritage chapter can then be focused on enabling achievement of that agreed approach. 

Recycling and rubbish engagement and consultation

33.  Strategy and Planning has worked with colleagues from across the organisation to deliver the engagement and consultation, submissions analysis and reporting for proposed changes to the city’s recycling and rubbish system.  The response has been excellent in terms of engagement with the number of submissions being the largest for some time. This represents this issue’s importance to our communities. 

34.  A Council briefing on the engagement activity, submission results and the process was held on 24th August.  The submissions’ hearings were held on 28th and 31st August.  Council will makes its final decisions on the solution by Tuesday 25th September.

Appearance Industries Bylaw

35.  The hearing was held on 3rd August and a paper with recommendations on the final contents of the bylaw is going to the Policy, Finance and Strategy Committee on 7th September. The Committee will make recommendations to Council to consider at its 15th September meeting.

Customer Services

36.  Customers Services (Contact Centre and front counter) have been experiencing higher call levels and walk-ins due to Covid condensing the time period for dog registration, rates and rates rebates.

37.  We continue to field a high number of calls on Covid level change and the impact on our services.

38.  During the initial lockdown period we were quickly able to move our contact centre to virtual operations meaning our team can work from home and provide a seamless service. This will now be able to be rolled out quickly for any future lockdown events.

Democratic Services

39.  Organised and provided meeting support and advice for 52 Council/ committee/subcommittee/community board meetings since January 2020 compared to 42 at the same time last year.

40.  Organised and provided support for 18 Council briefings since January 2020 compared to 10 at the same time last year.

41.  The Covid-19 pandemic halted several meetings.  With the co-ordination and co-operation between Council’s IT and Democratic Services all meetings will be held via ZOOM if alert levels rise.

42.  Provided administrative support for 202 on-licence renewals/managers’ certificates and renewals since January 2020.

43.  Review commenced on the corporate agenda programme.

44.  Work commenced on the yearly meeting schedule for 2021 and 2022.

45.  Review to commence on the Committee Structure.

Issues

46.  The current volume of enquiry requires additional team capacity and Democratic Services is actively recruiting to a new role to support Council.

Risks

47.  A significant increase in the number of meetings and briefings required by Council requires more support to manage and organize. Council decision making must follow defined processes in order to be legally compliant so additional focus and capacity to manage complex scheduling of activities is required.

Climate Change Impact and Considerations

 

48.  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.

Appendices

There are no appendices for this report.    

 

Author:           Wendy Moore, Head of Strategy and Planning

 

Author:           Kathryn Stannard, Head of Democratic Services

 

Author:           Stephen Beckett, Acting Communications and Marketing Manager

 

Author:           Lizzie Edwards, Acting Head of Promotions and Events,

 

Author:           Gavin Bird, Acting Team Leader, Customer Services

 

 

Reviewed By: Anna Welanyk

Director Transformation and Resources

 

Approved By: Andrea Blackshaw

Director Neighbourhoods and Communities

 


                                                                                      44                                               09 September 2020

Community and Environment Committee

14 August 2020

 

 

File: (20/910)

 

 

 

Report no: CEC2020/5/19

 

Councillor Led Climate Change Working Group Update

 

 

 

Purpose of Report

1.    For the Committee to be updated on the Councillor led Climate Change Working Group, “Working Group” and to consider recommendations from the Working Group for the draft Long Term Plan.

 

Recommendations

 

That the Committee

 

(i)      notes and receives the contents of the Memorandum;  

(ii)     requests that the draft Long Term Plan has a Chapter on Climate Change, including an Action Plan and Measurements and that the four wellbeings are considered;  and

(iii)      recommends that the importance of Climate Change action is embedded in all parts of the draft Long Term Plan.

 

Background

2.       At the Community and Environment Committee meeting held on 8 July 2020, the Committee agreed to the Working Group’s Terms of Reference, attached as Appendix 1 to the report. 

3.       The Working Group has had discussions about how best to incorporate Climate Change in the draft Long Term Plan.  At this point in time, the Working Group is seeking support from this Committee to give high-level direction to officers who are currently drafting the Long Term Plan.   

4.       The Working Group will have further discussions, including with officers, as the document is written and the Working Group may come back to this Committee at a future meeting with further recommendations for specific details for the draft Long Term Plan.

 

Appendices

No.

Title

Page

1

Appendix 1 - Councillor led Climate Change Working Group - Terms of Reference 2020

45

 

 

 

 

Author: Josh Briggs

City Wide Councillor

 

 

 

 


Attachment 1

Appendix 1 - Councillor led Climate Change Working Group - Terms of Reference 2020

 

TERMS OF REFERENCE

 

Membership

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.

Background

▪        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.

Objectives

 

▪        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.

Scope

▪        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.

Exclusions

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.

 

 

 

 


                                                                                      48                                               09 September 2020

Community and Environment Committee

21 August 2020

 

 

File: (20/956)

 

 

 

Report no: CEC2020/5/92

 

Community and Environment Committee Work Programme

 

 

 

 

Recommendation

That the work programme be noted and received.

 

 

Appendices

No.

Title

Page

1

Appendix 1 - Community and Environment Committee - Work Programme - 2020

49

 

 

 

 

Author: Debbie Hunter

Acting Committee Advisor

 

 

 

 

 

 

Approved By: Kate Glanville

Senior Democracy Advisor

 

 


Attachment 1

Appendix 1 - Community and Environment Committee - Work Programme - 2020

 

Appendix 1

Community and Environment Committee – Work Programme – 2020

 

 

 

Description

Author

Cycle 6

19 November 2020

Pending

Fraserpark Sportsville

A Blackshaw

X

 

Director’s Report - Neighbourhoods and Communities Group

A Blackshaw

x

 

Director’s Report – Strategy and Engagement 

A Blackshaw

X

 

Progress Report on the CV Transport Connections Project

J Gloag

X

 

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

J Scherzer

X

 

Update on Councillor Led Climate Change Working Group

Cr Briggs

X

 

Work Programme

Committee Advisor

x