HuttCity_TeAwaKairangi_SCREEN_MEDRES

OVERVIEW:

This Committee assists Council in setting the broad direction of the city, discharging statutory functions, and overseeing organisational performance.

The Committee is aligned with the Transformation & Resources, and Strategy & Engagement, Directorates.

Its areas of focus are:

§ Long term/high level strategic focus

§ Long Term Plan/Annual Plan oversight

§ District Plan oversight

§ Housing/homelessness

§ City growth/economic development

§ Financial and non-financial performance reporting

§ Oversight of Property Working Group

§ Oversight of strategies and policies

§ Bylaw development

§ Oversight of CCOs/approval of SOIs

PURPOSE:

To assist the Council in setting the broad vision and direction of the city in order to promote the social, economic, environmental and cultural wellbeing of the city’s communities in the present and for the future. This involves determining specific outcomes that need to be met to deliver on the vision for the city, and overseeing the development of strategies, policies, bylaws and work programmes to achieve those goals. This committee is also responsible for monitoring the overall financial management and performance of the Council Group.

DELEGATIONS FOR THE COMMITTEE’S AREAS OF FOCUS:

§ All powers necessary to perform the Committee’s responsibilities including the activities outlined below.

§ Develop required strategies and policies. Recommend draft and final versions to Council for adoption where they have a city-wide or strategic focus.

§ Implement, monitor and review strategies and policies.

§ Oversee the implementation of major projects provided for in the LTP or Annual Plan.

§ Oversee budgetary decisions provided for in the LTP or Annual Plan.

§ Recommend to Council the approval of any financial decisions required outside of the annual budgeting process.

§ Maintain an overview of work programmes carried out by the Council’s Transformation & Resources, and Strategy & Engagement, Directorates.

§ Conduct any consultation processes required on issues before the Committee.

§ Approval and forwarding of submissions.

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

§ The committee has the powers to perform the responsibilities of another committee where it is necessary to make a decision prior to the next meeting of that other committee. When exercised, the report/minutes of the meeting require a resolution noting that the committee has performed the responsibilities of another committee and the reason/s.

§ If a policy or project relates primarily to the responsibilities of the Policy, Finance & Strategy Committee, but aspects require additional decisions by the Communities Committee, Infrastructure & Regulatory Committee and/or Climate Change & Sustainability Committee, then the Policy, Finance & Strategy Committee has the powers to make associated decisions on behalf of those other committees. For the avoidance of doubt, this means that matters do not need to be taken to more than one of those committees for decisions.

District Plan Delegations:

§ Undertake a full review of the City of Lower Hutt District Plan, including oversight of the District Plan Review Subcommittee in establishing a District Plan work programme and monitoring its implementation.

§ Consideration of matters related to the preparation and ongoing monitoring of the City of Lower Hutt District Plan.

§ Preparation of required Changes and Variations to the City of Lower Hutt District Plan for Council approval to call for submissions.

§ Make recommendations to Council on private District Plan Change requests for Council to accept, adopt or reject.

§ The Chair of the Policy, Finance & Strategy Committee, in conjunction with the Chief Executive, is authorised to appoint a District Plan Hearings Subcommittee of suitably qualified persons to conduct hearings on behalf of the Committee.

Bylaw Delegations:

§ Develop and agree the Statement of Proposal for new or amended bylaws for consultation.

§ Recommend to Council the approval of draft bylaws prior to consultation.

§ The Chair of the Policy, Finance & Strategy Committee, in conjunction with the Chief Executive, is authorised to appoint a Subcommittee of suitably qualified persons to conduct hearings on draft bylaws on behalf of the Committee.

§ Recommend to Council new or amended bylaws for adoption.

Financial, Project and Performance Reporting Delegations:

§ Recommend to Council the budgetary parameters for preparation of the Council’s Long Term Plans (LTP) and Annual Plans.

§ Monitor progress towards achievement of budgets and objectives for the Council Group as set out in the LTP and Annual Plans, including associated matters around the scope, funding, prioritising and timing of projects.

§ Monitoring and oversight of significant city-wide or strategic projects including operational contracts, agreements, grants and funding, except where these are the responsibility of another standing committee.

§ Monitor progress towards achievement of the Council’s outcomes as set out in its overarching strategies for the city and their associated plans.

§ Oversee the activities of the Property Working Group in its implementation of the Purchase and Sale of Property for Advancing Strategic Projects Policy.

§ Oversee the acquisition and disposal of property in accordance with the LTP.

§ Monitor the integrity of reported performance information at the completion of Council’s Annual Report process.

§ Review and recommend to Council the adoption of the Annual Report.

§ Recommend to Council the approval of annual Statements of Corporate Intent for Council Controlled Organisations and Council Controlled Trading Organisations and granting shareholder approval of major transactions.

§ Monitor progress against the CCO and CCTO Statements of Intent and make recommendations to Council in the exercising of Council powers, as the shareholder, in relation to Council Controlled Organisations/Council Controlled Trading Organisations under sections 65 to 72 of the Local Government Act.

§ Oversee compliance with Council’s Treasury Risk Management Policy.

§ Consider and determine requests for rates remissions.

§ Consider and determine requests for loan guarantees from qualifying community organisations where the applications are within the approved guidelines and policy limits.

NOTE:

The Ministry for the Environment advocates that Councils offer specialist RMA training in areas of law which are difficult to grasp or where mistakes are commonly made. This is to complement the Good Decision Making RMA training that they run (which is an overview and basic summary of decision making, rather than an in-depth training in specific areas of the RMA). Therefore in order to facilitate this, the RMA training run for councillors that wish to be hearings commissioners is mandatory.

Reasons for the importance of the training:

1. Hearings commissioners are kept abreast of developments in the legislation.

2. Legal and technical errors that have been made previously are avoided (many of which have resulted in Environment Court action which is costly, time consuming and often creates unrealistic expectations for the community).

3. The reputation of Council as good and fair decision makers or judges (rather than legislators) is upheld.

Policy, Finance and Strategy Committee

05 March 2021

File: (21/358)

Report no: PFSC2021/2/89

Taonga Tuku Iho - Heritage Policy

Purpose of Report

1. The purpose of this report is to seek final approval for Council’s Heritage Policy - Taonga tuku iho.

Recommendations

That the Committee recommends that Council:

(1) notes the further comments from submitters and amendments to Taonga tuku iho – Heritage Policy;

(2) agrees to refer Appendix 1 attached to the Taonga Tuku Iho - Heritage Policy to the District Plan review for consideration as part of the heritage chapter review. This will enable further submissions, evaluation and consideration to be undertaken before Council commits to the use of any particular incentive approach/tool;

(3) notes officers will review the Rates Remission Policy once Council has made its final decisions regarding Taonga Tuku Iho – the Heritage Policy;

(4) notes that the District Plan heritage chapter review is underway;

(5) agrees to officers making further minor editorial changes (including any changes to the mana whenua content) once feedback is received in consultation with the Chair and Deputy Chair of the Committee; and

(6) adopts the Taonga Tuku Iho – Heritage Policy subject to those changes above.

For the reason that Taonga Tuku Iho sets out Council’s intent and the direction it will take to meet both community aspirations and its legislative responsibilities for heritage in all its forms in the city.

Background

2. Taonga Tuku Iho (the Policy) has been developed over a two year period and reflects our communities’ aspirations for heritage in the city. On 23 February 2021, the Policy, Finance and Strategy Committee noted the high level of support for Council’s draft Heritage Policy - Taonga Tuku Iho and agreed to the changes that had been made in response to feedback received.

3. The Committee also agreed to undertake further consultation which took place over March/April 2021 and included:

a. Hui with mana whenua to review section 5 of Taonga tuku iho;

b. Direct contact with all submitters providing a copy of the revised policy and advising that officers could meet with them to discuss any further suggestions and/or concerns;

c. Electronic and hard copies available through our community hubs and facilities; and

d. Social media and on-line promotion.

Discussion

Mana whenua

4. Mana whenua are supportive of the approach taken. They asked for reference to be made to the historical account of Te Āti Awa in the 2014 Deed of Settlement agreed with central government. Officers have redrafted this section to respond to feedback and are currently working with mana whenua to finalise it. Ahistorical account of Ngāti Toa Rangatira sourced from http://www.ngatitoa.iwi.nz/runanga/treaty-information has been included. Officers are discussing this with Ngāti Toa Rangatira.

Engagement

5. The Heritage Policy review began in April 2018 with a formal presentation to Councillors. In late 2018, Councillor’s agreed to consulting with the community. The initial step taken was to engage with the community through a Citizen's Panel survey to better understand what they thought about the value of heritage in the city, what heritage they valued, and how that valued heritage could be recognised and protected.

6. 857 people responded to a Citizen's Panel survey in late 2018. Council engaged Cuttriss Consultants Ltd to lead kanohi ki te kanohi (face to face) community engagement. This phase of engagement was supported by officers from Community Services and included a series of six Open Days held at public libraries in Eastbourne, Petone, Wainuiomata, Naenae and Taita and the Dowse Art Museum. Engagement displays and feedback forms with drop boxes were distributed at the Open Day locations.

7. Overall, 41 community organisations and experts were contacted during the process and approximately 130 individuals attended the six Open Days hosted throughout the city. The results of this engagement were reported to elected members.

8. When work began again in 2020, the draft Heritage Policy was developed in response to the feedback we received and further engagement was undertaken. Following the Policy, Finance and Strategy Committee agreement, further consultation took place over March/April 2021 included.

Submissions

9. Further written feedback was received from four submitters who had previously commented on the draft policy. These are Heritage New Zealand Pouhere Taonga, Petone Community Board, Mr Alan Smith and Petone Historical Society. This feedback is summarised in the tables below along with the officer’s responses.

Heritage New Zealand Pouhere Taonga	Officer response
The policy would benefit by including guiding principles for heritage conservation. Best practice and conservation principles are important to guide assessment of heritage resources, both in identification, and in protection and conservation. The policy could refer to HNZPT guidance documents and the ICOMOS Charter, potentially within both Goal 1 and Goal 2.	Heritage NZ guidance is non-statutory and focused on implementation of the RMA and other legislation (e.g. Building Act). Given the upcoming RMA reform. Officers are reluctant to include reference in the policy to this guidance. However, reference to national/regional policy and guidance documents is included in the statement: ‘In implementing Taonga Tuku Iho, regard will be given to any relevant national/regional policy and/or guidance.
The policy appears to lack an evaluation/monitoring clause. It would be beneficial to include provisions to enable Council to assess the effectiveness of the policy and what progress is being made.	An additional action has been included under Goal five: Monitoring - implementation Taonga tuku iho will be monitored and its benefits assessed to ensure the objectives are being achieved. Monitoring of the Council’s Long Term Plan will be based on the five goals listed above, and will be reflected in the Annual Report. Monitoring of the Resource Management Act will be reflected in the District Plan, with changes made accordingly. Annual progress reports will be completed on specific heritage related projects as directed by Council.
In Appendix 1, there is no change in item 8 regarding the Specialist Heritage Advisor List, and our concerns remain as expressed earlier.	Appendix 1 is to list potential measures Council may be willing to consider when implementing the policy. If proposed, the merits of each measure would be evaluated as part of the District Plan Review/Change.
In Appendix 1, there is no change in number 10 (trade-offs) and we are still concerned that this incentive is managed properly, and that the overall integrity and authenticity of the place is retained. In our view trade-offs are not an appropriate tool for heritage conservation.	As above
The policy doesn’t specifically refer to Council-owned heritage properties. It would be good to include reference to heritage where Council is the owner or manager, with a goal and /or action stating that Council will set a good example of managing heritage assets where they are the owner or kaitiaki of the place.	An additional action is included under Goal Five: “Council will set a good example of managing heritage assets where they are the owner and/or kaitiaki of the assets and or/place”;

10. The Head of Strategy and Planning met with two members of the Petone Community Board on 15 March 2021and further written feedback was provided. Officers have made the text amendments suggested and changes that haven’t been made are covered in the table below:

Petone Community Board	Officer responses
What about development beside and around listed heritage buildings, areas and sites. These might e.g. overshadow or be so out of heritage keeping as to take away from the values that are supposedly being protected when listing buildings, sites etc.	This issue will be addressed as part of the District Plan heritage chapter review.
Are the Jackson Street historic area and streets such as Patrick Street and Riddlers Crescent properly covered and catered for in the body of the policy and in Appendix 1?	Specific areas of the city are not covered in the Heritage Policy. This issue will be addressed as part of the District Plan heritage chapter review.

Petone Community Board

Officer responses

Bonuses and trade-offs in Appendix 1

We have thought a lot more about these and disagree in principle with the approaches represented – especially as these two sections seem to refer to existing tools. Such tools do not currently exist in the HCC District Plan so there has been no opportunity for public feedback about them, except for this policy document.

Officers suggest that Appendix I be referred for consideration as part of the District Plan heritage chapter review to enable further submissions on and consideration of this matter

PCB suggests deleting the following highlighted piece:

We are passionate about Te Awa Kairangi/Lower Hutt and the role heritage plays in our communities’ lives. We want to celebrate all the things that make us who we are and our goal is to ensure heritage increases the aspirations, pride and well-being of all of our communities.

Passion is needed by community members and council to ensure that heritage and its importance to our communities is supported and kept at the forefront of decision making.

11. Another submitter, Mr A Smith, recommends a stronger integrated focus on “making information about Te Awa Kairangi/Lower Hutt’s heritage and history secure and accessible.” For example, enabling greater physical and digital access to documentation and stories that enrich the story of heritage taonga, sites and structures but are currently administered by different areas of Council. Each of these areas has responsibility for administering different aspects of council’s own heritage collections, archives, relationships with mana whenua/iwi Māori and the heritage sector.

To do this he suggests that Goal 3’s focus should include an action to better integrate these different aspects to make access simpler and easier.

12. The following changes have been made to reflect this feedback:

a. Added the words “and integrate” in the sentence “Further develop and integrate Council programmes, activities….”

b. Included a new action - Develop and operate a whole-of-council programme to integrate heritage related programmes, activities and services to improve public access

13. All the actions under Goal 3 are focused on improving and simplifying public access to council’s heritage related programmes, activities and services.

14. His two further points are that:

a. heritage is structures and sites and (sic) information about past or present structures and sites; and

b. public good” values need to be acknowledged by public cost or at least cost support. It is unfair to assign a “public good” heritage value and make the costs of that fall just on the private owner. The proposed public policy is not a fuzzy statement of wish but a framework for decisions and actions all imposing costs of some magnitude.

15. In response to Mr Smith’s suggestion, officers have drawn together information regarding work that is currently under way or planned to improve the integration of heritage related programmes, activities and services.

16. Libraries in particular are focused on improving public access and integrating resources. Ongoing projects include retrospective indexing of local material such as the Hutt News and responding to public enquiries, developing displays, blog posts, research, presentations and collections management. New projects are listed in Table 1 below.

Project	Timeframe
Install MyRecollect – digital showcase for heritage materials; has facility for community contributions	End of June 2021
Digitise photographs from Hutt news, 1970 to 1989	End of June 2021
Arrange and describe Hutt City Libraries’ heritage collections (including community archives) using HCC Archives templates	End of June 2021

17. Some mahi is progressing with Archives around improved/increased public online access to archival material as well as an access platform for Libraries digitised content to progress thinking about a single place for all publicly available material.

18. Te Pātaka is one of several organisational projects under way to shift how the various areas of Council work together. The Go Digital programme will enable staff to work with tools that support collaboration and being able to access the right information at the right time. This in turn will improve the services and advice that can be provided to residents and the general public.

19. The Petone Heritage Society also made a further submission:

Petone Heritage Society	Officer Responses
In the version provided, the list of goals (on p 4) requires a slight unscrambling to reflect the 5 goals which comprise the main part of the document.	Corrected
Sustainable economic use is the 4th of these goals. This then continues by referring to “economic growth”. The concept of economic growth does not appear elsewhere in the document, and it should not. The word “growth” should be replaced by “use” here. The sentence would then start: “economic use that….”. We also note a reference to “urban quarters” in the same sentence. We suggest this should be deleted, as we do not have “quarters” in the traditional urban sense, and so it is confusing. Reference to “communities, neighbourhoods and suburban centres” would be more appropriate. We would further suggest that “suburban” could be changed to “urban” as that would clearly encompass Lower Hutt City Centre, as well as the city’s suburban centres.	Included.
Under Goal 1 (c) we would like to see the addition of recognition of heritage sites, etc. It would read “…clear mechanisms for identifying and recognising heritage sites, places….”.	Included “and recognising” (see p 4)
Under Gaol (sic) 2 (p 5), item 4 does not quite make sense. We suggest a slight rewording (without changing the sense of the sentence) as follows: “The reason for recognition and retention of heritage collections of significance, and how these are collected stored, stored and managed, is clear.”	Changed
Goal 3 (p 6), under Actions, Community and Heritage, item 4 is not completely clear. We suggest that the last part of the sentence should read “…services, and to improved public access to them”.	Changed
Goal 4 (p 7) – we are very supportive of this goal. We would like to see (a) under Actions expanded to cover commercial and community buildings. We realise that they are not entirely excluded, but we have many very important commercial and community heritage buildings which should be explicitly encompassed within the incentives available.	This is covered in the definition of heritage (see section 3)
Goal 5 (p 7) – we are also very supportive of this goal. However, under Actions there is a reference to “heritage specialists”. We consider this has a narrow meaning which limits it to experts in the field, which the Council may employ, but should not be “partnering” with. If the Council is to partner with anyone, it should be organisations and interest groups like PHS. We suggest that “heritage specialists” is replaced with “heritage organisations and interest groups”.	Changed to heritage specialists, organisations and interest groups”.

Petone Community Board	Officer responses
Appendix 1 (p 12). Item 3 here refers to Resource Consent Fee Waivers. Suggests that: · it should be a reimbursement, and not necessarily available in all cases, but rather only where there is some benefit to heritage values · should specifically not be available when the application is for a change that will adversely affect heritage values. We have looked at Wellington City’s approach to providing reimbursements for applications for heritage items and suggest HCC should mirror this approach - https://wellington.govt.nz/property-rates-and-building/building-and-resource-consents/resource-consents/resource-consent-fees/fee-reimbursements-for-heritage-items..		Officers suggest that Appendix I be referred for consideration as part of the District Plan heritage chapter review to enable further submissions on and consideration of this matter
Appendix 1 (p 13). We seek the removal of items 10 and 11. Consider that the possibility that these interventions may encourage “trade offs” in heritage values, or automatically provide development bonuses, are completely unacceptable and that these are possibilities should be raised during a resource consent process on a one by one rather than “normalised” by inclusion in a generic Council policy in this way.		Officers suggest that Appendix I be referred for consideration as part of the District Plan heritage chapter review to enable further submissions on and consideration of this matter

Appendix I

20. HNZPT, Petone Historical Society and Petone Community Board have concerns about Appendix I – particularly tools such as a Specialist Heritage Advisor List, development bonuses and heritage tradeoffs. If Council agrees to Taonga Tuku Iho with Appendix I then these tools will become part of Council’s overarching policy without the merits or otherwise of each measure/tool being evaluated through a public submission process.

21. To address this, officers recommend that that Appendix I be referred to the District Plan review of the heritage chapter for evaluation and further consideration before Council commits to the use of any particular approach/tool.

Council meeting 10 July 2012 – Minute No. C12305(3)

22. A further five additional submitters to those who submitted to the 23 February Policy, Finance and Strategy Committee meeting have specifically cited a Council decision made on 10 July 2012 [Minute No. C12305(3)] as having “policy status” and as such should stand as policy and be included in the Council’s Heritage Policy.^{^[1]} The decision was “that the District Plan will only list buildings and structures in Appendix Heritage 2 with the express written consent of the property owner apart from NZ Historic Places Trust listed buildings (sic) “.

23. Council can resolve to adopt a new Heritage Policy and, if that new policy is in contrast to the 2012 resolution, then the new Heritage Policy will ‘supersede’ any previous policy decisions.

Economic impact

24. The key issue for those submitters wanting Council to take a voluntary approach to the listing of heritage properties in the District Plan is the negative economic impact such a listing may have on the value of their property. Some of these submitters have stated that, in their view, the advice Council received on economic impact of heritage listing/designation at the 23 February meeting, was biased and misleading. These submitters have referred to a 2010 discussion paper by Noonan and Krupka (see attached as Appendix II).

25. Officers acknowledge that a number of different studies on the impact of heritage designation/listing on property prices have been written over the years.

26. During the two years that the Policy has been in development Council has received feedback and comment from the diverse communities with an interest in heritage and its retention, protection, enhancement and conservation. They have also received advice related to their legislative responsibilities vis a vis heritage together with other aspects of Council’s role such as considering financial incentives to assist heritage owners/kaitiaki.

27. Reference to studies such as the Auckland City Council literature review is part of the overall advice given to council over the two years of policy development. Since April 2018, Council has received a number of formal presentations and reports regarding the proposed heritage policy – Taonga tuku iho – and is aware of the different views and information they will need to consider when making their final decisions.

28. The Auckland City Council literature review is the most up to date, relevant New Zealand study of the economic impacts of heritage designation or listing on the price of affected properties. The Noonan and Krupka study is from 2009 and is looks at historic preservation in Chicago.

Rates Remissions

29. Council currently has a Rates Remission Policy which allows rates relief where it is considered fair and reasonable to do so for a range of properties including heritage properties. Applications for the remission of rates to protect heritage are decided by a Committee of Council, acting under delegated authority from Council.

30. Part 4 of the policy relates to ‘Remission on land protected for natural, historic or cultural conservation purposes’ and the objective of this part is to ‘protect and promote significant natural areas, culturally significant sites, historic buildings, structures and places and archaeological sites’. It is intended to support the provisions of the District Plan in terms of properties that have certain features.

31. Applicants apply for the remission annually and Council considers each case on its own merits, and can remit up to 50 per cent of the Hutt City Council General Rates per year. The Committee can also impose conditions on applicants as part of agreeing to remit rates.

32. As part of that work, officers noted that the Heritage policy was being reviewed and that there may be amendments to the rates remission policy as a result of this work. Officers will consider whether any amendments to the Rates Remission Policy are required once Council has made its final decisions regarding Taonga Tuku Iho – the Heritage Policy. Any amendments will be the subject of a separate report.

District Plan Review progress

33. The review of the District Plan heritage chapter is underway and this includes the review of the city’s historic heritage and will address how we preserve our past.

Climate Change Impact and Considerations

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

35. Understanding our past helps us as a community to learn from the impact that past decisions have had on the environment.

Legal Considerations

36. Four submitters specifically cited a Council decision made on 10 July 2012 [Minute No. C12305 (3)] as having “policy status” and as such should stand as policy and be included in the Council’s Heritage Policy. The decision was “that the District Plan will only list buildings and structures in Appendix Heritage 2 with the express written consent of the property owner apart from NZ Historic Places Trust listed buildings (sic) “.

37. Council can resolve to adopt a new Heritage Policy and, if that new policy is in contrast to the 2012 resolution, then the new Heritage Policy will ‘supersede’ any previous policy decisions.

Financial Considerations

38. The additional funding of $150,000 per annum for heritage incentives, or $1.5M over 10 years, has been included in the draft LTP 2021-31.

Appendices

No.	Title	Page
1 ⇩	Appendix 1 - Taonga Tuku Iho - Heritage Policy Final	23
2 ⇩	Appendix 2 - Making or Picking Winners - Evidence of Internal and External Price Effects in Historic Preservation Policies	39
3 ⇩	Appendix 3 - A Review of Applications of Hedonic Pricing Models in the New Zealand Housing Market	76

Author: Wendy Moore

Head of Strategy and Planning

Author: Hamish Wesney

Head of District Plan Policy

Approved By: Matt Boggs

Director, Strategy and Engagement

SECTION 1: INTRODUCTION

Heritage in all its forms is a resource that is both precious and finite. Our past has shaped our present and our present will shape the future of many generations to come. Mana whenua, their culture, traditions and ties with their ancestral lands, water, sites, wāhi tapu, and other taonga are an integral part of that story – past, present and future - and therefore an integral part of this policy.

As our city evolves, protection and use of the city’s historic heritage resources are fundamental to the sustainable management and enjoyment of our lived environment. Protection and conservation can also have positive economic impacts. There needs to be balance between the property and other rights of kaitiaki and owners of heritage buildings and sites of significance, and their protection, as well as the use and appreciation of the city’s historic heritage resources.

Council recognises that a city where everyone has the opportunity to thrive is a city that promotes, protects, celebrates and conserves its stories and heritage. To do this, Council needs to clearly articulate the role it can and should play and also how we will work with our communities to achieve their specific aspirations.

During engagement completed in early 2019 our community told us that they expect the city to have a robust and workable Heritage Policy that enjoys broad community support and provides Council, and where relevant heritage building owners, kaitiaki and owners of sites of significance, with a solid platform for future planning and decision making.

With the exception of Appendix 1 which directly relates to Goal 4 – Sustainable economic use - this policy does not contain the operational detail of how the policy will be implemented.^{^[2]} .

SECTION 2: STRATEGIC CONTEXT

Taonga Tuku Iho – the Heritage Policy is a statement of Council’s intent to carry out its legislative responsibilities and support its community’s aspirations to value, protect, celebrate, restore, enhance and conserve heritage in Lower Hutt, in all its forms.

Legislation

Heritage New Zealand Pouhere Taonga Act 2014

The overriding legislation protecting heritage of national importance is the Heritage New Zealand Pouhere Taonga Act 2014. Its purpose is to promote the identification, protection, preservation, and conservation of the historical and cultural heritage of New Zealand. Heritage New Zealand Pouhere Taonga is the primary body responsible for implementing this act. They hold responsibility for establishing and maintaining a list of nationally important structures and sites including wāhi tapu and wāhi tapu areas. Local authorities have to take appropriate measures to assist in the conservation and protection of items on that list.

Resource Management Act 1991

Heritage identification, protection and conservation is guided by the Resource Management Act, section 6 (e) and (f) which states:

“In achieving the purpose of this Act, all persons exercising functions and powers under it, in relation to managing the use, development, and protection of natural and physical resources, shall recognise and provide for the following matters of national importance:

· The relationship of Māori and their culture and traditions with their ancestral lands, water, sites, wāhi tapu, and other taonga.

· The protection of historic heritage from inappropriate subdivision, use, and development.”

This directive means that regional, district and city councils are obliged to identify and provide for the protection of the region’s historic heritage.

The Greater Wellington Regional Council (GWRC) Regional Policy Statement (2013) identifies regionally significant issues, objectives and policies. The issue of significance for the Wellington region with respect to heritage is the inappropriate modification and destruction of historic heritage. The Regional Policy Statement requires district and city council’s to identify and protect places, sites and areas with historic/heritage value (Policies 21 and 22).

Community Outcomes

People being able to ground their present life experience to events, people, stories and structures from their past is important to everyone’s social, environmental and cultural wellbeing - me huri whakamuri kia titiro whakamua – in order to plan for the future, we must look to the past.

Heritage can also provide economic opportunities and add value to an area. Heritage buildings, sites of significance and historic areas can help to create a sense of place for communities. The goals and objectives of Taonga Tuku Iho – the Heritage Policy are consistent with contributing to:

· A city where everyone has the opportunity to thrive – our present will shape the future of many generations to come.

· A dynamic, resilient city – respecting and learning from the past is an essential ingredient to making a more resilient and vibrant future.

· Connecting individuals and neighbourhoods - through our acknowledgement and celebration of our collective past and differing histories.

SECTION 3: Definition

The Council’s definition and interpretation of historic heritage aligns with that provided in the Resource Management Act 1991 as follows

“Historic Heritage’ as defined in Section 2, Interpretation of the Resource Management Act 1991: means “those natural and physical resources that contribute to an understanding and appreciation of New Zealand’s history and cultures, deriving from any of the following qualities:

· archaeological

· architectural

· cultural

· historic

· scientific

· technological

It includes:

· historic sites, structures, places, and areas,

· archaeological sites,

· sites of significance to Māori, including wāhi tapu, and

· surroundings associated with the natural and physical resources.”

SECTION 4: VISION, GOALS AND ACTIONS

Vision

Council recognises that a city where everyone has opportunities to thrive is a city where all our communities value, promote, protect, celebrate and conserve their stories and heritage. Council’s role is to:

a. work with our communities to ensure that locally significant heritage in all its forms is identified, managed, preserved and conserved for the benefit and enjoyment of present and future generations; and

b. delivers on its legislative responsibilities.

Goals

The key goals are:

1. Recognition and identification – heritage is identified and documented.

2. Retention, protection, enhancement and conservation - heritage has a level of retention, protection, enhancement and conservation that is relative to its ~~significance and~~ importance.

3. Celebration and promotion - heritage is valued and celebrated to ensure it is kept alive and remembered from one generation to the next.

4. Sustainable economic use – economic ~~growth~~ that preserves and enhances the distinct character of communities, neighbourhoods, city and suburban centres is encouraged and supported.

5. Council effectiveness – Council provides effective support for the implementation of the Council’s ~~objectives~~ goals and aspirations for the city’s heritage.

GOAL 1 – RECOGNITION AND IDENTIFICATION

a. there is a clear definition of heritage and a clear policy framework for the management of cultural and built heritage in Te Awa Kairangi/Lower Hutt:

b. mana whenua, their history, heritage and sites of significance are explicitly recognised in relevant Council policies and practices. Intrinsic in this is the identification, management and conservation of significant Māori sites. All work must be completed with advice and direction from mana whenua; and

c. there are clear mechanisms for identifying and recognising heritage sites, places and structures, and pre-1900 European archaeological and Maori archaeological sites.

Actions

Definition

The Council’s definition and interpretation of historic heritage aligns with that provided in the Resource Management Act 1991 (see section 3).

Identification

Council conducts a full district wide assessment of historic heritage in Hutt City to identify places, sites and areas of historic heritage values in accordance with Policy 21 of the Regional Policy Statement for the Wellington Region. This includes a review of the existing heritage items listed in the district plan and a full district wide assessment to identify any new items that meet the criteria set out under Policy 21.

Inventory

Council will work the community and property owners to undertake a full inventory of places, sites and areas of historic heritage values that meet the criteria set out under Policy 21 of the Regional Policy Statement. Opportunities for the public to provide further suggested additions will be provided.

GOAL 2 - RETENTION, PROTECTION, ENHANCEMENT AND CONSERVATION

1. Council’s role in protecting and conserving significant historical areas, structures, places and sites of historical and cultural importance is clear in all related policies and operational practices.

2. Council’s role in retaining, protecting, enhancing and conserving archaeological sites is clear in all related policies and operational practices;

3. Owners of historic structures and sites, significant historical areas and archaeological sites are informed about and supported in their roles and responsibilities in protection and conservation.

4. The reason for recognition and retention of heritage collections and how these are collected stored, stored and managed, is clear.” ~~The recognition and retention of heritage collections of significance and how these are collected, stored and managed is clear.~~

Actions

Mana whenua Memorandum of Understanding

A protocol for ancestral lands, water, sites, wāhi tapu and wāhi tapu areas and other taonga is established as part of the Memorandum of Understanding between Council and mana whenua partners and includes:

· appropriate criteria for identifying, managing, and conserving sites that are significant to Māori

· an approach for maintaining and further developing a comprehensive list of sites that are significant to Māori in the District Plan and

· controlling the modification of, and impacts on, listed significant Māori sites of significance.

City Spatial Plan/Petone 2040

The development of the city-wide spatial plan will be informed by the district wide assessment of historic heritage in Hutt City to identify places, sites and areas of historic heritage values in accordance with Policy 21 of the Regional Policy Statement.

Strategies such as Petone 2040 play a critical role in identifying heritage and sites of significance. For example, Petone 2040 identifies patterns of heritage such as the coarse grain character of Petone’s street grid and the historical railway cottages of Moerā. The work being undertaken as part of the Naenae Spatial Plan could be expanded to identify the suburb’s unique modernist architecture and how original state housing defines the local character.

Spatial plans can help ensure the protection of these patterns under character overlays or heritage precincts in the district plan.

District Plan

Council will conduct a full review and re-write of historic heritage provisions in the District Plan to ensure that they adequately protect identified places, sites and areas with significant historic heritage values, in accordance with 6(f) of the RMA, and Policy 22 of the Regional Policy Statement.

The Council will work with mana whenua and Iwi Authorities alongside land owners, to appropriately identify, protect and manage sites of particular significance to Māori.

GOAL 3 – CELEBRATION AND PROMOTION

a. Council partners with our community to promote and preserve important local stories and history through storytelling and community celebration ; and

b. increase and enhance public understanding of the rationale for identifying, protecting and enhancing cultural and built heritage and sites of significance in Lower Hutt

Actions

Community and Historical Heritage

Further develop and integrate Council programmes, activities and services ~~providing~~ that provide public access to heritage material and informational content.

1. Establish collaborative relationships between Council, mana whenua, the community and heritage sectors to ensure a collective understanding of heritage matters.

2. Develop and operate an organisational Collections Policy with criteria for the acquisition of archives and heritage collections.

3. Develop a whole-of-council comprehensive inventory of Council’s heritage collection

4. Develop and operate a whole-of-council programme to integrate heritage related programmes, activities and services and to improve public access to them

5. Store heritage material and artefacts to archival conservation best practice standards with regard to value, public access and regulatory requirements.

6. Develop a repository for digitised heritage records and material, including sound and video recordings of heritage stories. This repository will be discoverable and accessible to the public

7. Provide easy access to heritage material online

Community celebration

There are three key actions to help us achieve this goal:

1. Empower people to make their own journeys of discovery and exploration

2. Connect with our communities to celebrate our heritage and stories through local events

3. Inspire people through digital technology and learning experiences

GOAL 4 – SUSTAINABLE ECONOMIC USE

Restoring and retaining heritage buildings and sites provides economic benefits however it can also have financial impacts on the building/property owner. It is important that the city values the contribution heritage building owners are bringing to our city and support them to protect and enhance their building/property.

Actions

· Council provides built heritage and sites of significance conservation incentives including:

a. financial and other incentives^{^[3]} focused on achieving the conservation of built heritage and sites of historical importance, including residential heritage buildings of historical importance; and

b. support for owners/kaitiaki of built heritage and sites of historical importance or significance with resource consent and building consent applications

GOAL 5 – COUNCIL EFFECTIVENESS

Future Council decisions regarding the use of all available means to protect, restore and enhance heritage in Te Awa Kairangi/Lower Hutt will be guided by this Heritage Policy.

Actions

1. Council partners with Heritage New Zealand and other heritage specialists locally and regionally;

2. Council supports and/or provides public education about heritage in the city, the heritage protection in the District Plan, the Resource Management Act, Regional Policy Statements 21 and 22 and the Heritage New Zealand Pouhere Taonga Act 2014;

3. Council will set a good example of managing heritage assets where they are the owner and/or kaitiaki of the assets and or/place;

4. Monitoring – implementation of Taonga tuku iho will be monitored and its benefits assessed to ensure the objectives are being achieved. Monitoring of the Council’s Long Term Plan will be based on the five goals listed above, and will be reflected in the Annual Report. Monitoring of the Resource Management Act will be reflected in the District Plan, with changes made accordingly. Annual progress reports will be completed on specific heritage related projects as directed by Council.

See also actions under goals 1-5

Section 5

Ancestral lands, water, sites, wāhi tapu and wāhi tapu areas other taonga

Ko Te Awa Kairangi he pou herenga iwi, he pou herenga waka.

Haere mai ko te kei o tō waka ki te tumu herenga waka o ngā pae mounga kua whakatūtūria nei e te hikuroa o Ngake - Mai i Tararua ki Remutaka ki Pūrehurehu, ki Pōkai Mangumangu, ki Pareraho, ki Tirohanga, ki Tukutuku, ki Puke Tirotiro, ki Pukeariki, e whakamarumarutia nei Te Tatau o Te Pō a Ngāti Te Whiti, a Ngāti Tāwhirikura, ki Pukeatua, te tuahu tapu o Te Kāhui Mounga i te wā i a Māui ki te whakapuare i te wahanui o Te Ika Whakarau a Kutikuti Pekapeka.. I ahu mai i Te Wai Manga, i a Rua Tupua, i a Rua Tawhito, Ko Ngake, ko Whātaitai. Ka timu ngā tai o Te Wai Manga, ka pari mai ko Te Whanganui a Tara e pōkarekare mai ana

Ka tū a Pukeatua ki runga i ngā wai e kato ana, i a Awamutu, i a Waiwhetū, kei reira a Arohanui ki te Tangata a Ngāti Puketapu, a Te Matehou, a Ngāti Hāmua e tū ana, tae noa atu rā ki ngā wai tuku kiri o te pūaha o te awa o Te Awa Kairangi.

Koia hoki te puna i heke mai ai he tangata. E kore e mimiti tēnei puna, ka koropupū, ka koropupū.

Ko Te Awa Kairangi e rere iho mai ana i hōna pūtakenga i Pukemoumou i te paemounga o Tararua ki runga i hēnei whenua, ki runga i tēnei kāinga, hei āhuru mōwai ngā iwi.

Te Awa Kairangi is a rallying point for the many people and the many tribal affiliations that have made it their home.

Bind yourself to the many mountains of this place that were born from the lashing tail of Ngake.

From Tararua to Remutaka, to Pūrehurehu, to Pōkai Mangumangu, to Pareraho, to Tirohanga, to Tukutuku, to Puke Tirotiro, to Pukeariki, to Te Korokoro o Te Mana which stands atop Te Tatau o Te Pō of Ngāti Te Whiti and Ngāti Tāwhirikura, to Pukeatua, the sacred altar of the Mountain Clan in the time of Māui. It was here that the two ancient tūpuna, Ngake and Whātaitai, were summoned from the depths of the fresh water lake, tasked with prising open the mouth of the great fish.

It is Pukeatua that stands above the waters of Awamutu and Waiwhetū, the home of Arohanui ki te Tangata of Ngāti Puketapu, Te Matehou, and Ngāti Hāmua, flowing out to the life giving waters at the mouth of Te Awa Kairangi. This is the spring that gives life to the people. This spring which will never be diminished, it will continue to flow, it will continue to flourish.

Te Awa Kairangi that flows down from its source at Pukemoumou in the Tararua ranges and over these lands as a sheltering haven for the people.

Te Āti Awa of Te Whanganui-a-Tara

Te Orokohanga - The Beginning

According to Māori, the ancestor Māui-tikitiki-a-Taranga is credited with fishing up a giant fish, which came to be what we now know as the North Island of New Zealand. This fish is known by many names to Māori, the most common being Te Ika-a-Māui or The Fish of Māui. To the Taranaki whānui tribes, this fish is sometimes more formally referred to as Te Ika-Whakarau-a-Kutikuti-Pekapeka which describes the actions of the older brothers of Māui immediately after the surfacing of the fish, in causing the formation of many of the valleys and mountain ranges that form the landscape we know today. Remutaka, along with the Tararua and Ruahine mountain ranges, make up the spine of the fish and much of the topography that Upper Hutt is home to is derived from this tale.

The tale of Māui and his fish and subsequent the arrival of Te Kāhui Mounga (the mountain clan) to the summit of Pukeatua, heralds the appearance of two of the Wellington harbours most famous inhabitants. Once a lake, known as Te Wai-manga, the reformation of these waters and aspects of the surrounding landscape is attributed to the story of Ngake and Whātaitai. Most notably for the Hutt Valley, the force released from the tail of the guardian, Ngake, as it propelled itself from the northern shores to forge a pathway through the southern edge of the lake, created what we now know to be Te Awa Kairangi, the Hutt River.

Te Awa Kairangi - The Hutt River

Te Awa Kairangi is the oldest name for the Hutt River, attributed to first Polynesian explorer to come to this area, Kupe, and it is indicative of the importance of this waterway to Māori. Te Awa Kairangi was a significant freshwater fishery, with species such as pātiki (flounder), kanae (mullet), piharau (lamprey), kōkopu (giant and banded bully fish), īnanga (whitebait), ngaore (smelt), and long-finned tuna (eel) being abundant.

The origins of the streams flowing to Te Awa Kairangi are high in the Tararua Range at Pukemoumou. The streams and rivers lead down through Pākuratahi at the head of the Hutt Valley. The trail linking Te Whanganui-a-Tara and the Wairarapa came through Pākuratahi and over the Remutaka Range. Prior to the 1855 uplift Te Awa Kairangi, the river was a major arterial route for Māori travelling up the valley, with large waka being known to travel as far as Pākuratahi and the river was navigable by European ships almost to Whirinaki (Silverstream).

Ngā Tini a Kupe - The Descendants of Kupe

Kupe had many descendants, many of whom were famed for their exploits. One of these descendants, Whātonga, is noted as the next Polynesian traveller to arrive in this region. Whātonga captained the Kurahaupō waka that landed at Nukutaurua on the Te Māhia Peninsula. Whātonga had two sons, Taraika and Tautoki-ihu-nui-a-Whātonga, whose descendants eventually settled the lower half of the North Island and the top of the South Island. It is from this account that the name Heretaunga is often applied to this region, derived from the name given to the house of Whātonga at Nukutaurua pā.

Taraika, Tautoki and their people migrated and settled throughout the lower North Island and, at one time, were the dominant tribes of this region. Their descendants include the tribes of Ngāi Tara, Muaupoko, Rangitāne, Ngāti Apa ki te Rā Tō, and Ngāti Ira.

The name of Taraika has been immortalised in many prominent landmarks in the Wellington region, not least of which is Te Whanganui-a-Tara and Tararua. The name Tararua is derived from the saying, ‘Ngā waewae e rua o Taraika’ or ‘the spanned legs of Tara’, meaning that his people had a foothold on either side of these ranges.

Ngā Tini a Awanuiarangi - The Descendants of Awanuiarangi (Te Āti Awa of Te Whanganui-a-Tara)

Te Āti Awa of Te Whanganui-a-Tara is one of several closely related tribes originating from the ancestor Awanuiarangi. According to tribal traditions, Awanuiarangi had a semi-divine origin. He was conceived from the union of an earthly mother, Rongoueroa, and Tamarau-te-heketanga-a-rangi (Tamarau), a whatukura or heavenly guardian from the tenth heaven that descended from the sky. The history of Te Āti Awa in Wellington started with the ancestral connection between Awanuiarangi and Whātonga, half-brother to Awanuiarangi through their mother, Rongoueroa.

Te Heke mai Raro - The Migration from the North

From the early of 19th century, there was considerable movement of Māori into and around the region. Te Upoko-o-te-ika (the Wellington region) has seen various tribes occupying in succession and periods of simultaneous occupation by different tribes. Taranaki tribes have held the harbour and the Hutt Valley region since 1832.

In the early 19th century, the migration of both the Tainui tribes, from Kāwhia and Maungatautari, and the Taranaki tribes to the western part of the region (including Porirua), caused major changes for the Ngāi Tara, Muaupoko, Rangitāne and Ngāti Ira people who had been resident for many generations.

During 1820-21, a huge taua (war party), known as Te Āmiowhenua, was led by chiefs from Ngāpuhi and Ngāti Whātua and included many allies from Kāwhia (Ngāti Toa, Ngāti Rārua, and Ngāti Koata) and northern Taranaki (Te Āti Awa, Ngāti Mutunga, and Ngāti Tama). Upon reaching Te Upoko-o-te-Ika, the taua attacked many of the Muaupoko, Rangitāne, Ngāi Tara and Ngāti Ira people in an area ranging from the west to the east of the region. This taua proceeded as far as Hawkes Bay before returning to their home areas.

That expedition preceded a series of migrations, known as Te Heke Mai Raro, from these attacking northern tribes, as they moved into the region over the next 20 years. This was the pattern of occupation that existed when the New Zealand Company settlers arrived in the Wellington region in 1839.

Ngā Kāinga - Settlement

There were few trails through the heavy forest of the valley. Many Taranaki Whānui ki Te Upoko o Te Ika kāinga (villages) and pā (fortifications) were close to the river, including at Te Hau-kāretu (Māoribank), Whakapapa Pā (across the river from what is now the Te Mārua golf course), Whakataka Pā (where the Mangaroa river joins Te Awa Kairangi), Māwai-hākona (Wallaceville), Whirinaki (Silverstream), Motutawa Pā (Avalon), Te Mako Pā (Te Ngaengae), Maraenuku Pā (Boulcott), Pito One Pā, Paetutu Pā (Gear Island) and, at the mouth of the river, Hīkoikoi Pā to the west, Waiwhetū Pā and Ōwhiti Pā to the east.

Te Awa Kairangi linked these settlements as well as being a food supply. The river and the harbour also linked a number of settlements south along the eastern shores of Te Whanganui-a-Tara, around to Mukamukanui (Windy Point) in Palliser Bay, which were used on a seasonal basis for the collection of kaimoana and other food. These settlements included Ōkākaho kāinga, situated south of Kōhangaterā in Fitzroy bay, and Mukamukaiti kāinga, the eastern-most settlement in this region. A number of major settlements were also situated on the western shores of the harbour, including Ngā Ūranga Pā, Kaiwharawhara Pā, Te Awaiti kāinga, Pākūao kāinga, Tiakiwai kāinga, Raurimu kāinga, Pipitea Pā, Kumutoto Pā, Te Aro Pā , Moe-i-te-rā kāinga, Marukaikuru kāinga.

Although Ngāti Toa Rangatira did not remain in the area after the initial conquest of the region, Te Awa Kairangi and the surrounding area continued to be important to the iwi, following their permanent migration and settlement in the lower North Island in the late 1820s and early 1830s. Te Awa Kairangi was traditionally a mahinga kai (food-gathering place), particularly for gathering piharau and tuna from its tributaries. The area also supported flax plantations, which were used by early Māori for trading with settlers.

In 1839 the New Zealand Company, set up to organise emigration from England, bought land in the Wellington Harbour area for settlement. The validity of this purchase was later disputed. The following year, English immigrants began arriving by the shipload and the demand for land and pressure on the areas occupied by Māori Pā and settlements steadily increased. The New Zealand Company had sold sections already occupied by Māori to the new settlers. To resolve this issue, Lieutenant Colonel William Anson McCleverty was appointed to obtain deeds from the tribes concerned, exchanging their settlements and cultivations for land elsewhere.

The McCleverty awards of 1847 were the final allocation of lands for Māori in the Wellington Harbour area. Pā such as Te Aro, Pipitea and Kaiwharawhara became less desirable as their food-growing areas were replaced by less productive and more remote land, mostly outside the town of Wellington. The pressure on the Te Aro people was such that by 1881, a census showed only 28 Māori still living at Te Aro, and nine at Pipitea.

Māori departures

With the threat of European settlers also encroaching on ancestral lands in Taranaki, return migrations took place. About 600 Te Āti Awa went back to Taranaki in 1848. More Māori returned to Taranaki as a consequence of the land wars there in the 1860s. The Te Āti Awa sub-tribe Te Matehou, of Pipitea pā, moved to join their kin at Waiwhetū. Ngāti Tama also moved away, with those in Ōhāriu migrating to Whakapuaka near Nelson. Those left to keep the fires burning in Wellington after about 1890 belonged predominantly to the Te Āti Awa sub-tribes of Ngāti Te Whiti, Ngāti Tāwhirikura, Te Matehou, Ngāti Hāmua and Ngāti Puketapu. This remains the situation today.

The disappearance of pā sites

The pressures of European settlement led to the disappearance of many traditional pā. By the 1890s sites at both Te Aro and Pipitea were unoccupied; Pito-one (Petone) pā was abandoned soon afterwards, although the Te Puni street cemetery remains in use. The pā at Ngā Ūranga also declined and did not survive into the 20th century.

Waiwhetū pā was the last Māori-owned settlement in the 1920s in the Lower Hutt region. However, it was eventually overtaken by river works and developments. Its site is now marked by the cemetery, Ōwhiti, near the mouth of the Waiwhetū Stream. Only the seasonal pā at Ōrongorongo and Parangārahu remained in use.

Te Āti Awa in Wellington retained strong ties with their Taranaki relatives. Between the two world wars Taranaki Māori began migrating to Wellington once again, often looking for work. Te Tatau o Te Pō Marae in Alicetown opened in 1933. Managed under the leadership of Eruera Te Whiti Love and Thomas Heberley, and with the support of the Taranaki Trust Board, Te Tatau o Te Pō is the marae of the Ngāti Te Whiti and Ngāti Tāwhirikura hapū of Te Āti Awa. This is the first modern marae complex built in Te Whanganui a Tara in the 20^th century and takes the name of the original house at the Pito One pā during the era of Te Puni. The land for the marae complex was provided for by Cheiftainess Ripeka Love, mother of Eruera.

After the Second World War, as more and more Māori made the move to the big city of Wellington and the Hutt Valley, the people of Waiwhetū established the sports and culture club known as the Te Aroha Association, so named in fitting with the philosophy of Tohu and Te Whiti of Parihaka. The Te Aroha Association – ‘T.A’ – would become a new home away from home for Māori in the Hutt Valley. So many migrating Māori (including some Āti Awa relatives from Ngāti Toa in Porirua) joined the T.A Association that multiple sporting codes where able to be established.

In 1847, the Te Matehou hapū living at Waiwhetū pā at the estuary of the Waiwhetū stream adjoining Te Awa Kairangi were moved to another native reserve inland along the Waiwhetū stream on a 100 acre block known as section 19. Almost 100 years later in 1943, the 25 families of Te Matehou still living on the 100 acre block had their last remaining lands taken from them under the Public Works Act for housing development. Waiwhetū landowners were also being charged rates even though there were no ratable infrastructure services available to them that would justify such charges being imposed.

When the government finally took the land, the plan was to ‘pepperpot’ these last communally living Te Āti Awa among the Pākehā dominated suburbs of Lower Hutt. Ihaia Puketapu protested this policy and demanded that the people must remain together despite communism being frowned upon by western society. After lobbying Prime Minister Walter Nash, he eventually won his point and 22 state houses were built encircling a piece of land that was set aside for a future marae complex.

In 1960 the Waiwhetū marae at Lower Hutt was opened.

In 1977 the Wellington Tenths Trust was established to represent the beneficiaries of the Wellington land reserves (‘tenths’). These beneficiaries are the descendants of Te Āti Awa and other Taranaki people who were living in the Wellington Harbour area at the time of the disputed New Zealand Company purchase in 1839. The trust pursued claims with the Waitangi Tribunal to gain compensation for the losses suffered since 1839.

Te Āti Awa of Wellington shared in the treaty settlement signed on 19 August 2008 with Taranaki Whānui ki Te Upoko o Te Ika. The financial component of this settlement, valued at $25 million, included the option to buy and lease back Crown properties in Wellington City, including Archives New Zealand, the National Library of New Zealand, the High Court and Wellington Girls’ College. Several sites of traditional, historical, cultural and spiritual association with Taranaki Whānui ki Te Upoko o Te Ika, including Mātiu/Somes Island, Mokopuna Island and Mākaro/Ward Island in Wellington Harbour, were vested in those tribes.

To view a summary of the historical background to the claims by Taranaki Whānui ki Te Upoko o Te Ika https://www.govt.nz/browse/history-culture-and-heritage/treaty-settlements/find-a-treaty-settlement/taranaki-whanui-ki-te-upoko-o-te-ika/taranaki-whanui-deed-of-settlement-summary/

NGĀTI TOA RANGATIRA

Summary of the historical background Ngāti Toa Rangatira^{^[4]}

THE HEKE SOUTH^{^[5]}

Toa Rangatira, who was the eponymous ancestor of Ngāti Toa, resided at Kāwhia on the west coast of Waikato-Tainui rohe around the 17th century. Ngāti Toa occupied the coastline from Aotea to Huikōmako, about 100km south of Kāwhia.

In 1819 Te Rauparaha lead a scouting expedition to the Cook Strait. From a well known lookout point, Ōmere near Cape Te Rāwhiti, Te Rauparaha noticed a trading ship passing through the Cook Strait. After identifying the strategic importance of the Cook Strait as a major trading route Te Rauparaha lead Ngāti Toa in a historic resettlement campaign from Kāwhia.

Te Heke Tahutahuahi (the fire lighting expedition) was the first stage of Te Rauparaha’s resettlement which arrived in North Taranaki. Here Ngāti Toa was joined by Ngāti Tama, and members from Ngāti Mutunga and Ngāti Awa.

Te Heke Tātarāmoa (the bramble bush) was the second heke which moved south from Whanganui to Ngāti Apa towards the Cook Strait.

The defining settlement of Ngāti Toa in the Wellington region was the battle of Waiorua on Kāpiti Island in 1824. Ngāti Toa defeated a combined alliance of Kurahaupō tribes and settled without protest from other Iwi in the region from Kāpiti to Te Whanganui-a-Tara.

In 1827, the battle of Tapu-Te-Ranga sealed Ngāti Toa settlement where an alliance of Ngāti Toa and Ngāti Mutunga defeated Ngāti Ira, the residing Iwi on the South Coast of Wellington. Tāmairangi, the Paramount Cheiftainess of Ngāti Ira was taken captive and presented to Te Rangihaeata of Ngāti Toa at Ōhāriu where she acceded to his protection. Tāmairangi and her son Te Kēkerengū settled on Mana Island.

During the early 1800’s Ngāti Mutunga and Te Āti Awa moved into Whanganui-a-Tara and towards the Wairarapa with the support of Te Rauparaha. Te Rauparaha and Te Rangihaeata allocated land to Ngāti Tama along the south west coast (principally at Ōhāriu) in recognition of their support during resettlement.

Following the battle of Waiorua, Te Rangihaeata continued south leading a number of campaigns gaining mana whenua in the upper South Island particularly in the Wairau Valley, Port Underwood, and Pelorus Sound.

By 1840 Ngāti Toa Rangatira had established a powerful position in the Cook Strait region with settlements in the lower North Island and upper South Island (Te Tau Ihu). Several Ngāti Toa Rangatira chiefs, including Te Rauparaha and Te Rangihaeata, signed the Treaty of Waitangi. In 1839, Ngāti Toa Rangatira signed the Kāpiti deed with the New Zealand Company for approximately 20 million acres between Taranaki and north Canterbury. The oral translation of the English deed did not accurately convey its meaning and effect. Ngāti Toa Rangatira opposed Company surveys in the Wairau.

In 1843, an attempt by an armed party of Nelson settlers to arrest Te Rauparaha and Te Rangihaeata resulted in a violent clash and the deaths of twenty-two Europeans and up to nine Māori. A Crown-appointed commissioner investigated the Company’s land claims covering Port Nicholson and Te Tau Ihu.

In Port Nicholson the Crown established a process by which the Company could validate its purchases by paying additional money to Māori in return for the signing of deeds of release. In 1844 Te Rauparaha accepted £400 for the ‘surrender’ of Ngāti Toa Rangatira interests in Heretaunga (the Hutt Valley). Te Rangihaeata only accepted a share of the money in 1845 but did not regard this payment as extinguishing the rights of allies from other iwi.

The Crown treated the payment, which did not define the boundaries of Heretaunga or provide any reserves, as extinguishing Ngāti Toa Rangatira interests across the Port Nicholson block. In 1845 the commissioner recommended that the Company receive a grant of 151,000 acres in Te Tau Ihu. The Wairau was not included in his recommendation.

The Crown later established reserves, some of which became known as ‘tenths’ reserves, within the land granted to the Company at Port Nicholson and Nelson. Ngāti Toa Rangatira did not receive a share in the ‘tenths’ reserves despite their interests in Port Nicholson and Nelson settlement area.

During 1845, Te Rangihaeata and his section of Ngāti Toa Rangatira supported the claims of their allies living on disputed land north of Rotokākahi in the Hutt Valley. These tensions led to several violent incidents between Māori, settlers and Crown troops. The Crown subsequently took political and military action against Te Rauparaha and Te Rangihaeata in order to establish its authority and reduce the power and influence of the senior Ngāti Toa Rangatira chiefs.

In July 1846 the Crown seized Te Rauparaha and several other Ngāti Toa Rangatira chiefs at Porirua. The Crown detained Te Rauparaha without trial for 18 months. Crown forces pursued Te Rangihaeata who withdrew into Horowhenua. In 1847, whilst Te Rauparaha was in captivity and Te Rangihaeata in exile, the Crown purchased the Wairau and Porirua districts from several younger Ngāti Toa Rangatira chiefs who hoped to secure Te Rauparaha’s release. Reserves of over 100,000 acres were set aside in the Wairau and over 10,000 acres in Porirua.

Between 1853 and 1865 the Crown’s Te Waipounamu, Whareroa, Wainui, Papakōwhai and Mana Island purchases further reduced the lands remaining in Ngāti Toa Rangatira ownership.

The Waipounamu deed repurchased nearly all of the large Wairau reserve. Between 1897 and 1911 the Crown, after prohibiting the sale or leasing of Kāpiti Island to private interests, bought the majority of Kāpiti Island from Ngāti Toa Rangatira. By 1926 most of the Ngāti Toa Rangatira reserves at Porirua had been alienated. Ngāti Toa Rangatira gifted 500 acres at Whitireia to the Crown for the establishment of a school. When no school was established Ngāti Toa Rangatira sought unsuccessfully to have the land returned.

In 1948 and 1960 the Crown took several hundred acres of Ngāti Toa Rangatira land at Takapūwāhia under public works legislation for general housing purposes. Over time, the application of the native land laws led to most of the Porirua reserves being partitioned into smaller subsections and Ngāti Toa Rangatira became virtually landless. Porirua harbour, an important food resource for Ngāti Toa Rangatira, was adversely affected by pollution and sewage generated by urban development. This had a severe impact on the ability of Ngāti Toa Rangatira to use and protect traditional resources.

To view a summary of the historical background to the claims by Ngāti Toa Rangatira see http://www.ngatitoa.iwi.nz/runanga/treaty-information.

MEMORANDA OF UNDERSTANDING

Council and with mana whenua will work together to establish, record and agree:

· appropriate criteria for identifying, managing, and conserving sites that are significant to Māori

· a comprehensive list of sites that are significant to Māori in the District Plan

· an approach to controlling the modification of, and impacts on, listed significant Māori sites.

POLICY REVIEW

The policy will be reviewed in 2026.

Policy, Finance and Strategy Committee

06 April 2021

File: (21/566)

Report no: PFSC2021/2/91

Rating Sales Policy

Purpose of Report

1. The purpose of this report is to seek approval of a Rating Sale Policy.

Recommendations

That the Committee recommends that Council:

(1) notes and receives the report; and

(2) approves the Rating Sale Policy, attached as Appendix 1 to the report.

Acronyms:

LGRA – Local Government (Rating) Act 2002

Section A - Introduction and overview

2. There are only a few instances across New Zealand where property rating sales have been completed by Councils to recover unpaid rates. Proceeding to a rating sale is very much a last resort option to recover unpaid rates. Our Rates team aim to proactively work with rate payers who are experiencing difficulty paying rates. The team provide support across the rating tools we have, such as rates rebates, extended payment arrangements and rates postponement.

3. The steps required to undertake a rating sale are outlined clearly in the Local Government Rating Act (LGRA). There is no requirement for Council to have a Rating Sales Policy, however officers consider it best practice to agree a policy so that there is a clear framework in place in this sensitive area. The proposed policy includes a clear approval mechanism for rating sales and that elected members are informed when a rating sale is to take place.

4. This report provides information about the legislative requirements for collecting rates payments, our Council’s internal rates debt collection processes and the proposed Council Rating Sales Policy as follows:

- Section B, Rates payment enforcement tools

- Section C, Rates penalties

- Section D, Collection of Rates from non-ratepayers

- Section E, Proposed Rating Sales Policy.

Section B – Rates payment enforcement tools

5. Enforcement is a generic term used to describe the set of options available to local authorities to ensure unpaid rates are collected.

6. Rates are a charge on the land – if there are unpaid rates on a property, and that property is sold, Council has ‘first call’ on the proceeds of the sale.

7. Broadly speaking, the three enforcement tools are:

· the imposition of penalties

· ‘recovery’ from people other than the owner – in some cases other people with an interest in the property can be held liable for unpaid rates (typically the first mortgagee)

· Enforcement through the courts (also known as the charging order and rating sale process).

Section C – Rates penalties

8. Sections 57 and 58 of the LGRA provide Council with the ability to add penalties on any rates provided that:

· Council has passed a resolution authorising penalties and setting dates;

· Council has included details of the penalty regime on the annual rates assessment; and

· Council has included a warning about unpaid rates on both the rates assessment and the instalment rates invoice.

9. Council has fulfilled these requirements and has the following penalty regime in place for 2020/21.

Instalment	Due date
1	20 August
2	20 October
3	20 December
4	20 February
5	20 April
6	20 June

10. After an instalment penalty is added, a reminder letter is sent to the ratepayer about the unpaid instalment amount. Payment arrangements are set up and monitored to ensure rates are cleared by the end of the rating year – 30 June.

Section D – Collection of rates from non-ratepayers

11. Sections 61 and 62 of the LGRA provide Council the ability to recover unpaid rates from a mortgagee where a mortgage exists. There is a minimum time before this power can be used and a set notification process Council must follow. These provisions mean collection of unpaid rates where there is a mortgage is straightforward.

Section D – Judicial proceedings

12. Sections 63-76 of the LGRA provide the framework for Councils to recover unpaid rates through the courts. Proceedings for recovery this way cannot be lodged until the debt has been unpaid for at least four months.

13. Rates are statute limited which means that judicial action cannot be started if the rates have been unpaid for six years after the due date (other than postponed rates which do not have a due date while they are postponed).

14. Where the ratepayer has no defence for not paying rates, the court will enter judgement against the ratepayer. If rates still remain unpaid three months after the court judgement, Council can apply to a Registrar of the High Court to have the judgement enforced by the sale of the rating unit.

15. Māori freehold land is not subject to the rating sale provisions in this part of the LGRA.

Section E – Proposed Rating Sale Policy

16. The steps required to undertake a rating sale are outlined clearly in the LGRA. The development of a Council Rating Sale Policy is to provide officers with a framework to follow when deciding to proceed with a rating sale and to ensure Council is kept informed of any properties where this action is being considered.

17. Proceeding to a rating sale is a last resort option for Council to try and recover unpaid rates. Before reaching the step of applying to the Registrar of the High Court for the judgement to be enforced, Council officers will have sent invoices and reminder letters, attempted contact by phone and or email, tried to set up payment arrangements, explored other financial assistance through the Rates Rebate, Rates Remission and or Rates Postponement Policies and generally worked with the ratepayer (where possible) to find an alternative to proceeding with a rating sale.

18. A rating sale can be emotive and highly publicised. This must be balanced with Council’s duty to collect all valid rates and ensure all ratepayers are treated fairly.

19. There are two residential properties at the moment where officers consider that a rating sale may be needed to ensure Council collects the unpaid rates due. There is a further two commercial properties with similar issues of unpaid rates.

20. Councils will generally follow the LGRA steps required in progressing to a rating sale. We consider it best practice to have a clear process that officers can follow to ensure fair and consistent treatment of ratepayers as well as to include steps that are important to our Council but not included in the LGRA.

Climate Change Impact and Considerations

21. There are no climate change impacts or considerations arising from this report.

Legal Considerations

22. The most relevant legislation includes the Local Government (Rating) Act 2002.

Financial Considerations

23. The possibility of judicial proceedings can prompt action and communication from a ratepayer, and payment arrangements agreed for unpaid rates without the need for continuing to actual proceedings.

24. Where a rating sale takes place, the provisions in the LGRA allow for Council to claim any costs associated with the action from the sale proceeds.

Appendices

No.	Title	Page
1 ⇩	DRAFT Rating Sales Policy April 2021	134

Author: Alicia Andrews

Business Analyst - Rates

Author: Helen Stringer

Financial Transaction Services Manager

Reviewed By: Jenny Livschitz

Group Chief Financial Officer

Approved By: Jo Miller

Chief Executive

LOVE WAINUIOMATA UPDATE REPORT

January - December 2020

We're Love Wainuiomata Incorporated, a non-profit community organisation honoured to work in partnership with Council and our community. Our kaupapa began in 2014 when Council initiated extensive engagement with our Wainuiomata community. Through this process and relationship the Wainuiomata Development Plan was created embodying our community's vision.

We're focused on bringing the Wainuiomata Development Plan to life in partnership with Council and community. Our mahi is guided by this continued commitment to engagement and whanaungatanga, and we employ principles of placemaking (Project for Public Spaces), and Asset Based Community Development.

Our workplan supports our community's vision through two key focus areas:

1. Our Heart - developing a vibrant heart for our community and businesses to thrive together
2. Our Valley - growing the value for our residents and city of the unique offerings of "Our Wainuiomata" including our strong community spirit, rich natural taonga and diverse active recreation.

Across our two key focus areas we align our workplan with the five key aims identified in the WDP:

1. A Fun Gateway (Our Valley)

2. A Connected Neighbourhood (Our Heart, Our Valley)

3. A Vibrant Town Centre (Our Heart, Our Valley)

4. A Top Destination (Our Heart, Our Valley)

5. A Proud Identity (Our Heart, Our Valley)

We employ diverse approaches to ensure our project delivery is best matched with the needs of our community, including our businesses, and the opportunities at hand to maximise outcomes.

Key focus area	Objective	Achievements/activities
*Our Heart - developing a vibrant heart for our community and businesses to thrive together* Contributes to four key aims from the Wainuiomata Development Plan: · A connected neighbourhood · A vibrant town centre · A top destination · A proud identity	Support Wainuiomata businesses during Covid-19 lockdown	· Facebook posts showcasing what businesses and services were available at Level 4 and Level 3 services. This empowered our community and businesses to support each other, and attracted a combined 44,000 Organic Reach and 2298 Reactions · Contributed within the Hutt Valley Response Team, serving Wainuiomata businesses with practical support including assistance around safety guidelines · Contributing as a partner on HCC's Business Neighbourhood Response Team · Designed and installed Covid signs with key safety messaging that we installed in our primary retail areas · Commissioned an iconic Covid safety sign that was created by the "Block Vandal" and installed on the "Hill" · Kept community connections alive online including Waiata performances and business profiles
	Activate Queen Street and create a vibrant town centre	· Provided play elements, such as swings, to facilitate residents staying longer and providing opportunities to "bump" with each other and connect · Developed a planting plan proposal with engagement through trial plantings including edible gardens and planter boxes with native plantings · Activation of the community deck including "Carols & Kai" · A key partner for Christmas in the Nui which attracted more approx 5000 attendees as well as 100s of locals performing and hosting stalls and activities · Advocated for essential safety improvements for those in wheelchairs and mobility scooters, including remedial work · Regular activations bringing Queen St to life including around the central ANZAC Way memorial (town square) area eg. Wicked Wheels, Scavenger Hunts. · Engagement of tamariki and rangatahi in positive projects and activities such as active play and planting projects. This included partnership with other organisations including Wainuiomata High School, Rangatahi Learning Support Centre and TiHei Rangatahi. · Partnered with the Hub and Hub partners including for Matariki, mini-makeover volunteer days, and events. · Ran regular placemaking activities including the use of bean bags and our Play Kete to activate Queen St as well as being available for other community groups to use · Advocated with Council and Progressives for a connected, cohesive approach around Mall & town centre development including plantings, infrastructure and storytelling to benefit businesses and community
	Contribute to the development of Wainuiomata Framework and Streetscape Plan	· Advocated with Council and Progressives for a connected, cohesive approach around Mall & town centre development including plantings, infrastructure and storytelling to benefit businesses and community · Played an active role in the development of the Wainuiomata Town Centre Framework and Streetscape Plan as well as engagement with local businesses around the proposed upgrade of Queen Street. · Part of the project team for the Wainuiomata Town Centre Framework and Streetscape Plan
	Keep others informed of projects and progress towards our vision	· LWI website lovewainuiomata.com with project news and vision kept up-to-date · Regular posts on LWI facebook page · Engaged regularly with key stakeholders including Wainuiomata Marae, Council officers, Hub partners, businesses and schools · Pop-up events and engagements
	Connect local community groups and share information and tools	· Facilitated the "Our Stories" workshop to support community storytelling capabilities and further define the key stories community wish to share and hear · Developed volunteer opportunities including projects to clean local businesses, improve Queen St placemaking projects, and offer pop-up events free for all · Partnered with community and the Hub on a Community Directory · Worked with local clubs to showcase their offerings eg. WTP, Tennis Club, Rugby Club
*Our Valley - growing the value for our residents and city of the unique offerings of "Our Wainuiomata" including our strong community spirit, rich natural taonga and diverse active recreation* Contributes to all five key aims from the Wainuiomata Development Plan: · A Fun Gateway · A connected neighbourhood · A vibrant town centre · A top destination · A proud identity	Get the Welcome to Wainuiomata Sign up and lead thinking around enhancing new infrastructure for best effect	· Progressed the Wainuiomata Welcome Sign which is anticipated to have the carving completed in April · Undertaken design modifications to ensure project can be completed and to resolve engineering and manufacturing issues
	Work with local businesses, providers and Council to ‘package up’ Wainuiomata experiences and encourage visitors to come and stay longer	· Worked closely with Council to deliver the Wainuiomata Heartland Ride which finishes the Remutaka Cycle Trail loop as part of the NZ Cycle Trail Network and capitalise on the increased domestic tourism. This has had a 'soft' launch over the New Year. · Connected with restoration work at Remutaka Forest Park, and GWRC offerings
	Promote healthy lifestyle and encourage more walking and cycling in the town centre	· Contributed on the Council lead cycling workshop to identify key areas of focus for the coming years · Connected closely with stakeholders including Wainuiomata Marae, Wainuiomata Scouts, Hutt City Council, GWRC, Remutaka Forest Park, Healthy Families, around opportunities to better connect community with trails, tracks, active recreation and community offerings such as clubs & groups. Assisted with NZTA Play Streets pilot. · Partnered with Healthy Families on a number of initiatives especially around active transport including getting scootering-skateboarding ramps & skateboards

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Events, online, services bringing businesses together to support recovery

Business Connectedness

DELIVERED

· Wellington Region Business Expo with 8 events and online trade show with 70 stands. We hosted 400+ people in person and 2000 – 3000 online at events. The online event attracted 6500 page view in the month of October and 2,400 session. The Expo had a social media reach in excess of 22,600 for the month of October. The site remains active still.

The expo physical events included 3 Business Safari’s, Economist Breakfast, Manufacturing and Technology Forum, Health and Wellness Forum, the Education and Employment Speed Meet and the Big Busines Bash,.

· .Delivered 19 livestreams with local business, for local business offering support, information and connections. This reached in excess of 6000 views.

Council Officer Commentary

· Due to Covid-19 a new approach was adopted for the business expo which included a mix of virtual and in person events. Given the short time frame t organize and the changed format it was considered very successful.

· Following the introduction of livestreams featuring local businesses during Covid-19 lockdown as a part of the business response these have been continued and continue to be topical and popular.

COUNCIL

OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Lead Hutt Valley COVID-19 Business Support Group, connecting local businesses to government support programmes

Covid-19 Business Support Liaison

DELIVERED

· Instrumental in the ongoing management and engagement of the Hutt Valley COVID-19 Business Support Group

· Regular information to business re COVID-19 through Hutt Valley Business Weekly and COVID-19 Business Support Group social media

· Providing business database support

· As part of the COVID-19 Voucher Scheme, established and managed the Hutt Valley Business Voucher team at the Chamber to connect businesses that required support with local business service providers. This resulted in more than $1.22m of funding to local Hutt Valley business of which $1m went to Lower Hutt based businesses. We created a circular economy building local relationships and engaging local suppliers with local customers. This team ran from Aug through to December 2020.

· This Group remains in place, ready to adapt to any change in alert level as required. There is ongoing preparation for potential lockdowns and changes.

Council Officer Commentary

· The Covid-19 Business Response Team led by the Chamber and partnering with HCC; UHCC and business organisations in both Lower and Upper Hutt responded successfully to business needs during the initial lockdown and subsequent changes in Alert levels. The basis of the Team remains available to respond should it be required.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Helping businesses to adapt in a COVID-19 world

Capability Development and Training

DELIVERED

· Digital and online training in marketing and Microsoft

· The Wellington Business Expo

· Publish the Hutt Valley Business Weekly with latest COVID-19 updates

· Constant social media engagement with latest COVID-19 information, advice, links, connections, programme overviews etc.

· Ongoing Livestream broadcasts with local experts in specific areas.

Council Officer Commentary

· The Chamber continues to keep businesses up to date with material to help them adapt to changing circumstances as a consequence of Covid-19.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Promoting information and stories of business transition success

Business Transition

DELIVERED

· Lower Hutt Business Safari profiling local successful businesses, as part of the Business Expo

· Published numerous stories on our website

· Created and now distribute the Hutt Valley Business Weekly to over 5000 businesses across the valley

· Regular PR stories in mainstream and industry sector media

Council Officer Commentary

· The Chamber has continued to promote local businesses through a variety of media. Increasingly the Chamber has been quoted and provided stories to NZ Manufacturing.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Quarterly business confidence surveys

Business Confidence Survey and COVID-19 Specific Research

DELIVERED

· July 2020

· November 2020

Council Officer Commentary

· The business confidence surveys have been useful in providing a gauge of the changing sentiment of the local business community as they adapt to a Covid-19 world.

These are a regular talking point at the bi-monthly meetings with Mayor and senior officers.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Promote and support initiatives to enable business startup, attraction and retention

Business Retention and Attraction of New Business

DELIVERED

· Working closely with WellingtonNZ and Hutt City Council to ensure COVID-19 Support Voucher Scheme was delivered strongly across Lower Hutt businesses. Instrumental in $1.2m of financial support provided to local Hutt Valley businesses. Included hosting two voucher workshops and supporting another workshop. Matched a large percentage of the funding into local service providers to create circular economy.

· Hosted several livestreams promoting the support

· Shop Naenae launch and promotions

· Digital marketing workshop/clinic with Naenae business owners

· Support, promotion and hosting of Pop Up Business school for small and new business

· Monthly contributor to NZ Manufacturer Magazine highlighting local Hutt Valley based manufacturing sector, capability and skills

Council Officer Commentary

A significant effort was made to push the Covid-19 Support Voucher Scheme during this period. The effort involved a number of Chamber and Council staff working with Wellington NZ and also using the various business organisation networks to reach businesses across the Hutt Valley. The resulting distribution of support to Hutt Valley based businesses was widely appreciated.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Engaging with central government agencies, WellingtonNZ generally and on a case-by-case basis, to advocate for specific businesses, industries and for support for local business

Advocacy, Engagement with Central Government Agencies re COVID-19 Support

DELIVERED

· Minister Chris Hipkins opened Education to Employment Expo at Open Polytechnic

· Meeting with Minister of Small Business Stuart Nash with CEO. Follow up report and recommendations provided to Minister

· Manufacturing and Technology Forum with Minister of Finance, Grant Robertson

· Increased engagement and support from WellingtonNZ including them supporting the Manufacturing and Technology Forum

· Working closely with MBIE regarding COVID-19 support for local businesses. The Chamber submitted a tender (in conjunction with Hutt City Council and Upper Hutt City Council) to MBIE for the Provincial Growth Fund money which was reallocated to COVID-19. This tender was to rollout the Digital Boost programme to Hutt Valley Businesses to help them operate and engage online. Unfortunately, We were unsuccessful in this tender.

· Numerous, regular meetings with Ministry of Education and associated groups re-establishment of new Tertiary sector structure (RoVE) Presentation to the Regional Skill Leadership Group outlining skills needs for manufacturing and technology business sector. Hosted RSLG at Hutt Valley Chamber.

Council Officer Commentary

· During Covid-19 lockdown the Chamber was the local conduit to Government Departments for the Hutt Valley Covid-19 Response Team and was sought out for comment and advice by Ministers and Dept. staff on

Council Officer Commentary (Cont)

business support measures.

Despite Covid -19 the Chamber continued to deliver on the MoE and MSD contracts associated with ROVE.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Events, programmes, communications, speaking, facilities

Facilitate Engagement between Business Community and Council

DELIVERED:

· Crohn’s and Colitis “I Can’t Wait” campaign launch

· Actively participating in Council Climate Change Co-design Workshops

· Pre-engagement, promotion and submission on Long Term Plan

· Sharing information regarding RiverLink and developing working relationship with RiverLink team

· Presentation to HCC Leadership team

Council Officer Commentary

· A number of opportunities taken to enable Council officers to connect with relevant businesses and to receive business opinions.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Supporting migrant businesses

International Business Development

DELIVERED

· As part of the Hutt Valley COVID-19 Business Support Group, providing funding information to migrant-owned businesses

Council Officer Commentary

· The Chamber worked with the Council’s International Relations Manager in the Covid-19 business response to better connect with local migrant owned businesses to distribute relevant information and provide access to support vouchers.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Promoting Council programmes

Digital Marketing and Promotions

DELIVERED

· Crohns and Colitis Launch including significant mainstream media coverage.

· Naenae business community support programme, promoting Shop Naenae

· Sweet as Hot Chocolate Challenge

· Christmas on High promotion

Council Officer Commentary

· The Chamber has worked with various Council teams on promoting various events.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Bi-monthly meetings with Mayor, CEO and officers

Transport and Infrastructure

Youth – Education to Employment

General – Other

DELIVERED

· Education to Employment Training Information Expo with secondary schools

· Education to Employment careers Speed Meet at Open Polytechnic with all schools resulting in 18 placements

· Education to Employment Online Expo with video, livestreams etc.

· National media coverage across radio, Tv and digital promoting employment of young people into local jobs and careers.

· Engagement with Youth Inspire, providing them with employment opportunities for their young people. Helping them to seek new contracts with Government to support local youth.

· Collaborating with MBIE to develop new NEETs based employment programme in conjunction with Youth Inspire.

· As part of our Education to Employment programme with MSD we made the following placements:

o 7 work experience

o 23 employment positions

o 25 career transition plans written for students

o 12 apprenticeships

o Hosted 100 people with the careers SpeedMeet

Council Officer Commentary

An increasing amount of work is being undertaken focusing on youth employment - young people are over represented in those affected by Covid-19 impacts

SEAVIEW BUSINESS ASSOCIATION SERVICES AGREEMENT REPORT TO 31 December 2020

Objective 1: Develop and maintain a database of businesses in Seaview/Gracefield

· Database updating and maintenance for issue of newsletters and information

· Arrange a minimum of 5 networking events

Objective 2: Lift the Profile of the Seaview/Gracefield industrial and commercial area

· Maintain website to profile the area and attract businesses

· Produce a regular newsletter and post stories relating to the business community in the area

Objective 3: Maintain and Strengthen governance and operational capability

· Continue to employ a part-time co-ordinator

· Maintain and where possible broaden the representation in the membership base and grow the Governance Group

· Make relevant submissions to Councils and Government on matters affecting the Seaview/Gracefield business community eg. Transport links, climate change, flood protection

· Work with the Seaview/Gracefield business community on specific initiatives e.g. Emergency response and security in the area

OBJECTIVE 1: DEVELOP & MAINTAIN A DATABASE OF BUSINESSES IN SEAVIEW/GRACEFIELD

Database Maintenance

With over 350 businesses now members of the Seaview Business Association, the business database is regularly updated and used to distribute information from SBA, Hutt City Council and the Chamber of Commerce.

Networking Events – minimum of 5 networking events

· February 2020 – Sea Level Rises in Seaview/Gracefield – held in conjunction with Greater Wellington Regional Council

· Due to the Covid-19 pandemic we were unable to host any events for the months of March through to May, however information received from both Hutt City Council and the Chamber of Commerce was distributed to members on a regular basis throughout these 3 months.

· July 2020 – Member networking event combined with SBA’s Annual General meeting

· September 2020 – Covid19 Business Advisory Funding – presentation from WellingtonNZ held in conjunction with Hutt City Council, Chamber of Commerce and Technology Valley

· December 2020 – Manufacturing and Export update – presentation from Catherine Beard, Executive Director for ExportNZ and ManufacturingNZ.

OBJECTIVE 2: LIFT THE PROFILE OF THE SEAVIEW/GRACEFIELD AREA

Website

The website has been maintained and updated on a regular basis with the new platform providing a user friendly service to enable businesses to better represent themselves in the directory and as previously advised it also has the function to allow people to subscribe to our newsletter and articles with a noticeable increase in subscription requests over the past 6 months. Articles about businesses and issues relevant to the area are still loaded onto the Seaview Business Association website and on the Facebook page where appropriate.

Monthly Newsletters

Five newsletters have been distributed to members over the past 12 months, with the content including a combination of stories, news and information relating to the business community. Rebecca Reed of Arriba PR had researched and written articles for the newsletters which has significantly increased the numbers of readers.

Sculpture Trail and Mural Projects

The Co-ordinator had been liaising with a local artist regarding a Mural at Owhiti Urupa, however with the artist being over in the United States until early 2020 the project was put on hold with the intention of picking this up again mid 2020. With Covid-19 locking things down until May 2020, and a quote of $10k received from the artist, this project has now been put on hold.

Longer Term Priorities

SBA will continue to engage a PR company where appropriate to ensure maximum media exposure for upcoming projects.

Continue to beautify the area by supporting art installations and plantings where needed.

Engage a new technical service provider to provide a reliable video surveillance platform for the protection of people and property throughout the Seaview business area.

Increased use of website and social media to increase the profile of Seaview/Gracefield and Seaview Business Association.

OBJECTIVE 3: MAINTAIN AND STRENGTHEN GOVERNANCE/OPERATIONAL CAPABILITY

Continue to employ a part-time Co-ordinator

Jen Houdalakis is employed as the Co-ordinator for Seaview Business Association working 15 hours per week, with the hours being sufficient for the workload.

Maintain and where possible broaden the representation in the membership base and grow the Governance Group

With the resignation of Bruce Whiley as Chairperson for the Seaview Business Association, Mike Henderson was elected the new Chairperson at the Association’s Annual General Meeting held in July 2020. Mike had previously held the Treasurers role, which was filled by Committee member, Carl Longstaff. Core SBA committee members over the past 12 months included Brett Gillies – GNS, Tom Hudig – JJL, Des Fell – Waste Management, Carl Longstaff – Metal Art, Steve Rickman – Dulux, Byron Cummins - Howard Material Handling, David Black – RaceTech, Ross O’Loughlin – Waste Management, Kevin Manane – PE logistics, Michelle Walker – Go Air Land Sea with 2 new members joining the Governance Group - Robert Baldock of Shipwreck Trading, and Marty Screen of Voideck.

We will continue to promote the ability to join the governance group to the wider community with a focus on the time commitment required being minimal and that any business is welcome to join.

Make relevant submissions to Councils and Government on matters affecting the Seaview/Gracefield business community

The Seaview Business Association had been intending to re-submit a submission to Council for the Port Road Seawall improvement as this project had been deferred with a proposal from Greater Wellington Regional Council’s proposal to bring forward funding declined in September 2019. The major bank edge work is currently proposed beyond 2028, however we have been advised that the seawall improvement has been placed on the Government’s shovel ready projects.

Work with the Seaview/Gracefield business community on specific initiatives

We have been working with the local Police to keep members across security in the Seaview/Gracefield area and have provided security footage as requested. With the ongoing ‘boy racer issues’ in Seaview and the recent road damage to Toop Street and Wareham Place, we’re currently working with Council to put measures in place to hopefully reduce this racing activity.

We also worked with the Council in 2020 to help pull together a business directory of Lower Hutt businesses that were open to support essential business during the lockdown. We received numerous responses with over 50 Seaview/Gracefield businesses advising they were open during level 4 lockdown.

Longer Term Priorities

Expansion of CCTV network – we are currently looking at a new service provider for the SBA security camera’s which will give us better control of the overall CCTV system, with a recent proposal recommending that the current system be removed from the Wireless AP setup and be hardwired to the local businesses Internet connection.

Late last year it was brought to our attention that labour shortages were a key issue for businesses in the area, so the co-ordinator has been liaising with the respective contacts at the Council, Chamber of Commerce, Ministry of Social Development and several local high schools to discuss how we can work together on this issue.

Technology Valley Forum

Six-month progress report

Six-month accountability report to 31 December 2020

Hutt City Council City Development Committee
Prepared by Anthea Mulholland, Executive Director, Technology Valley Forum

REPORTING AREA 1: GOVERNANCE & MANAGEMENT

PERFORMANCE AT A GLANCE

Technology Valley Forum has continued to maintain good governance, adhering to the society’s constitution and rules and best practice. It’s management structure and personnel have enabled the professional delivery of the work programme despite adjustments to the schedule being made due to Covid-19.

One significant development in this area during the reporting period was the resolution for the Managements Group (subcommittee of the Board) to have increased delegation to enable greater agility in decision making. This has enabled swift, considered decision making ensuring momentum is maintained, despite the challenging Covid-19 disruptions.

Another significant development was the formation of an Industry Advisory Group, who have provided industry insight, sentiment, and knowledge to help us refine our service delivery, making it more nuanced and relevant to their sector.

Interrupting BAU, Covid-19 continued to disrupt the programme of work – mostly due to restrictions around gatherings, and also through commitments to the Hutt Valley Covid-19 Business Response team. Virtual meetings with this group engaged TVF in the delivery of messages around funding supports, advice, and workshops to support business continuity.

With the growing importance on local supply relationships, we spent considerable time enhancing our Made Right Here manufacturing directory. We were fortunate to engage the services of a very talented intern, Marvin Muyargas, through YOUth Inspire. Marvin’s talent for coding and understanding the user journey helped create new search pathways and better connections between listings and content on the site.

To keep Council abreast of our progress, works, and new developments, we maintain monthly meetings with Gary Craig,

Board Of Directors with solid fill

1 Full Board Meeting

Boardroom with solid fill

14 Management Group Meetings

Customer review with solid fill

3 Industry Advisory Group Meetings

Connections with solid fill

Ui Ux with solid fill Vlog with solid fill Appointed to NZ Tech Alliance, representing the Wellington Region

Developed, launched, enhanced directory website – with over 730 listings now active

17 Hutt Valley Covid-19 Business Response Team meetings (mostly virtual)

REPORTING AREA 2:
PROGRAMME OF WORK

PERFORMANCE AT A GLANCE

Events: With Covid-19 significantly impacting on gatherings, our calendar of scheduled MeetUp events were cancelled or postponed until levels stabilised at 1. Fortunately, we have been able to reschedule most of these in 2021. We focussed this unexpected capacity to our Covid-19 response, working on the directory site and working in the Hutt Valley Covid-19 Business Response Team (as noted above). Part of the covid-19 response was a targeted workshop with manufacturers to inform them of the business response grants available through Wellington NZ.

One of our more significant events (held in November when Covid levels had settled) was our Manufacturing Leaders Breakfast. Held at the Lower Hutt Events Centre and featuring guest speaker Graeme Muller, CEO of NZTech.

We rounded off the year with a social event, inviting those who had participated in our earlier MeetUps, our board, and Industry Advisory Group.

Covid-19 with solid fill

Hutt Valley Covid-19 Manufactruing Business Suport Workshop

Scientific Thought with solid fill

Manufacturing Industry Leaders Breakfast

Clapping hands with solid fill

Bar graph with upward trend with solid fill Ctrl+Alt+Del 2020 End of Year Social MeetUp

Email with solid fill Facebook reach up 143.5% to 24,789, 14% increase in followers

Blog with solid fill Monthly newsletter sent to 430 contacts – average open rate 64%

Newspaper with solid fill
67 new profile articles published

Inhabit Coatings profile featured by Dominion Post editorial team

Social Media: After keeping our social media ‘airways’ free of non-essential messaging during the Covid-19 Level 4/3 period we returned to our normal schedule with 32 posts on Facebook, 16 on Instagram, and 7 on LinkedIn. Our total reach for this six-month period - measured across Facebook and Instagram – was 24,789, which was up 143.5% on the previous period. Some of our important or time-critical posts were boosted through paid advertising.

Made Right Here Campaign: As well as the considerable efforts to enhance the usability and functionality of the directory website, we campaigned the local manufacturing community to engage with the platform – claiming their listings, using the directory functions, uploading and sharing content, and reading the profile and event posts uploaded regularly.

The development of our profiles was able to proceed without any Covid-related disruptions. We were able to publish a significant number on the Made Right Here site, as well as in print and in social media. One of our pieces submitted to the Dominion Post (about Inhibit Coatings) was picked up by their editorial team and developed into a feature.

Profiles are crafted thematically, and catalogued on the site under the following tabs:

· Capital Raising

· Sustainability

· Research & Development

· Startups

· Collaboration

· Intellectual Property

· Exporting

· Success

· Origins

· Customer Focus

Companies profiled over this period:

· Synapco

· Woolchemy

· Sanpro

· Able Spaces

· Uni Ventures

· TasmanIon

· Gracefield Innovation Quarter

· Innovative Young Minds

· Times-7

· Arlo

· Pertronic

· Global Seismic Data

· Callaghan Innovation

· Cynthis Hunefeld

· The Atom – Victoria University

· Noho Ltd/Formway

· Eight 360

· Aurora 44

· MJH Engineering

· Moka Lashes

· The Settlement

· Inhabit Coatings

· WSP Research & Innovation Centre

SUMMARY REPORT

The first six months of the 2020-2021 financial year saw significant disruptions to our programme of works due to Covid-19. Like all organisations across the world, we were forced to reconsider our priorities and delivery mechanisms to maintain relevance and support to our community as and when it was needed most. Our manufacturing community was in a very different economic situation to most sectors in New Zealand, who were facing increasing hardships due to lack of revenue from lockdowns and restrictions on the movement and gathering of people. Many of our manufacturers maintained some continuity from existing contracts, with some able to expand their capacity and capabilities to fulfil local demand for PPE.

As impacts of the pandemic brought global production and logistics to a halt, by August 2020 our Hutt Valley manufacturers were beginning to report challenges: specific componentry was slow to import – or of inferior quality when delivered, transactional relationships had changed and payment to suppliers was required on order - not delivery – impacting cashflow, border restrictions prevented face-to-face business relationships and severed the import of international, and international trade delegates and agencies that would normally supervise international supply arrangements were recalled when the pandemic broke, meaning that this critical on-ground support was not available. In addition to these pandemic related issues that throttled international supply chains, changes to the regulatory environment in parts of Europe and America were impacting on the procurement and innovation process and matters such as Brexit and the US elections meant that markets were insecure.

Our engagement with our newly formed Industry Advisory Group was critical at this time, informing us of these trends and threats and helping to shape supports to our community that would best counter these issues. They encouraged us to expand on our digital directory as a virtual engagement space so that supply disruptions could be mitigated by local supply. They also recommended that we review our value proposition – which had included training and seminars/webinars – as, with the rapid adoption of virtual meetings, this had become an oversaturated market. What was deemed most important was to increase the frequency of our Manufacturers MeetUps as soon as restrictions to gatherings were lifted. I’m very pleased to report that this has since occurred, with these events now happening each 2-3 weeks.

We also engaged with the group around our business model, as the model we were pursuing – being a fee-for-service model – would not be relevant or sustainable in the ‘Covid-19 world’. With no certainty over when a return to Covid-free normalcy would happen, we needed to re-examine our proposed model, value proposition, and purpose. In doing so TVF determined the best way forward was to launch a membership model, essentially reimagining the organisation as an industry organisation. While we have had good interest from businesses and individuals from the local manufacturing and tech sectors in becoming members, our membership subscriptions will not be opened until we have secured a sufficient revenue base from sponsors and partners to enable core operations.

This work, to establish this support base, will continue into the next 6 months before memberships will open. Our priority – aside from this – will be to reconnect our community and build on the momentum of our MeetUp series, which is resulting in collaboration between businesses and a stronger, more resilient local supply network. There are 9 events booked through until May 2021, with many more in development. Those attending our events have given feedback that they are grateful for the opportunity to engage with their professional peers, not simply network with business owners. They enjoy seeing production processes and discussing, as an interest group, topics, trends, issues, and opportunities. These events are typically limited in number of attendees due to the size and health and safety restrictions of the sites which are visited, so we have now implemented a waitlist that will ensure that sessions that are in high-demand can be repeated.

In addition to connecting our community to each other, we have also worked to ensure the TVF community is connected to the wider New Zealand tech and innovation ecosystem. After months of relationship building, we were very pleased to be appointed to the NZ Tech Alliance as the regional body representing the Wellington innovation community. NZ Tech and the NZ Tech Alliance represent over 15,000 companies and individuals and is extremely active all-over New Zealand. Through our participation in the Alliance, those within our community can now engage with this broader community – further expanding and strengthening domestic supply arrangements and tapping into world-class expertise. Graeme Muller, CEO of NZ Tech, was our guest speaker at the Industry Leaders Breakfast (November) and delivered an inspiring introduction to his organisation and the ways they work alongside central government to inform and advocate for the right conditions for success – be it regulatory, policy, or investment support. The importance of our regional needs and views being represented in these discussions was stressed and confirmed the advantage we now have in being part of this Alliance.

Later in 2021 some co-branded event opportunities will open, between TVF and NZ Tech – especially as we enter Tech Week as an Alliance member. This should mean that some of the extraordinary talent that is showcased over this festival period will make its way to the Wellington Region, so our community can be inspired, learn, and participate in this excellent festival agenda.

I would like to extend gratitude to Council for its support of TVF for this third year of our partnership agreement. Our manufacturing community - like all others in our commercial environment – have faced extraordinary times yet have taken comfort and inspiration from engaging with their peers and remedying issues, diversifying production, collaborating, and leveraging off each other’s knowledge, experience, and resources. Council’s funding of TVF enabled the mechanics of this to happen, through our digital and virtual tools, MeetUps, leadership forums, and now through our national representation. This is exactly what our Hutt Valley manufacturers have asked for, and they are aware that Council has funded these activities. So – on behalf of the Technology Valley Forum and the manufacturing, technology, and innovation communities of the Hutt Valley – I thank you for your support.

Nāku iti noa, nā

Anthea Mulholland
Executive Director | Technology Valley Forum

191 27 April 2021

Policy, Finance and Strategy Committee

31 March 2021

File: (21/554)

Report no: PFSC2021/2/1

Activity Report - Information Services

Purpose of Report

1. The purpose of this report is to outline the results of a review of the Information Services components of City Governance and Corporate Services.

Recommendations

That the Committee:

(1) notes the information contained in the report;

(2) notes that this review also meets the intent of section 17A of the Local Government Act 2002; and

(3) agrees that a full section 17A review should not be undertaken at present for the reasons outlined in the report.

Background

2. Activity reports provide regular information about Council activities, so that activities can be analysed and their future direction considered. They also address the requirements of section 17A of the Local Government Act (LGA) 2002 that regular reviews be undertaken of the cost-effectiveness of current arrangements for meeting the needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions.

High-level description of Activity

3. Information Services Division includes the following:

· Information Technology (IT) – Design and architecture of IT services including Service desk (help desk) support and infrastructure (network and servers – both cloud and on premise).

· Corporate Information – Design, implement and manage an information architecture that enables easy access to information and the secure storage of records and archives to ensure Council meets its obligations and is compliant.

· Digital Transformation – responsible for the delivery of the Go Digital (Digital Transformation programme). The programme includes several initiatives, including the review of all business processes and taking a digital first approach.

· Applications Support – Operational support and maintenance of all Council applications, including ensuring systems are kept up to date and fit for purpose.

· Land Information Services (LIS) – maintenance and development of a range of geographical and spatial information to provide decision making services to a wide range of users. LIS includes provision of information to customers relating to engineering records and survey plans, maintenance and record keeping of this information.

Reason for the review

4. This review is required because three years have passed since this Activity was last reviewed.

Rationale for service provision

Hutt City Council’s vision is to have a connected, resilient and inclusive city where all our people thrive. This will be achieved through five key priorities.

a. Investing in Infrastructure

b. Caring for and protecting our environment

c. Increasing housing supply

d. Supporting an innovative, agile economy and attractive city

e. Connecting Communities

5. Council has embarked on a Digital Transformation journey called ‘Go Digital’ that will deliver transformation for how Council operates, how staff work and how citizens engage. To achieve this, Information Services have put a focus on five key themes for enabling the ‘Go Digital’ strategy.

6. The five key themes have a direct link to Council’s priorities. Through delivery of ‘Go Digital,’ officers will help enable Council to meet its priorities.

7. A strategy has recently been developed (see Appendix 1 to the report) and is guiding operational and capital decisions relating to delivery of services. Business cases will be required for all significant projects and these all must demonstrate that they contribute to transforming Council.

8. The strategy will be continually reviewed to ensure that it continues to meet the changing demands of the business, fits with Council’s vision and keeps pace with the rapid changes in technology and best practice.

9. Officers will be reporting every six months to the Audit and Risk Subcommittee on the ‘Go Digital’ strategy.

10. Cyber security is a priority. A significant amount of work has been completed over the past two years to enhance the security of Council’s network infrastructure. Security training has also been completed by all staff and is included as part of the induction for new starters. Officers have recently engaged a partner to review our security against industry standards.

Present arrangements for governance, funding and service delivery

11. Information Services activities are governed and funded by Council with services delivered by Council officers.

12. Officers are working on developing and implementing a new governance framework across all Information Services activities. This includes the Go Digital Programme and IT. The new governance framework will enable good decision making through consistent governance practices.

13. External partners are engaged when needed to ensure service is delivered. These include the Association of Local Government Information Management (ALGIM) and providers in the Wellington region.

Current and future risks likely to have a significant impact on this activity

14. The digital environment is moving at a rapid pace and technology change can be challenging. The ability to be agile and adapt to change is critical.

15. What are we doing to reduce the risk?
The new initiatives planned over the next two-three years will help to enable an agile environment where continual change in technology is accepted as the norm. Officers will continue to train and upskill the team to enable them to support the organisation through this continual change.

16. The partners we engage with are reliable and can continue to provide services for as long as Council needs.

What are we doing to reduce the risk?
Officers make sure the partners we engage with are stable and reliable by using the Council procurement policies and All of Government panels.

17. As Council moves more of our applications online (Software as a Service), if there was a major event and access to the internet was affected it would significantly impact our access to applications and network services.

What are we doing to reduce the risk?
Officers have implemented redundancy on the Councils internet access. We have multiple connections that route through different datacenters so if one connection failed there is an automatic fail over.
In a major disaster or event where all internet access for a region or New Zealand is affected we would need to rely on telecommunications company to restore service as soon as possible.

18. The ability to attract and retain experienced staff. The IS market is currently in high demand which means it is challenging to employ staff in certain roles.

What are we doing to reduce the risk?
Officers aim to attract the best candidates through the positive message that Hutt City Council is a great place to work that offers many additional benefits including flexible working and training.

Current performance against KPIs compared to historical and peer benchmarks

19. In 2019 a survey of customer satisfaction from the IS Service Desk team which is the frontline people for IS support and work requests was completed. The overall rating was positive with around 75%– 80% of respondents rating good, very good or excellent.

20. Running another survey in the next six months is being planned.

Total operating and capital cost of the service over the last 3 years and next 10 years

21. The following table outlines the actual net operating and capital costs of the Information Services activity for the past three financial years and that forecasted for the next 10 years as shown in the Draft Long Term Plan.

	17/18 Actual	18/19 Actual	19/20 Actual	20/21 Actual	20/21 Revised Budget	21/22 Budget	22/23 Budget	23/24 Budget	24/25 Budget	25/26 Budget	26/27 Budget	27/28 Budget	28/29 Budget	29/30 Budget	30/31 Budget
Net Opex	7,141	8,603	9,708	7,606	9,965	18,073	18,202	17,683	18,422	18,747	19,315	18,224	17,977	18,217	17,780
Net Capex	839	698	783	612	4,940	2,920	2,491	1,674	1,525	1,725	1,425	1,425	1,425	1,525	1,425

22. The operational costs for the activity can be broken down into six main budget areas as shown in the following table of 2020 /21 expenditure.

Cost Centres	Operating Expenditure	Revenue	Depreciation	Net Operating Expenditure
8050 - Information Services Administration	655	73	127	699
8051 - Information Technology Infrastructure	2,001		332	2,333
8052 - Corporate Information	1,144		3	1,137
8054 - Land Information Management	961	8	61	1,014
8057 - Information Services Applications	1,417		27	1,444
8058 - Business Transformation	912		48	960
Totals	7,090	81	597	7,606

Adjustments that could be made to user charges and service levels to increase or decrease these by 5%

23. Options for service delivery cuts if 5% less funding was provided for this activity are:

· Reduce level of service to customers (Internal and External) through reduction in staff numbers.

· Review the Go Digital programme and either delay or remove projects from the programme.

24. Options for increased service delivery if 5% more funding was provided for this activity include:

· Accelerate the introduction of new apps and services for the public to enhance their interaction with Council and our services.

· Accelerate the adoption of technology within Council including the introduction of more mobile and cloud services.

· The ability to consider introducing a dedicated innovation capability that would enable us to innovate with new technology in the organisation and the city.

25. Information Services costs are allocated to all Council Divisions receiving these services. The allocated costs are calculated based on a detailed breakdown of the number of desktop or laptop computers in use and the software that is licensed for the particular areas. These allocated charges cover the costs of computer hardware, network infrastructure, operating systems and business software licensing and vendor support fees. The charges reflect the actual services that are received by each Division. Officers do not have access to this type of information relative to other Councils.

Current highlights or issues of significance to Council

26. Since the last activity report a number of significant foundation projects have been completed providing the building blocks for future initiatives.

27. The network infrastructure replacement project (data connections between offices, network hardware, Wi-Fi) was initiated in 2018. The project outcome was to replace our aging infrastructure and implement a modern managed solution that would provide the ability for our staff to work in any Council office and be connected directly to our network. The project was completed in 2019 and has simplified the work environment for all Council staff and improved public Wi-Fi access at all sites.

28. In 2020 officers introduced a modern secure managed firewall and remote access solution. This implementation was expedited and implemented the night before the COVID-19 lockdown so that all staff were able to connect remotely throughout lockdown which was a significant achievement by the IT Team.

29. Technology One is our core application suite that includes Finance and Property and Rating. In 2019 officers implemented a Software as a Service offering for all our Technology One applications. This achieved two significant outcomes:

a. Provided the ability for people to securely access these applications anywhere, anytime on any device as long as they could access the internet.

b. Increased our resiliency. The application is hosted in AWS datacenters and continually replicated across two datacenters.

30. As previously discussed in this report, the Information Services team has embarked on the ‘Go Digital’ programme. This is an exciting initiative that will embrace digital solutions that will in turn, through smarter, more efficient ways of working, improve service to our city.

Reasonably practical options for the governance, funding and delivery of this activity

31. Officers consider that it is impractical and not cost effective to undertake a full section 17A analysis of options for the governance, funding and delivery of Information Services at this time. See Appendix 2 to the report for an assessment of alternative governance, funding and service delivery options. Continuing the current model is considered to be the most cost effective and efficient option. However, officers continue to work closely with local authorities within the region to explore opportunities for efficiencies and shared services. This is considered to be best handled on a case-by-case basis as opportunities arise.

Appendices

No.	Title	Page
1 ⇩	Appendix 1 - Strategic Plan	199
2 ⇩	Appendix 2 - Options for Governance Funding and Service Delivery	200

Author: Lyndon Allott

Chief Digital Officer

Analysis of the cost effectiveness of the following options for the governance, funding and delivery of the Information Services activity

LGA section 17A (4) requires consideration of the following options.

Option	Advantages	Disadvantages	Effectiveness	Cost
GOVERNANCE AND FUNDING BY HCC	· retains control in areas that play an important role in the achievement of strategic objectives and delivery of community outcomes · promotes the achievement of important non-commercial objectives · provides opportunities for community input through consultation · retains direct accountability to the community · direct responsibility for managing risk	· timeliness of decision-making by governance body	· the Council’s objectives for providing the service are met through governance and funding by HCC · internal customer surveys indicate high levels of customer satisfaction	· transparency of costs through the Long Term Plan and Annual Plan processes

Option

Advantages

Disadvantages

Effectiveness

Cost

GOVERNANCE AND FUNDING BY HCC

· retains control in areas that play an important role in the achievement of strategic objectives and delivery of community outcomes

· promotes the achievement of important non-commercial objectives

· provides opportunities for community input through consultation

· retains direct accountability to the community

· direct responsibility for managing risk

· timeliness of decision-making by governance body

· the Council’s objectives for providing the service are met through governance and funding by HCC

· internal customer surveys indicate high levels of customer satisfaction

· transparency of costs through the Long Term Plan and Annual Plan processes

GOVERNANCE AND FUNDING BY A JOINT COMMITTEE OR OTHER SHARED GOVERNANCE ARRANGEMENT	· provides for cooperation in areas that play an important role in the achievement of strategic objectives and delivery of community outcomes	· timeliness of decision-making by governance body · shared control · different strategic objectives and therefore different views of what is important · less connection to community outcomes	· the Council’s objectives for providing the service are not met as effectively through governance and funding by a joint committee or other shared governance arrangement	· transparency of costs through the Long Term Plan and Annual Plan processes
DELIVERY BY HCC	· retains control in areas that play an important role in the achievement of strategic objectives and delivery of community outcomes · promotes the achievement of important non-commercial objectives · provides opportunities for community input through consultation · retains direct accountability to the community · direct responsibility for managing risk	· timeliness of decision-making by governance body · expenditure level required to provide specialised equipment and services	· the Council’s objectives for providing the service are met through delivery by HCC · internal customer surveys indicate high levels of customer satisfaction · there is no evidence that a change in service delivery might provide improved service	· transparency of costs through the Long Term Plan and Annual Plan processes
DELIVERY BY A WHOLLY OR PARTIALLY OWNED CCO OF WHICH HCC IS A SHAREHOLDER	· improved commercial focus · ring-fencing financial risk · accountability for financial performance and the cost of operations · tax-effectiveness · independence · agility and less bureaucracy · ability to attract high quality board members and staff · economies of scale where several local authorities are involved · capacity to manage complex specialist or technical issues where several local authorities are involved	· lack of direct accountability to the community · tensions between pursuing profit and delivering community outcomes · additional ongoing costs · reduced ability of Council to manage risk · risk of ratepayers having to fund operational shortfalls · blurred responsibilities between Council and the CCO over the effective use of ratepayer funding	· the Council’s objectives for providing the service are not as effectively met through delivery by a wholly or partially owned CCO of HCC · there is no evidence that a change in service delivery might provide improved service	· there may be cost efficiencies but will also be additional overhead costs associated with establishing and overseeing a CCO · there may be taxation issues on establishment if assets are to be transferred to the CCO
DELIVERY BY ANOTHER LOCAL AUTHORITY	· ability to utilise specialist skills and/or equipment	· may lead to fragmentation and a lack of coordination, especially with other council activities · may reduce opportunities to improve effectiveness	· the Council’s objectives for providing the service are not as effectively met through delivery by another local authority · there is no evidence that a change in service delivery might provide improved service	· ability to enter contracts for the delivery of services
DELIVERY BY CONTRACTING OUT	· includes the ability for external agencies to seek funding from other sources · retains flexibility to choose between suppliers · separates Council from operational and financial risk · provides for use of specialist operators/ equipment at competitive rates where there are a number of providers	· may lead to fragmentation and a lack of coordination, especially with other council activities · may reduce opportunities to improve effectiveness · management of multiple contracts has cost and resource implications resulting from the need to manage several relationships, procurement processes and monitor performance across multiple contracts · lack of connection with ratepayers	· the Council’s objectives for providing the service are not as effectively met through contracting out · there is no evidence that contracting out might provide improved service · prior to 2009 Council’s IT services were contracted out for more than a decade but were brought in-house to improve service delivery and cost effectiveness	· where there are a large number of potential providers a competitive tender process should secure the best value
CONCLUSION AS TO WHICH IS THE MOST COST EFFECTIVE OPTION	The broad range of specialist services provided by Information Services is used extensively by both internal and external customers. Council has experience of outsourcing the IT component from a number of years ago but ultimately it was considered more effective and efficient to manage these responsibilities in-house. Consideration has also previously been given to consolidating all ICT services in Wellington, the Hutt Valley and Porirua under a single infrastructure platform, including a single business software solution. Council opted not to progress with that initiative based on uncertain benefits and doubts about cost savings, this shared services model is no longer on offer and the model and was discontinued in 2020. Continuing the current model is considered to be the most cost effective and efficient option for Hutt City Council.

Policy, Finance and Strategy Committee

05 April 2021

File: (21/485)

Report no: PFSC2021/2/96

Strategic Property Portfolio - Update

Purpose of Report

1. To report on strategic properties for advancing Council strategic projects.

Recommendation

That the Committee receives and notes the report.

For the reason that the Property Working Group for Advancing Strategic Projects is required to report six monthly to this Committee on the portfolio of properties for advancing strategic projects. This is for monitoring purposes.

Background

2. In certain circumstances it may be necessary or advantageous for Council to purchase, hold and/or sell a specific parcel of land or parcels or property in the city in order to fulfil the initiatives outlined in Council’s adopted strategies, plans and policies.

3. The framework for this is provided through Council’s Purchase and Sale of Property for Advancing Strategic Projects Policy.

4. This report outlines the current status and future intentions for properties in Council’s portfolio of properties for advancing strategic projects.

Discussion – Properties Purchased and Held

1-3/6 Daly Street

5. This property consisting of three separate titles (two residential units and a commercial premise) has been purchased as per Council’s resolution of 12 June 2017 for Council’s Promenade Project which is part of the RiverLink Project.

6. The two residential units are rented.

7. The commercial premise (Unit 1) is in such state that the cost to make it lettable exceeds the future rental over the short period the building will be held. The building is boarded up pending demolition for the RiverLink Project.

8. Assessed holding position is as follows:

	YTD 28 February 2021 Actual	Year to 30 June 2021 Forecast
Rental Income Unit 1	$0	$0
Rental Income Unit 2	$9,739	$13,356
Rental Income Unit 3	$15,217	$20,869
Total Income	$24,956	$34,225
Building Maintenance, Insurance & Other	($13,473)	($17,466)
HCC Rates	($7,304)	($7,304)
GWRC Rates	($1,258)	($1,258)
Total Expenses	($22,035)	($26,028)
Net rental before interest	$2,921	$8,197
Interest at 3.0%	($25,000)	($37,500)
Net return after interest	($22,079)	($29,303)
Purchase price	$1,250,000	$1,250,000
Annual holding return on purchase price		-2.34%

9. This property is intended to be amalgamated with adjacent road and neighbouring properties to create a site for development of high quality residential and commercial areas, cafes and restaurants adjacent to and integrated with the Promenade as part of the RiverLink Project.

Discussion – Properties acquired, still subject to settlement with owners

7, 10 and 12 Daly Street

10. Council resolved (12 June 2017) to acquire these properties using the Public Works Act 1981 to be redeveloped and integrated with the Promenade Project.

11. After an extensive period of negotiations with the owners without result Council moved to compulsorily acquire these properties at the end of May 2018.

12. After court proceedings, successfully defended by the Council, the Council took the properties under the Public Works Act with the properties vesting in Council’s name on 2 April 2020, with only the value of the transfer to be resolved.

13. Both parties obtained valuations and originally were at a substantive difference. After the respective valuers met to compare evidence and review their positions they still remain over $1.5M apart. The prior owners have engaged further valuers as has Council in an effort to resolve the difference.

14. In the event the parties cannot resolve the value difference, the Land Valuation Tribunal will make a ruling with the respective valuers’ reports being evidence for the parties.

15. Assessed holding position is as follows:

	YTD 28 February 2021 Actual	Year to 30 June 2021 Forecast
Rental Income 7 Daly St	$100,982	$163,533
Rental Income 10 Daly St	$2,513	$5,000
Rental Income 12 Daly St	$11,487	$5,000
Total Income	$114,982	$173,533
Building Maintenance, Insurance & Other	($23,532)	($38,632)
HCC Rates	($37,858)	($37,858)
GWRC Rates	($5,136)	($5,136)
Total Expenses	($66,526)	($81,626)
Net rental before interest and insurance	$48,456	$91,907
Interest at 3.0%	($78,000)	($117,000)
Net return after interest	($29,544)	($25.093)
Purchase price based on Council’s valuation advice (TBC)	$3,900,000	$3,900,000
Annual holding return on purchase price		-0.64%

These properties are intended to be amalgamated with adjacent road and neighbouring properties to create a site for development of high quality residential and commercial areas, cafes and restaurants adjacent to and integrated with the Promenade as part of the RiverLink Project.

In the meantime, where possible the premises are rented on a short term basis with either party able to give the other six months’ notice of termination.

Discussion – Properties currently being acquired

Dudley Street Laneway

16. Council is currently negotiating the purchase of this elongated piece of vacant land currently utilised as a laneway (shown highlighted below), owned by KiwiRail, to complete the acquisition of the entire parcel of land in Daly Street required for the Promenade Project.

17. Valuations by both parties indicate an estimated value of $165,000 excl. GST.

Legal Considerations

18. The properties at 6, 7, 10 & 12 Daly Street have been taken in accordance with the Public Works Act. The Dudley Laneway is owned by KiwiRail and must be acquired by negotiation.

19. The settlement values for 7, 10 & 12 Daly Street have yet to be finally determined. If no agreement can be reached between the parties, and this is considered likely given the valuation differences, then the matter is to be resolved by the Land Valuation Tribunal.

Financial Considerations

20. $7.0M was provided for the purchase of the properties required by Council for the RiverLink project.

21. $5.1M has been currently allocated to the capital value of 6, 7, 10 & 12 Daly Street.

22. A current budget of $2.0M within the RiverLink Project budget allocation is provided for the completion of the acquisition of the required properties.

Appendices

There are no appendices for this report.

Author: Gary Craig

Head of City Growth

Approved By: Kara Puketapu-Dentice

Director Economy and Development

Policy, Finance and Strategy Committee

07 April 2021

File: (21/578)

Report no: PFSC2021/2/61

Health and Safety Update

Recommendation

That the Committee notes and receives the report.

Health and Safety Statistics

1 October 2020 to 31 March 2021

Accidents: - 18 accidents in total were reported for this period, with no notifiable accidents or injuries related to staff. One customer related event which was a result of a personal related condition was reported to WorkSafe due to the seriousness of the event and it occurring within a Council facility.

Minor Accidents: - 51 minor accidents were reported for this period. The severity of these was either insignificant or minor.

Pain and Discomfort: - 11 events relating to pain and discomfort were reported during this period.

Near Misses: - 103 events were reported as near misses. These events were all investigated and used as lead indicators to address areas of concern. The majority of these were related to aggression related events. The response to these are discussed further below.

Safety Observations: - 25 safety observations were reported. Safety observations are neither an accident nor a near miss. They are a potential hazard or hazardous activity that could lead to harm or property damage.

Lost Time Injuries (LTI) – There was one LTI for this reporting period. The definition of an LTI is a staff member that has been signed off by a medical practitioner due to obtaining a workplace injury. This injury was as a result of a fall off a bottom step. The injured staff member suffered a fractured ankle, however has now returned to work on full duties.

Event numbers have increased as we continue to encourage pools to report all incidents into Assura. Up until this point pool facilities have used other forms of reporting for incidents and hazards, so an accurate reflection of these across the whole of Council is still uncertain at this time.

The majority of event risk ratings for this period were medium due to the continued high number of aggression related events. All event risks are currently being reviewed for minimisation or elimination.

In response to aggression related incidents the review of internal training is being undertaken with a focus on de-escalation and emergency response. All front-line staff are currently trained in this area, and refreshed annually. Additional preventative action is being taken in conjunction with the review of all facilities, including the evaluation of security cameras, locked staff spaces and emergency lockdown processes.

We are continuing to focus on establishing a more robust reporting culture whereby more events are being reported with accurate ratings, adequate investigations and control measures assigned to them. We have commenced rolling out training to staff and managers to enhance reporting data. Ongoing improvements to our current reporting system, Assura, are being considered, alongside looking at alternate systems that will better capture and report on data that will be useful for driving safety behaviour change.

Health and Safety Compliance

A review of our health and safety policies and procedures is being undertaken. A new Family Violence Policy has been drafted and the following documents have been updated and are being reviewed:

· Health, Safety and Wellbeing Plan 2021 - 2022

· Wellbeing Policy

· Child Protection Policy

· Updates to consultation arrangements

Hazards across each Council business unit are still being reviewed in consultation with newly elected Health and Safety Representatives. Pre-existing controls are being reviewed to ensure that risk levels are appropriate and where necessary new controls are being implemented.

In February 2021 a SafePlus survey developed by WorkSafe was sent to approximately 60 staff across all council functions. High level results indicated that a significant focus needs to be on risk management, fatigue, stress and health and safety resourcing across council. Results were captured in the updated Health Safety and Wellbeing Plan and will be reported to CLT.

A continued focus has been on updating health, safety and wellbeing information that is available to staff. This has included a complete review of content on Ourspace to ensure that information is accessible and accurate. This work will continue through to May 2021.

Emergency preparedness has also been a focus over the past two months in response to a number of significant customer related incidents, two of which resulted in community hubs having to be locked down. All facility managers have been asked to review and update their emergency preparedness documents in their site operating manuals and run informal training to ensure that all staff are aware of their roles in the event of an emergency. This process is being supported by the Health Safety and Wellbeing team.

COVID-19 Preparedness

Continuous improvement steps are being taken to ensure that Council is prepared for any future resurgence of COVID-19. This includes ensuring that communications are prepared for level upgrades and downgrades to support line managers and facilities to understand their health and safety responsibilities. Details of immune-compromised staff have been updated to ensure that Council can support those most vulnerable.

Flu vaccinations will commence in May and bookings have now been made available to all staff. COVID-19 vaccinations are currently scheduled to be available to the general public as of July according to the Ministry of Health.

In March the Walter Nash Centre was selected as being one of three COVID-19 vaccination centres for the Wellington Region. Approximately 1500 MIQ and frontline health workers were vaccinated over five days from the centre.

Hazard Management

SUMMARY
Event Summary	Occurred This Period	12m Avg	YTD	Currently Active	Completed This Period
Accident	1	0.25	0	0	2
Injuries	1	0.25	0	0	2
LTI (Medical)	0	0	0	0	0
LTI (Non Medical)	0	0	0	0	0
Non LTI (Medical)	0	0	0	0	0
Non LTI (First Aid)	0	0	0	0	0
Non LTI (Non Medical)	1	0.25	0	0	2
Property Damage	0	0	0	0	0
Environmental	0	0	0	0	0
Near Miss	1	0.08	1	0	1
Pain & Discomfort	1	0.08	1	1	0

LOCATION HAZARDS
Category	Created in Period	12m Avg	YTD
Critical	0	0	0
Urgent	0	0	0
Medium	3	0.42	7
Low	0	0.17	2
None	0	0	0
Total	3	0.59	9

HAZARDS REACHED STATE IN PERIOD
Category	Investigation	Minimised in Period	Eliminated in Period
Critical	0	0	0
Urgent	0	0	0
Medium	0	3	1
Low	0	0	0
None	0	0	0
Total	0	3	1

ACTIONS
Type	Created In Period	12m Avg	YTD	Currently Active	Completed In Period
Audit	2	0.17	2	2	0
Environmental	0	0	0	0	0
Equipment Monitoring	0	0	0	0	0
Event	1	0.08	1	0	1
Hazard	0	0	0	0	1
Health Monitoring	0	0	0	0	0
Injured Person	0	0	0	0	0
Meeting	0	0	0	0	0
Permit to Work	0	0	0	0	0
Property Damage	0	0	0	0	0
Return to Work	0	0	0	0	0
Safety Observation	0	0	0	0	0
Total	3	0.25	3	2	2

AUDIT
Type	Created In Period	12m Avg	YTD	Currently Active	Completed In Period
Area Review	11	0.92	11	2	0
Audit - External	0	0	0	0	0
Audit - Internal	0	0	0	0	0
Change Management	0	0	0	0	0
Total	11	0.92	11	2	0

Staff Participation

Listed below are the wellness initiatives undertaken during the six month period to 31 March 2021:

Month	Activities
October 2020	· GoodYarn Workshop · Fortnightly Massages
November 2020	· HCC Wellbeing Week (23 Nov- 27 Nov) o Health insurance drop-in session o The Brain Science behind feeling workshop o Money, money, money. Is it really a rich man’s world? workshop by Peter Jackson o Heartfulness meditation introduction session o Forming and Smashing Habits workshop o The Fitness Hack session by Mid Thomas- Savelio o Raising resilient children session by Madeleine Taylor o Onsite massages o 360 Biobody Scans o NZ Blood Finger Prick- what’s my blood type? onsite clinics o Onsite EAP counselling sessions
December 2020	· Assura training commenced, run online weekly · Development of Wellbeing plan for 2021
January 2021	· Safeguarding Children training commenced for the year · Commencement of wellbeing plan – First quarter focus: ‘Creating connection with wairua, mind and community’ · Promotion of volunteer leave
February 2021	· Flax weaving workshops · Westpac and KiwiSaver financial information sessions · Promotion of the new E-bike scheme for staff
March 2021	· Flu vaccinations open for staff booking · Bike the Hutt promotion · Promotion of free flu vaccination and Buccaline discount

Health and Safety Engagement

Staff consultation has recommenced with new Health and Safety representatives being nominated and appointed in November 2020. Health and Safety Committee meetings continue to take place biennially. A central communication platform was set up for members and monthly focus topics provided to enable consistent communication.

Health and Safety representatives have been encouraged to actively engage with their designated workgroup and leaders to ensure they are well placed for providing support and feedback.

Legal Considerations

No legal issues are covered in the report.

Financial Considerations

There are no financial considerations to note. Health, Safety and Wellbeing activities are funded by existing operational budgets.

Appendices

There are no appendices for this report.

Author: Juliette McCandlish

Health & Safety Manager

Approved By: Kelly Alkema

Chief People Officer

Policy, Finance and Strategy – Work Programme 2021-22

Description	Author	Cycle 3 13 Jul 2021	Cycle 4 14 Sep 2021	Cycle 4 5 Oct 2021	Cycle 4 28 Oct 2021	Cycle 5 16 Nov 2021	Cycle 1 Feb 2022	Cycle 2 Apr 2022	Cycle 5 Nov 2022
Work Programme	Democracy Advisor	√	√	√		√
Three Waters reform-PWC on Potential impacts	J Livschitz	√
District Plan Review Subcommittee Report Back	H Wesney	√				√
Class IV Gaming Venue Policy	W Moore	√
Māori Freehold Land	J Pritchard/W Moore/M Jennings/J Livschitz	√
164 and 158 Upper Fitzherbert easement	T Kimbrell	√
Naming Policy	M Jennings/J Pritchard/W Moore	√
Council performance overview quarterly report (including health and safety update)	K Eagle/C Taylor/ R Vallabh/C Ellis/J Livschitz/J McCandish		√
Draft Parking Policy	J Pritchard		√
Interim Year End Performance Results	J Livschitz		√
2021 Standard and Poor’s credit rating	J Livschitz		√
Budget Update	P Benseman		√
LGFA Annual Report	J Livschitz		√
Homeless Strategy	J Pritchard		√
Encroachments Policy	W Moore/C Taylor/C Agate					√
Wellington Water Half year Performance Annual Report	B Hodgins			√
CCO Annual Reports	D Newth/J Livschitz			√
HCC Group Annual Report	D Newth/J Livschitz			√	√
Review of Local Alcohol Policy	TBC						√
Housing Plan	J Pritchard						√
Te Reo Policy	M Jennings/J Pritchard/W Moore							√
Parking Policy Review	J Pritchard/C Agate								√

[1] Four submissions were made to the 23 February Policy, Finance and Strategy Committee concerning this matter.

[2] The policy does not include the natural environment or details on how the policy will be implemented.

[3] See Appendix 1 - Conservation incentives - built heritage and sites of significance

Cr S Edwards (Chair)

Mayor C Barry	Cr D Bassett
Cr J Briggs	Cr K Brown (Deputy Chair)
Cr B Dyer	Cr D Hislop
Deputy Mayor T Lewis	Cr C Milne
Cr A Mitchell	Cr S Rasheed
Cr N Shaw	Cr L Sutton

Version	Author	Date	Description
V 1.0	Financial Transaction Services Manager	8/4/2021	Initial draft policy for review

No.	Title	Page
1 ⇩	Appendix 1. 2021-22 LGFA Statement of Intent	208
2 ⇩	Appendix 2. LGFA Half Year Report 2020	221
3 ⇩	Appendix 3. Shareholders Council (SC) Statement of Expectation 2021-22	253
4 ⇩	Appendix 4. LGFA Board Letter to SC on LoE for 2021-22 SOI	257

Division	Finance
Date created	April 2021
Publication date	April 2021
Review period	August 2025
Owner	Group Chief Financial Officer
Approved by	Council