Agenda of Strategy and Recovery Committee Meeting

Thursday, 2 November 2023

Te Hui o Te Kaunihera ā-Rohe o Heretaunga

Hastings District Council: Strategy and Recovery Committee Meeting

Te Rārangi Take
Report to Strategy and Recovery Committee

Nā:

From:

Kirstin Thompson, Manager Community Development

Te Take:

Subject:

Maraekākaho Community Plan 2023-2028

1.0 Executive Summary – Te Kaupapa Me Te Whakarāpopototanga

1.1 The purpose of this report is to present the Maraekākaho Community Plan 2023–2028 to the Committee for endorsement.

1.2 The Maraekākaho Community Plan 2023-2028 was presented at an informal meeting of the Community Wellbeing Subcommittee on 19 September 2023 and members of the Rural Community Board were also invited to attend. The Plan was positively received by the Community Wellbeing Subcommittee and members of the Rural Community Board present.

1.3 The Plan has been developed by the community of Maraekākaho and driven by the local community group - Focus Maraekākaho.

1.4 A copy of the Maraekākaho Community Plan 2023-2028 is attached (Attachment 1). The actions in this plan come directly from the community of Maraekākaho. Five key areas for action have been identified including Social, Environmental, Economic, Cultural, and key Community Relationships.

2.0 Recommendations - Ngā Tūtohunga

A) That the Strategy and Recovery Committee receive the report titled Maraekākaho Community Plan 2023-2028 dated 2 November 2023.

B) That the Committee endorse the Maraekākaho Community Plan 2023-2028.

3.0 Background – Te Horopaki

3.1 Hastings District Council first started developing Community Plans with communities in 2002 as a way for Council to engage with and provide additional support to communities of interest.

3.2 Council has 11 current Community Plans, two of which are under development and nearing completion and one new community commencing development of their plan. Each plan’s goals, aspirations and actions are unique to each community.

3.3 On 26 March 2018 Council endorsed the first Maraekākaho Plan (2017-2022). This plan included a variety of themes including community safety; effective and safe roading; enhancement of history and heritage; emergency preparedness and enhancement of river and waterways.

3.4 In July 2021 Council agreed to support Focus Maraekākaho to lead the development of a second plan for this community.

3.5 JMP Consultants were contracted by Council to work with identified community representatives to review issues and opportunities and to identify and agree the most appropriate engagement approach to be implemented to finalise the Plan. The Plan has been developed through broad community engagement, including online and hard copy community surveys, workshops, a local focus group of school children and submissions.

3.6 The Maraekākaho Community Plan 2023-2028 was presented at an informal meeting of the Community Wellbeing Subcommittee on 19 September 2023 and members of the Rural Community Board were also invited to attend. The Plan was positively received by the Community Wellbeing Subcommittee and members of the Rural Community Board present.

4.0 Discussion – Te Matapakitanga

4.1 The Maraekākaho Community Plan 2023-2028 was developed by the Maraekākaho community and driven by Focus Maraekākaho. Focus Maraekākaho is an independent community group with charitable status. It is representative of the greater Maraekākaho community.

4.2 This second iteration Plan builds on the outcomes already achieved in their initial Plan with similar themes continuing to be the focus.

4.3 The vision of the Maraekākaho Community Plan 2023–2028 is “A connected strong rural community, centred around a social, environmental and economic hub which links the past with the future.”

4.4 The Maraekākaho Community have identified five key areas for action:

· Social

· Environmental

· Economic

· Cultural

· Key Community Relationships

4.5 Within each of these areas of focus, there are a set of actions that form the basis of the community Plan for 2023–2028.

4.6 Since the development of the draft plan in 2021 several actions are underway. These are detailed in the attached Maraekākaho Community Plan 2023-2028.

5.0 Options – Ngā Kōwhiringa

Option One - Recommended Option - Te Kōwhiringa Tuatahi – Te Kōwhiringa Tūtohunga

5.1 Council endorses the Maraekākaho Community Plan 2023-2028

Advantages:

· Community leads the implementation of actions contained in the Maraekākaho Community 2023-2028.

· Council builds a strong working relationship with the Maraekākaho community.

· Council endorsement of the Maraekākaho Community Plan 2023-2028 would signal support at a high level for the collaborative approach being taken to the delivery of actions.

Disadvantages:

· No disadvantages have been identified.

Option Two – Status Quo - Te Kōwhiringa Tuarua – Te Āhuatanga o nāianei

5.2 Council does not endorse the Maraekākaho Community Plan 2023-2028.

No advantages identified.

6.0 Next steps – Te Anga Whakamua

6.1 If Council endorses the Maraekākaho Community Plan 2023–2028 then formal implementation of the Plan’s actions will commence.

Attachments:

1 ⇨

Maraekākaho Community Plan - DRAFT 2023-2028

COP-10-1-23-365

Under Separate Cover

Summary of Considerations - He Whakarāpopoto Whakaarohanga

Fit with purpose of Local Government - E noho hāngai pū ai ki te Rangatōpū-ā-Rohe

The Council is required to give effect to the purpose of local government as set out in section 10 of the Local Government Act 2002. That purpose is to enable democratic local decision-making and action by (and on behalf of) communities, and to promote the social, economic, environmental, and cultural wellbeing of communities in the present and for the future.

Link to the Council’s Community Outcomes – Ngā Hononga ki Ngā Putanga ā-Hapori

This proposal promotes the wellbeing of communities in the present and for the future by focussing on local public services which help meet the needs of young and old, people in need, visitors and locals, business and households and putting people at the centre of planning and service.

Māori Impact Statement - Te Tauākī Kaupapa Māori

Focus Marakākaho is committed to working with local hapū Ngāti Pōporo and Ngāti Rahunga-i-te-rangi.

Sustainability - Te Toitūtanga

N/A

Financial considerations - Ngā Whakaarohanga Ahumoni

Council actions within this plan will be considered through existing budgets including the Community Plan budget. Endorsement does not commit Council to allocate funds or other resources to any or all of the actions or ideas noted in the Plan as this will be done in an integrated way through Council’s Long-Term Plan and Annual Plan processes. Community members will be supported by Council Officers to approach funders, partners and stakeholders for actions that sit outside of Council.

Significance and Engagement - Te Hiranga me te Tūhonotanga

This decision/report has been assessed under the Council's Significance and Engagement Policy as being of low significance.

Consultation – internal and/or external - Whakawhiti Whakaaro-ā-roto / ā-waho

For this new plan, JMP Consultants were contracted by Council to work with identified community representatives to review issues and opportunities and to identify and agree the most appropriate engagement approach to be implemented to finalise the plan.

Risks

Opportunity: The Maraekākaho Community are engaged and are working towards achieving their goals and aspirations.

REWARD – Te Utu

RISK – Te Tūraru

Maraekākaho Community are engaged and

leading the implementation of their own

goals and aspirations.

Maraekākaho Community are not engaged and actions within the Plan are not implemented.

Rural Community Board – Te Poari Tuawhenua-ā-Hapori

The Maraekākaho Community Plan 2023-2028 was circulated with the members of the Rural Community Board, and they were invited to provide feedback. Also, the members of the RCB were invited to attend the informal meeting of the Community Wellbeing Subcommittee on Monday, 19 September 2023. The Rural Community Board members indicated their support for the Plan.

Thursday, 2 November 2023

Te Hui o Te Kaunihera ā-Rohe o Heretaunga

Hastings District Council: Strategy and Recovery Committee Meeting

Te Rārangi Take
Report to Strategy and Recovery Committee

Nā:

From:

Shelley Hudson, Libraries & Gallery Customer Experience Team Leader

Carla Crosbie, Community Engagement Team Leader

Te Take:

Subject:

Library Fines - Cessation of Current Procedures for Issuing Fines for Late Return of Issued Books

1.0 Executive Summary – Te Kaupapa Me Te Whakarāpopototanga

1.1 The purpose of this Report is to seek a decision from the Strategy and Recovery Committee regards the recommended – ‘Cessation of Current Procedures for Issuing Fines for Late Return of Issued Books’.

1.2 Research indicates that fines don’t have any noticeable effect on the late return of library materials. They can create a barrier to further use of the library.

1.3 Approximately 80% of Councils (including Napier City Council and Central Hawke’s Bay Council) have ceased having a fines process for the late return of issued books.

1.4 This decision has limited effect on Council’s budgets as the unpaid fines are not recorded as debtors (or an asset). Any revenue assumptions re fines, would have to be removed from the Annual Plan.

1.5 The Library Fines process is not promulgated in any schedule of Council ‘Fees and Charges’

1.6 The ‘paper based’ revenue from fines is approximately $46,000 per year with $163,700 recorded as outstanding. The fines are administered in a separate Library System.

2.0 Recommendations - Ngā Tūtohunga

A) That the Strategy and Recovery Committee receive the report titled Library Fines - Cessation of Current Procedures for Issuing Fines for Late Return of Issued Books dated 2 November 2023.

B) That the Committee directs the Chief Executive to Cease the ‘Current Procedures for Issuing Fines for Late Return of Issued Books’.

C) The Committee notes that the Chief Executive will close the existing system/s which administer the Fines system, and ensure Council complies with all lawful responsibilities/obligations regards the correct management and accountability for funds.

3.0 Background – Te Horopaki

3.1 Fines on overdue library materials have been part of the New Zealand public library landscape for many years. They were used as an incentive to bring back library materials on time. Approximately 80% of Councils (including Napier City Council and Central Hawke’s Bay Council) have ceased having a fines process for the late return of issued books.

3.2 Fines can be a barrier to library use. Research indicates fines have no noticeable effect on the return of library materials.

3.3 Council has administrative costs in administering the fines system which further detracts from any benefit from the system.

3.4 Council removed fines on children’s records from 1 July 2021. The reasons for the decision were;

· Council actively supports and invests in social equity and fair access to opportunities for all. Hawke’s Bay has lower comparative rates in literacy and numeracy achievements, and this can affect education and employment outcomes later in life.

· Fines can affect parents and children accessing library services.

3.5 Council seeks replacement costs (where practicable) for library issued items held beyond a certain period (deemed lost) and damaged items.

4.0 Discussion – Te Matapakitanga

4.1 Given the points tabled in 3.2 -3.5, officers recommend the cessation of the current system of issuing fines for the late return of books and items issued by Council libraries.

4.2 The ‘paper based’ revenue from fines is approximately $46,000 per year with $163,700 recorded as outstanding. The fines are administered in a separate Library System.

4.3 The fact that the level of fines owing is approaching the equivalent of 3.5 years of fine issue, indicates the level of compliance re payment of fines is very low.

5.0 Options – Ngā Kōwhiringa

Option One - Recommended Option - Te Kōwhiringa Tuatahi – Te Kōwhiringa Tūtohunga

5.1 ‘Cessation of Current Procedures for Issuing Fines for Late Return of Issued Books’.

Advantages

· Removal of this process may remove a barrier to use of the library.

Disadvantages

· None identified.

Option Two – Status Quo - Te Kōwhiringa Tuarua – Te Āhuatanga o nāianei

5.3 Officers see no advantages in maintaining the Status Quo.

6.0 Next steps – Te Anga Whakamua

If the recommended decision is made, - the Chief Executive will ensure Recommendations B&C are executed.

Attachments:

There are no attachments for this report.

Summary of Considerations - He Whakarāpopoto Whakaarohanga

Fit with purpose of Local Government - E noho hāngai pū ai ki te Rangatōpū-ā-Rohe

Link to the Council’s Community Outcomes – Ngā Hononga ki Ngā Putanga ā-Hapori

This proposal promotes the social wellbeing of communities in the present and for the future by improving accessibility to Library services.

Māori Impact Statement - Te Tauākī Kaupapa Māori

The same positive social wellbeing outcomes are anticipated for Māori.

Sustainability - Te Toitūtanga

NA.

Financial considerations - Ngā Whakaarohanga Ahumoni

Discussed in the Report.

Significance and Engagement - Te Hiranga me te Tūhonotanga

This decision/report has been assessed under the Council's Significance and Engagement Policy as being not of significance.

Consultation – internal and/or external - Whakawhiti Whakaaro-ā-roto / ā-waho

Benchmarking against other public libraries.

Rural Community Board – Te Poari Tuawhenua-ā-Hapori

The Board will be advised of the decision.

Thursday, 2 November 2023

Te Hui o Te Kaunihera ā-Rohe o Heretaunga

Hastings District Council: Strategy and Recovery Committee Meeting

Te Rārangi Take
Report to Strategy and Recovery Committee

Nā:

From:

Annette Hilton, Cyclone Recovery Programme Manager

Gus Charteris, Manager - Recovery & Special Projects

Jessica Petersen, Strategic Recovery Advisor

Te Take:

Subject:

Hastings District Cyclone Recovery Framework Update

1.0 Executive Summary – Te Kaupapa Me Te Whakarāpopototanga

1.1 The purpose of this report is to update the Committee on the Hastings District Council Cyclone Gabrielle Recovery Framework (Recovery Framework).

1.2 The purpose of the Recovery Framework is to articulate the specific role of HDC in recovery, identify activities Council is doing to in its recovery role and identify how Council is going to manage and report on recovery progress.

1.3 The business information within the Recovery Framework will enable efficient reporting to Council’s Elected Members, Executive and external partner agencies and community stakeholders as well as provide regular updates for informed engagement with the community, including both severely affected areas and wider ratepayers.

2.0 Recommendations - Ngā Tūtohunga

A) That the Strategy and Recovery Committee receive the report titled Hastings District Cyclone Recovery Framework Update dated 2 November 2023.

B) That the Committee note the progress being made regarding the development of the Hastings District Council Cyclone Recovery Management Framework and endorses its structure, management processes and general methodology.

C) The Committee notes that the Chief Executive is already actively managing Councils Cyclone Recovery activities in accordance with the Framework management methods.

D) The Committee notes that Hastings District Council Cyclone Gabrielle Recovery Framework will be brought back to the Committee for formal adoption when it is complete.

3.0 Background – Te Horopaki

Hawke’s Bay Regional Recovery Agency’s Regional Recovery Plan

3.1 Following Cyclone Gabrielle, the Regional Recovery Agency (RRA) was established by the Matariki Governance Group to coordinate Hawke’s Bay’s planning and recovery from the impacts of Cyclone Gabrielle.

3.2 The RRA plays a key role in coordinating efforts across the many entities involved in recovery at a local level (such as local authorities, iwi and hapū through their relevant PSGEs, non-government organisations and government agencies) to ensure that recovery activities are planned and implemented efficiently, opportunities to build ongoing resilience and equity are seized, and recovery is underpinned by a clear plan that Hawke’s Bay can drive towards.

3.3 The RRA also plays an important role as an advocate for Hawke’s Bay by coordinating and articulating to central government what the region needs to support recovery (including funding needs). The RRA itself does not possess a statutory function or decision making role, and does not directly plan, lead and deliver recovery initiatives or projects.

3.4 The Cyclone Gabrielle 2023 Te Matau-a-Māui Hawke’s Bay Regional Recovery Plan (the Plan) was released by the RRA in June 2023, as the first iteration of the region’s recovery priorities.

3.5 The Plan focused on short-term recovery while also acknowledging the region needs to start planning and preparing for the medium and longer-term steps to bolster resilience for the impacts of future events.

3.6 It was approved by the Mataraki Governance Group in June to be submitted to the Crown in draft as it sets out the pathway for how Hawke’s Bay will recover, with overarching outcomes for recovery over the short, medium and long terms.

3.7 The Plan focuses on the short-term recovery activities for restoration, with a focus on three key elements:

· Making the environment safe, addressing areas of critical need, and restoring lifelines and the regional economy (including our vital primary sector industries).

· Understanding the impacts of the event in more detail so that medium and longer-term recovery and resilience steps are well informed and targeted.

· Taking the initial steps towards building longer-term recovery and resilience.

3.8 The Plan’s recovery objectives, priorities and actions were developed using a locally-led and regionally coordinated approach. It presents a regional view of recovery by drawing on content and local plans from local councils, local authorities, Māori, hapū, iwi, community and cultural groups as well as government agencies and through engagement and consultation with communities.

3.9 The Regional Recovery Plan introduces the overarching pathway for recovery but primarily focuses on the activities needed for the short-term (or restoration) phase of recovery:

3.10 The Plan sets out the Hawke’s Bay Recovery Framework showing how multiple entities and layers of recovery will work together in partnership to advance the regional objective of building back better, safer and smarter. It has organised recovery activities around six Pou that cover the main elements of recovery:

The Plan is built on the ethos that building the region back better, safer and smarter requires improved outcomes to be achieved across all six Recovery Pou. No one Pou will achieve the recovery outcome above in isolation.

Regional Recovery Outcomes for the Six Recovery Pou:

3.11 A Regional Recovery Action Plan has also been developed to sit alongside the Plan to set out the specific recovery actions to be progressed across the region. The Regional Recovery Plan and Action Plan has been attached to this report as Attachments 1 & 2.

3.12 A second iteration of the Regional Recovery Plan is also intended to be completed by the Regional Recovery Agency in early 2024 and will set out the medium and longer-term steps on the recovery pathway in more detail (which involve reconstruction and improvement).

Hastings District Council Cyclone Recovery Framework

3.13 The last 8 months has required council to be nimble, identifying resources and setting up work flows quickly to meet the demands that the Cyclone has created. The driver for this has been people impacted by the Cyclone and getting answers to them as quickly as possible in a very complex and dynamic environment.

3.14 Council is now able to move from the initial stages of recovery, reacting to the situation and focussed on restoration, to a more proactive and strategic phase, where officers can strategically plan, monitor and report on its recovery programme.

3.15 Officers have had the opportunity to look more long term in terms of scope and realignment of work programmes, identifying and sourcing funding, identifying additional resourcing requirements and prioritise medium and long term work programmes as it relates to Cyclone Gabrielle.

3.16 The recovery work for Hastings District Council alone is very significant. It requires coordination across council functions and external agencies to ensure that it is well planned, fiscally prudent and “builds back better”.

3.17 For this reason, Council has invested in a dedicated Recovery Team to lead the management, oversight, and risk management of Council’s overall recovery work programme.

3.18 To enhance Council’s strategic planning and coordination of its significant recovery work programme, the Recovery Office has created the Hastings District Council Cyclone Recovery Framework (Recovery Framework) as an aggregation of activities that contribute directly or indirectly to Cyclone Recovery. The draft HDC Cyclone Recovery Framework has been attached to this report as Attachment 3.

4.0 Discussion – Te Matapakitanga

4.1 The Hastings District Council Cyclone Recovery Framework is mirrored on the Regional Recovery Plan to ensure Council’s recovery objectives, priorities and actions are aligned with central government and regional stakeholders and community partners.

4.2 Council has also adopted the Regional Recovery Pou structure as part of its underlying recovery framework, to align with the Hawke’s Bay Regional Recovery Agency. These Pou include Resilient Infrastructure, Whānau and Community Wellbeing, Environmental Resilience, Economic Growth and Primary Sector.

4.3 The Recovery Transition Pou constituted a large part of the work programme for Council over the initial six months post Cyclone, however the projects under this Pou have now been completed. Any residual work has been transferred to the Whānau and Community Wellbeing Pou.

4.4 Two additional Pou have been added to the Recovery Framework structure to ensure reporting reflects the full picture of Council’s recovery work programme, being:

· The Category 3 Voluntary Buy-out Project Management Office and Buyout programme management. This piece of work constitutes a new and significant piece of work for Council, including its own resourcing and specific reporting requirements to Council and the Crown.

· The Support Pou, consisting of governance, comms and engagement and finance. These support functions have been pulled together as one Pou to ensure a full picture of the recovery work programme is able to be communicated.

HDC Cyclone Recovery Framework - Objectives and Priorities

4.5 Under the HDC Cyclone Recovery Framework, Hastings specific objectives and priorities for each Recovery Pou have been identified as below:

Whānau & Community Wellbeing

· Increase social capital, stimulate livelihoods and economies.

· Rebuild resilient infrastructure.

· Strengthen institutions and invest in the health and wellbeing of communities.

Resilient Infrastructure

· Restore access to communities as quickly as possible.

· Reduce the number and duration of unplanned road closures.

· Increase community readiness for loss of connectivity.

· Reduce the cost of repetitive road repairs.

· Increase the resilience of key transport corridors (e.g., SH2, SH5).

· Involve the community in our long term transportation recovery planning.

Economic Growth

· Local businesses are reassured that their investments will be protected through improved flood resilience measures.

· Hawke’s Bay is as an attractive destination to invest in or visit.

· The Heretaunga economy understands future risks and opportunities and is well positioned to take advantage of shifts in industry.

Primary Sector

· Psychosocial support.

· Ensuring our rural communities have good information to inform decision making.

· Enhancement of community hubs in the rural communities.

Environmental Resilience

· Support community wellbeing by restoring a basic level of amenity and for residents.

· Enable communities to thrive through by providing quality parks and reserves.

· Increase resilience of parks and reserves to future weather events.

Category 3 Voluntary Buy-Out

· Give every affected owner the opportunity to consider an offer as quickly as possible.

· Offer residents clear pathways and certainty should they wish to move from Category 3 areas.

Planning and Regulatory

· Streamlining consenting pathways to ensure efficiencies are achieved.

· People can return to a safe and sanitary home as soon as possible.

· Support the community through guiding them on their responsibilities under the Building Act, making sure their safety is paramount and there is no significant risk to life.

Transition (no longer active as objectives have been achieved)

· Maintaining continuity in response efforts where these are still required.

4.6 How the HDC Recovery Objectives and Priorities fit within the organisational structure has been summarised in an overview diagram, which has been attached as Attachment 4.

Reporting on Hastings District Council Cyclone Recovery Framework

4.7 The HDC Cyclone Recovery Framework will be the reporting mechanism for Council to monitor the progress of the organisation’s recovery work programme.

4.8 Council is also required to enter into a number of recovery funding contracts with the Crown and other agencies that have their own specific reporting requirements. This creates a complex monitoring and reporting environment for officers.

4.9 This multi-layered reporting cycle requires a well-structured reporting framework and specific and meaningful progress measures to ensure reporting on projects does not become disproportionate with the projects themselves.

4.10 The Recovery Team also recognise that officers time is best spent on delivering good outcomes to the community, rather than duplicating reported information to multiple agencies.

4.11 To streamline the reporting requirements for Recovery, the HDC Cyclone Recovery Framework has been considered in the light of three main reporting factors:

· Appropriate reporting on the activities that come under the recovery work programme.

· Reporting required under the LTP and other BAU mechanisms.

· Reporting required by external funding partners.

4.12 The Recovery Framework creates a clear overall “common operating picture” for council and the community, while ensuring that council governance and executive management has the information and tools that will allow for good monitoring and decision making.

4.13 The Recovery Framework has also been designed to align with the performance management framework that exists in the 2021 -2031 Long Term Plan (LTP).

4.14 It is anticipated that over time individual recovery activities will be absorbed back into Council’s LTP and BAU reporting methodologies as appropriate.

4.15 The Strategy and Recovery Committee now has additional Fields of Activity and Delegations adopted to provide a dedicated governance focus on Recovery.

4.16 The Committee will be able to review progress in Cyclone Recovery, make decisions and recommendations to Council relating to the key strategic matters and Council’s contribution to Cyclone Recovery. It will also assess the quality of Council’s engagement and communications with the Government, key partners and stakeholders, and the community.

4.17 The Strategy and Recovery Committee’s main focus will be to receive updates of the Recovery Framework with any new projects and/or identified strategic outcomes.

4.18 It will be Council’s Performance and Monitoring Standing Committee which receives progress reporting identified in the Recovery Framework. These progress updates will include meaningful and measurable performance measures for each Recovery Pou to report progress against Council’s Recovery Objectives and Priorities.

4.19 Each Committee will receive briefings and updates relating to all six Recovery Pou as appropriate. A HDC Recovery Dashboard is also in development as a comprehensive reporting tool for the Committees to receive regular data-based updates on recovery work progress.

4.20 Other sub committees and standing committees, such as Rural Community Board and Heretaunga Takoto Noa Māori Standing Committee, will receive more bespoke governance updates as it relates to their terms of reference.

4.21 A separate Risk Register has also been created for Cyclone Recovery to be used by each Pou to identify risks and how these will be managed and mitigated. This information will be reported up to Council’s Risk and Assurance Committee as necessary.

5.0 Next steps – Te Anga Whakamua

5.1 The Strategy and Recovery Committee will receive the final HDC Cyclone Recovery Framework to adopt at its next meeting, with the Framework’s structure, management processes and general reporting methodology to become Council’s Recovery Programme structure going forward.

Attachments:

1 ⇨	FINAL Hawke's Bay Regional Recovery Plan	CG-17-32-00011	Under Separate Cover
2 ⇨	FINAL Action Plan	CG-17-32-00012	Under Separate Cover
3 ⇨	HDC Recovery - Draft Management Framework - October 2023 (2)	CG-17-32-00013	Under Separate Cover
4 ⇨	HDC Recovery Framework summary	CG-17-32-00014	Under Separate Cover

Summary of Considerations - He Whakarāpopoto Whakaarohanga

Fit with purpose of Local Government - E noho hāngai pū ai ki te Rangatōpū-ā-Rohe

The recommendation will strengthen local decision-making by ensuring Council and the community receives timely information and updates on important recovery work, therefore increasing participation in Council’s recovery activities. It will also bring a dedicated focus to the Local Government four well-beings as the reporting shows progress related to the six Recovery Pou.

Link to the Council’s Community Outcomes – Ngā Hononga ki Ngā Putanga ā-Hapori

This proposal promotes all of the Community Outcomes and the wellbeing of communities in the present and for the future. HDC recovery efforts are summarised under the Six Pou:

Māori Impact Statement - Te Tauākī Kaupapa Māori

As outlined in the Heretaunga Locality Plan, there is an increasing awareness amongst local hapū and Māori entities of the opportunities and processes for their involvement and practical expressions of kaitiakitanga (stewardship), rangatiratanga (right to exercise authority) and or mana motuhake (self-determination).

Some hapū, marae and/or entities have been very active in the recovery space due to the level of Cyclone Gabrielle’s impact; others have not needed to be involved so much but have been happy to support the partnership approach to recovery.

The Hastings District Council Pou Ahurea team have been working closely with affected Whānau, local hapū and Marae to support them in the recovery through engaging, facilitating and interpreting conversations and aspirations of these mana whenua entities across all areas/Pou of recovery.

Sustainability - Te Toitūtanga

The focus of the HDC Cyclone Recovery Framework is to provide regular progress updates on recovery work to ensure Council can focus on sustainability in all respects, and particularly considers how it is tracking on key areas such as future climate change impacts and building more resilient and sustainable communities.

Financial considerations - Ngā Whakaarohanga Ahumoni

There are no new unbudgeted costs directly associated with adopting this framework.

Significance and Engagement - Te Hiranga me te Tūhonotanga

This report has been assessed under the Council's Significance and Engagement Policy and the decision is not considered to be significant.

Consultation – internal and/or external - Whakawhiti Whakaaro-ā-roto / ā-waho

Not applicable.

Risks

Management of risks within the HDC Cyclone Recovery Framework will follow the approach as outlined in Council’s Recovery Risk Register.

REWARD – Te Utu

RISK – Te Tūraru

· Provides dedicated focus on Recovery and ensures elected members are kept well informed.

· Provides a clear and purposeful reporting framework through a complex and challenging time.

· Aligns different reporting requirements and reduces reporting duplication so Council’s extremely busy work-force can focus on delivering good outcomes in the community.

No significant risks

Rural Community Board – Te Poari Tuawhenua-ā-Hapori

The Rural Community Board will receive Recovery-related updates as it relates to the Board’s terms of reference.

Thursday, 2 November 2023

Te Hui o Te Kaunihera ā-Rohe o Heretaunga

Hastings District Council: Strategy and Recovery Committee Meeting

Te Rārangi Take
Report to Strategy and Recovery Committee

Nā:

From:

Gus Charteris, Manager - Recovery & Special Projects

Te Take:

Subject:

Hastings District Council Cyclone Gabrielle Recovery Update

1.0 Executive Summary – Te Kaupapa Me Te Whakarāpopototanga

1.1 The purpose of this report is to provide the Strategy and Recovery Committee with an update of Council’s Cyclone Gabrielle recovery progress, since the previous formal update ‘Hastings District Council – Cyclone Gabrielle Recovery Update’ was received by Council six months ago, on April 18, 2023

1.2 Since April 18, 2023, staff have continued to have significant and increased workloads with the response and recovery, with much of this work programme forecast to continue for the next 5 years and beyond.

1.3 This update is being presented to the Committee as an interim report as staff work to implement a framework for the district’s recovery. The Hastings District Council Cyclone Recovery Framework (the ‘Framework') will be the main reporting mechanism that will enable the overall aggregation of Council activities that contribute directly or indirectly to Cyclone response and recovery. Further details of the Framework will be presented to this committee in a separate report.

1.4 The key areas of progress and work for the Recovery Team since April 18 have been:

1.4.1 The undertaking of an extensive programme of engagement alongside Hawke’s Bay Regional Council (HBRC) and Napier City Council (NCC) with affected Category 3 and 2 property owners regarding the HBRC-led land categorisation process.

1.4.2 The development and adoption of the Voluntary Buy-Out Policy, which was adopted by Council on September 13, 2023.

1.4.3 Establishment of the Voluntary Buy-Out Office (VBO) please refer see separate report titled ‘Establishment of Category 3 Voluntary Buy-out Office (VBO)’.

1.4.4 Development of a draft HDC Recovery Framework see separate report titled ‘Hastings District Council Recovery Framework’.

In summary the Framework will enable efficient reporting and oversight to the Council Executive, Governance and External Agencies. The Framework is intended to be the subject of a separate quarterly report to the Strategy and Recovery Committee, previously the Strategy and Policy Committee, and the Performance and Monitoring Committee.

1.5 Progress on multiple recovery workstreams across Council have been moving at pace over the past 6 months. Two key areas where HDC plays a significant recovery role in are whānau & community wellbeing and the restoration of critical council owned infrastructure.

1.5.1 Whānau and Community Wellbeing

Significant progress has been made across the district in this area with a number of initiatives and programmes that have been deployed to aid the community as it recovers. Two key achievements are:

1. The development of 11 Recovery Action plans that have been endorsed by both the community and council.

2. The securing of $1.27m of funding from the Ministry for Primary Industries that will enable HDC along with the community to establish and further develop an initial 10 community resilience hubs across the district. These hubs will be equipped with back-up power generators, satellite mobile connectors, bulk catering kits, emergency toilets and showers, AM/FM radios and hygiene kits to name a few items.

1.5.2 Infrastructure Restoration

Council working alongside its team of contracted engineers and contractors has made headway into what will be a significant 5-10 year and estimated $800m programme of works to restore and rebuild the districts transportation network. There have been many milestones achieved to date but the following are highlighted:

1. Re-establishing connections to communities that were isolated immediately following the cyclone, with the temporary restoration of several bridges across the district. For members to gain a perspective of the mahi that has gone into the bridge repair programme to date, please refer to the video in the link below.

https://www.youtube.com/watch?v=EnxVLDHT5oA&t=23s

2. The clearance and reinstatement of tens of kilometres of roads, including slip and dropout repairs. Of the 590 low-level slips identified as caused by the event, 392 have been remediated, with the remainder expected to be completed by the end of November.

2.0 Recommendations – Ngā Tūtohunga

That the Strategy & Recovery Committee receive the report titled Hastings District Council Cyclone Gabrielle Recovery Update dated 2 November 2023.

3.0 Background – Te Horopaki

3.1 The last 8 months has required council to be nimble, identifying resources and establishing workstreams and new ways of working quickly to meet the demands that the Cyclone has created. The driver for Council’s mahi has been the people across the district impacted by the Cyclone and getting answers to them as quickly as possible in a very complex and dynamic environment.

3.2 Council is now able to progress from the latter stages of the response phase and initial stages of recovery phase, reacting to the situation and focussed on restoration, to a now more proactive and strategic focussed phase, where Council can strategically plan, monitor, and report on its recovery programme.

3.3 The Council executive has established and resourced an internal Recovery Team that will guide and oversee the organisation’s recovery journey. The team will sit within the Strategy and Development Group, with guidance from the Group Manager of Strategy and Development and the wider executive lead team, with governance oversight being provided from the Strategy & Recovery Committee.

3.4 The Recovery Team’s structure is set-up as per below, noting this structure is at this stage interim and will evolve as the recovery programme progresses.

Interim Recovery Team Structure

3.5 In September, Council recruited Mr Gus Charteris as Manager Cyclone Recovery & Special Projects.

3.6 A key focus for the past 6-8 weeks has been to establish a team to manage the operations of Category 3 Voluntary Buy-Out Office (VBO). The VBO team is now in place and the VBO officially started the Voluntary Buyout process on Tuesday 24 October. Getting to this point has involved the development of a large range of processes, procedures, and templates to effectively work alongside Category 3 property owners and deliver the Voluntary Buy-out Policy. A separate report for this Committee titled ‘Establishment of Category 3 Voluntary Buy-out Office (VBO)’ provides more detail on the establishment of the VBO.

3.7 The Recovery Team continues to work closely with the Regional Recovery Agency (RRA). The RRA has recently released the first iteration of the Regional Recovery Plan and accompanying Action Plan. These plans will be the region’s guiding document for regional recovery. Council provided input into these plans through the Heretaunga/Hastings Locality Plan that was submitted to the Hawke’s Bay Regional Recovery Agency (RRA) earlier in the year.

4.0 Discussion – Te Matapakitanga

4.1 Council has progressed a large range of recovery activities and actions at pace since the previous Recovery Update in April 2023.

4.2 The Recovery Framework summarises the objectives and priorities HDC is seeking to secure for each Recovery Pou and the key HDC activities under each Pou. Future Recovery Updates will use this Framework and provide more detail on the wide range of activity underway across Council.

4.3 In the meantime, we highlight in this update, two key workstreams that have, and will continue to require concerted efforts to move to an eventual recovered state or new normal. Those two workstreams fall under the Whānau and Community Wellbeing Pou and Infrastructure Pou. These two workstreams are typically those that require the most attention post any form of disaster and generally require the most time, investment, and resource to recover.

4.4 Highlights of the Whānau & Community Wellbeing mahi include:

4.4.1 The development of 11 x Community led Recovery Action plans endorsed by the community and council. The 11 Action Plans include plans for: Esk, Whirinaki and Tangoio; Haumoana; Havelock North, Kaweka including (Rissington, Puketītiri, Pātoka, Upper and Lower Dartmoor, Glengarry Road); Kereru, Maraekakaho; Puketapu; Putorino, Tutira and Kaiwaka; RD9 Communities (Pukehāmoamoa, Sherenden, Crownthorpe, Whanawhana, Waiwhare, Kurīpāponga, and Kaweka Forest Park); Twyford and Waikoau.

4.4.2 The securing of $1.27m of funding from the Ministry for Primary Industries that will enable HDC along with the community to establish and further develop an initial 10 community resilience hubs across the district. These hubs will be equipped with back-up power generators, satellite mobile connectors, bulk catering kits, emergency toilets and showers, AM/FM radios and hygiene kits to name a few items.

4.5 Highlights of the Infrastructure restoration mahi include:

4.5.1 Re-establishing connections to communities that were isolated immediately following the cyclone, with the temporary restoration of several bridges across the district. For members to gain a perspective of the mahi that has gone into the bridge repair programme to date, please refer to the video in the link below.

https://www.youtube.com/watch?v=EnxVLDHT5oA&t=23s

Below is a breakdown of short term solutions currently in place for those bridges lost during Cyclone Gabrielle.

Note: There are currently no crossings in place for Puketapu, Brookfield, Darkeys Spur No.1 and Kereru Gorge. At Aropaoanui, the existing Arapawanui bridge is still in place, but the approach has only been temporarily reinstated while we look for a permanent solution. At Crownthorpe, repairs to the approach are underway.

4.5.2 The clearance and reinstatement of tens of kilometres of roads, including slip and dropout repairs. Of the 590 low-level slips identified as caused by the event, 392 have been remediated, with the remainder expected to be completed by the end of November.

Consultants are currently completing designs for the 211 larger slips located on the following high priority roads: Taihape Road, Glengarry Road, Dartmoor Road, Kahuranaki Road, Kereru Road, Waimārama Road and Puketitiri Road. When the designs are completed, contractors will be engaged to begin physical works at these sites.

4.5.3 Work continues to progress the reinstatement of approximately 12,500 identified damaged culverts, 4,000 of these have been assigned to contractors to flush and inspect. Should any of these culverts require re-engineering, consultants will be engaged to complete this work.

4.6 The following tables are intended to be a summary of Council’s key recovery work over the period, April – September 2023. This work includes, but is not limited to, the following:

Community Wellbeing & Services
Recovery Work Area	Achievement	Status	Notes
Funding secured for 10 Community Resilience Hubs	$1.27M from MPI to establish or develop an initial 10 community resilience hubs across the Hastings district.	In progress, to be completed by end of 2023
Community Connectors	Establish and maintain a wiki/list of the support services available to cyclone affected communities in Hawke’s Bay. Develop a plan for engaging with Category 2A and 2C property owners. Community Connectors have a presence in the VBO.	In progress In progress Complete
Establishment of the Pou Ahurea connectors.	Establish and maintain a wiki/list of the support services available to cyclone affected communities in Hawke’s Bay Identify and maintain a database of the key mana whenua entities Council works with.	In progress In progress
Development of 11 Recovery Action Plans	11 Plans are created and signed off by the community and council.	In progress
Distribution of 50 Red Cross bundles to cyclone affected households.	Establishment of a process to identify need of affected residents in an equitable way.	In progress	Red Cross “Household Bundles” contain items such as whiteware, beds and bedding, furniture, and kitchenware. On behalf of Red Cross, HDC is identifying 50 households in need of this type of support.
Participation in the Public Sector Leads Group	Collaboration with key social agencies working in the recovery to identify trends and issues, coordinate work programmes and funding to ensure a collective impact in the social sector in recovery.	Ongoing	HDC representation at each Public Sector Leads meetings

The dedicated team of incredibly hardworking Community Connectors with Her Worship, the Deputy mayor, and Chief Executive.

Asset Management
Recovery Work Area	Achievement	Status	Indicative completion
Bridge Repairs	Moeangiangi Bridge Aropaoanui Bridge Ellis Wallace Bridge Redclyffe Bridge Brookfields Bridge Rissington Bridge Puketapu Bridge Whanawhana Bridge Matapiro Bridge Mangatutu Low Level Bridge Dartmoor Bridge	On track On track On track On track On track On track On track On track On track On track On track	2026+ Q1 + Q2 2024 2026+ 2026+ 2026+ 2026+ Q3 + Q4 2024 2026+ 2025 2026+ 2026+
Culvert Repairs	Kereru Gorge No.3 McVicars Culvert Kahika Culvert Crystal Twin culvert	On track On track On track On track	Q1 + Q2 2024
Road Repairs	Kahuranaki Road (4 Tier 2-3 dropouts) Waimarama Road (6 Tier 2-3 dropouts) Kereru Road (4 Tier 2-3 dropouts) Glengarry road (6 Tier 2-3 dropouts) Puketitiri Road (12 Tier 2-3 dropouts) Taihape Road programme (tier 2&3 dropouts) Dartmoor Road Slip/Dropout (8 Tier2-3 dropouts)	On Track– design underway On Track– design underway On Track– design underway On Track– design underway On Track– design underway On Track– design underway On Track– design underway	Q1 + Q2 2024
Slip Repairs Tier 0 & 1 slips (~1000)	392 of 590 slips have been remediated.	On Track – remainder expected to be completed by November 2023	2026+
Slip Repairs Tier 2 & 3 slips (~150)	Design for slip remediation complete Remediation works complete.	On Track – designs for 211 slips underway	2026+
Havelock North Streams	Work continues on removing debris from effected streams.	Ongoing
Parks and Reserves	Many urban parks and reserves are closed or partially closed as a result of cyclone damaged have now been reopened. Hazards in these parks and reserves included tracks blocked by fallen tree, destabilised tree and damaged tracks.	Completed

Redclyffe Bridge reopened in early August.

Building Recovery

Recovery Work Area

Achievement

Status

Notes

Building Recovery –number of placarded buildings in Hastings per month

Per Month	White (Full Access)	Yellow (Restricted Access)	Red (No Access)
March	84	700	91
April	91	698	92
May	99	728	93
June	99	732	92
July	107	724	91
August	118	719	90
September	128	708	86
October	138	696	85

Ongoing.

Following a major weather event such as flooding, homes may have a rapid assessment, which is an initial check to ensure human life and safety.

A building or home will receive either a white, yellow or red placard depending on safety factors. Placards cannot be removed until the buildings have been reassessed by building staff.

As Recovery continues, Council expects to see the number of red and yellow placards reducing over time as repairs are completed.

Building Recovery – inspections completed by HDC staff of flood damaged buildings per month

Month
February	844
March	91
April	11
May	24
June	9
July	19
August	15
September	11
October	1

Ongoing.

The Building Team are tracking numbers of inspections made to flood damaged buildings to show progress of repairs.

Environmental Resilience
Recovery Work Area	Achievement	Status	Notes
Order in Council for streamlining consenting pathways for affected property owners	Using an Order in Council for streamlining consenting pathways for relocating Category 3 residents	In progress
District Plan Change	The District Plan needs to be updated to incorporate the change to property rights in category 3 areas	In progress
Updating the Future Development Strategy (FDS)	The FDS needs to be updated so that it considers the impact of the cyclone, particularly short-term projections around growth, and risks and vulnerabilities associated with the cyclone	In progress
Silt Taskforce programme	Council continues to support this activity being led and managed by HBRC	In progress

Secured External Recovery Funding
Recovery Work Area	Achievement	Status	Notes
North Island Weather Events (2023) - Hawke’s Bay Crown Funding Agreement: Financial Contribution for Category 3 Voluntary Buyouts; and Funding Reservation for Category 2 Risk Mitigation Projects and Regional Transport Projects An agreement between the Crown, CHBDC, HBRC, HDC, NCC and WDC.	Hawke’s Bay’s five councils have formalised the Crown funding agreement for the buy-out of confirmed Category 3 properties across the region, which also unlocks further support for other recovery priorities, including flood mitigation and urgent roading and bridge repairs. The signing of the agreement is a significant step forward and not only brings the Government negotiation process and ongoing discussions with Treasury nicely to a close, but also enables Hawke’s Bay’s recovery to continue at pace.	The funding for HDC (noting that the agreement also provides funding for HBRC’s Category 2 Flood Risk Mitigation projects and Wairoa DC and CHBDC transport projects) provides: · Funding of up to $50m from the Crown for the Voluntary Category 3 Buyouts covering most costs involved in meeting the policy outcomes. Excluded from the $50m contribution is funding towards any demolition of buildings that Council is obligated to undertake post acquisition and operational costs in supporting the VBO. It is premised on the basis that it is a 50/50 cost share with Council and Council has committed a $50m capped contribution towards this process. Should costs in completing the Category 3 buyout process exceed the current combined funding of $100m there are mechanisms to have in good faith conversations with the Crown for how those additional costs can be funded. · Offsetting that $50m contribution from Council for the Category 3 buyouts is $227.6m of 100% Crown funding for HDC transport projects, providing a $50m uplift when compared to Waka Kotahi subsidy support at an assumed rate of 73% and providing funding surety for the first 18-24 months of the transport rebuild programme. Incorporated within that agreed $227.6m of Crown funding is $8.3m of local share benefit that NCC would have received through the initial allocation of funding for the Redclyffe Bridge which was subsequently removed from the nominated projects due to timing and cost escalation risks. · NCC and HDC have a side agreement acknowledging this arrangement and ensuring that NCC realises that original funding benefit that the Redclyffe Bridge would have provided. · The $227.6m has been allocated to the following asset categories: - Bridges $ 97.8m - Culverts $ 12.5m - Recovery Road Access $117.3m
Tourism Infrastructure Funding	Co-Funding for: - Transportable toilet blocks at Tōmoana Showgrounds. - Repairs to Haumoana Domain and Puketapu Park following cyclone damage. - Funding to repair damage within Te Mata Park has also been approved.	Projects all underway
Waste Minimisation Fund	Co-Funding of $680,000 from MfE’s to upgrade Henderson Rd Recovery Centre to divert construction and demolition waste away from the landfill.	In progress	Is forecast to be operational April 2025. The funding will contribute towards the construction and initial costs of a dedicated area for sorting treated and untreated timber, plasterboard, flat glass and plastic piping used in horticulture and construction.

Category 3 Voluntary Buy-Out Office
Recovery Work Area	Achievement	Status	Notes
Valuation services procured to lead the valuation process of Category 3 properties in Hastings and Napier	Valuation Manager in place and valuation processes established for the market valuations of Category 3 properties.	Valuation process underway from 24 October 2023
Acquisition experts The Property Group, services have been procured to lead the acquisition of Category 3 properties in Hastings and Napier	Tender contract finalised and team now located in the Category 3 Voluntary Buy-Out office	Acquisition process underway from 24 October 2023
Category 3 Voluntary Buy-Out procedures and policies in place	Process and procedures underway	Voluntary Buy-Out Office officially opened on 24 October 2023
Category 3 Community Connectors in place in Voluntary Buy-Out Office	3 Connectors seconded from Community Wellbeing Team to Voluntary Buy-Out Office	In place and underway

Future of Severely Affected Localities (FOSAL)

4.7 The land categorisation process has been a high priority for Council for the last six months, with officers committed to communicating and engaging with affected property owners to ensure information from the Hawke’s Bay Regional Council on their land categorisation is shared as quickly as possible.

4.8 On the 1st of May 2023, the Government released the initial risk categories and their definitions, to help guide local government decision making in respect of the risk categorisation of affected properties. Throughout, the Government has been clear the categorisation of affected properties and the assessment of whether risk to life is intolerable is the responsibility of local government.

4.9 Council continues to work with the Regional Recovery Agency, Hawke’s Bay Regional Council, and Napier City Council on this project, called the Future of Severely Affected Localities (FOSAL) Project.

4.10 As of 12 October 2023, Hastings District has the following tables show the total number of properties in the categorised areas with the accompanying initial risk categories and definitions:

4.11 Hawke’s Bay Regional Council developed both the process and a technical framework to look at the future risk to life at affected properties.

4.12 Where the future risk from flooding was determined to be intolerably high, and where that risk cannot be sufficiently mitigated, properties were identified as Category 3 - meaning it is considered unsafe to have a residential dwelling in those areas that have been designated Category 3.

4.13 In September, the Hawke’s Bay Regional Council confirmed the Category 3 areas in the region following the completion of their risk assessment process. The total number of properties in confirmed Category 3 areas in the Hastings district are included in the below table.

Confirmed Category 3 Area	Total Property Count
Aropaoanui	8
Dartmoor	21
Esk	115
Ōmāhu	1
Pakowhai	75
Rissington	7
Tangoio	38
TOTAL	265

4.14 The above numbers of properties in each confirmed Category 3 area includes all property types, including but not limited to residential, bare land, commercial, whenua Māori and mixed-use properties.

4.15 Out of the 265 confirmed Category 3 properties in the Hastings District, 126 appear to be eligible for a Category 3 Voluntary Buy-Out Offer from Council as they have a consented residential dwelling within the Category 3 area of their property.

4.16 There will be other properties potentially able to be considered for a Voluntary Buy-Out offer through the Special Circumstances process of the Category 3 Voluntary Buy-Out Policy.

4.17 The Category 3 Voluntary Buy-Out processes and procedures will be addressed in a separate report to the Committee.

5.0 Next steps – Te Anga Whakamua

5.1 This interim report will evolve as staff work to implement a framework for the district’s recovery. Once adopted, the Hastings District Council Cyclone Recovery Framework will become the main reporting mechanism to aggregate Council activities that contribute directly or indirectly to Cyclone response and recovery.

5.2 Further recovery updates will be presented to this Committee as per the HDC Cyclone Recovery Framework.

Attachments:

There are no attachments for this report.

Thursday, 2 November 2023

Te Hui o Te Kaunihera ā-Rohe o Heretaunga

Hastings District Council: Strategy and Recovery Committee Meeting

Te Rārangi Take
Report to Strategy and Recovery Committee

Nā:

From:

Gus Charteris, Manager - Recovery & Special Projects

Te Take:

Subject:

Establishment of Category 3 Voluntary Buy-out Office (VBO)

1.0 Executive Summary – Te Kaupapa Me Te Whakarāpopototanga

1.1 The purpose of this report is to:

· provide an update on the establishment of the Voluntary Buy-out Office (VBO) that will administer and give effect to the Category 3 Voluntary Buy-Out Policy (the Policy), and

1.2 Following approval of the Category 3 Voluntary Buy-out Policy, the Hastings District Council (HDC) on behalf of itself and NCC has commenced establishing the VBO to manage the buy-out process.

1.3 Currently, there are 121 HDC and 14 NCC properties that have residential dwellings that will be eligible for a buy-out offer. The total estimated value of HDC properties exceeds $150 million.

1.4 The Council has appointed Gus Charteris, as Manager, Recovery and Special Projects. One of his roles is to lead the VBO. Very good progress has been made in establishing the VBO and it was operational on 24 October. The VBO is in offices in Hastings Street; people have been appointed to key roles and the valuer and property acquisition specialists have been engaged. The operating systems and procedures are in place to support the first engagements with property owners, albeit ongoing refinement to systems and procedures will continue. The VBO will trial its systems and processes, working initially with seven Category 3 property owners that are eager to participant in the buy-out process.

1.5 The provisional budget for the VBO establishment of $5 million was approved by the Council on 3 August 2023, and it is considered that this will be sufficient to meet the operating costs of the VBO, including the engagement of valuation and negotiation specialists. The current budget estimate is $5.57 million, before consideration of the share the Crown and NCC will fund. This estimate does not include costs related to demolition, disposal, or site remediation/management. The current budget estimate for the HDC share of VBO costs is $2.75 million (after consideration of the Crown share and based on the draft cost share agreement with NCC, see next para). The Committee will receive regular updates of settlement progress, including updated financial performance.

1.6 Consideration has been given to how best for the Council to approve each property agreement entered. On balance, it is seen as appropriate that the Council delegates authority to the Chief Executive to enter agreements to purchase or secure the necessary property rights. In doing so, the Chief Executive will be supported by an Independent Advisory Panel that will review the agreements and provide assurance that the Policy has been compiled with. Delegated authority to the Chief Executive to enter agreements to acquire property or property rights in accordance with the Category 3 Voluntary Buy-Out Policy, will be sought at the Council meeting on 14 November 2023. The Committee does not have delegated powers to provide this delegation to the Chief Executive.

1.7 The Council has been working with NCC staff on an agreement to share costs for the delivery of the VBO services not covered by the Crown funding agreement. The terms of a cost-share agreement are still being worked through and will be finalised once discussions with the Crown on forecasting, monitoring, and reporting in relation to the Crown Funding Agreement have been completed (as how this works will determine some of the financial reporting related costs). Authority is sought for the Chief Executive to finalise the agreement based on the parameters contained in this report (see para 4.21).

2.0 Recommendations - Ngā Tūtohunga

A) That the Strategy and Recovery Committee receive the report titled Establishment of Category 3 Voluntary Buy-out Office (VBO) dated 2 November 2023.

B) That the Committee notes on 3 August 2023 Council approved a budget allocation of $5 million for the Chief Executive to procure the necessary specialist services to deliver the Council Programme for Council Acquisition of Category 3 Properties or Property Rights Associated with Residential Occupation.

C) That the Committee notes good progress has been made in establishing the VBO and that it was operational from 24 October 2023.

D) That the Committee notes delegated authority to the Chief Executive to enter agreements to acquire property or property rights in accordance with the Category 3 Voluntary Buy-Out Policy, will be sought at the Council meeting on 14 November 2023. The Committee does not have delegated powers to provide this delegation to the Chief Executive.

E) That the Committee authorises the Chief Executive to enter a cost share agreement with Napier City Council consistent with the parameters contained in this report.

F) That the Committee receives the Valuation Process (Attachment 1) that supports the Category 3 Voluntary Buy-Out Policy and outlines the process of how valuations will be undertaken.

G) That the Committee notes that a report will be presented to the Committee at its next meeting which considers the Property Demolition and Post-Acquisition Property Management and Disposal Strategy.

3.0 Background – Te Horopaki

3.1 The Council approved the Category 3 Voluntary Buy-Out Policy at its meeting on 14 September 2023. All Category 3 property owners have now been advised of their properties land categorisation, as advised by Hawke’s Bay Regional Council, and have received a copy of the Voluntary Buy-Out Policy.

3.2 On 3 August 2023 the Council approved a budget allocation of $5 million for the Chief Executive to procure the necessary specialist services to deliver the Council Programme for Council Acquisition of Category 3 Properties or Property Rights Associated with Residential Occupation.

3.3 It has always been signalled that the most cost-effective means of implementing the Policy for HDC and NCC was through a shared service agreement with HDC being responsible for delivery, given it has the most Category 3 properties. Currently, HDC has 121 properties subject to the Policy and NCC has 14.

4.0 Discussion – Te Matapakitanga

Establishment of the Voluntary Buy-out Office (VBO)

4.1 Establishing the VBO service has involved finding a place for the VBO to operate from, engage people to run and support the Office, engage specialists to manage aspects of the acquisition process, as well as develop the operating systems and procedures necessary to support the effective delivery of the service. These matters are briefly outlined below.

Place

4.2 The Council has repurposed the existing leased office in Hastings Street near the Council’s Lyndon Street offices for the VBO to operate from. It has space to house up to 12 staff and contractors, provide meeting facilities for customers when they visit the office, as well as meeting facilities for staff and contractors. The VBO is operational including appropriate signage.

4.3 While property owners and their support people will be welcomed, to ensure the efficient operation of the VBO and assist in managing staff and contractor health and safety, visitors will need to make a meeting appointment. There will be no walk-in service provided.

4.4 There was consideration of making the VBO part of a larger hub that housed other support services. While that has some advantages, it was considered the logistics of delivering that in a short timeframe and that additional customer care/ support arrangements that would be needed including managed reception and security matters would have impacted the VBO’s establishment and probably result in greater cost to the Council.

People

4.5 Work to scope the staffing requirements to support the VBO commenced three months ago, and appointments have been made to support both the VBO’s establishment and ongoing operations. It has involved both the employment of VBO staff and engaging specialist support including valuation, acquisition, and legal advice. It has also required HDC finance, GIS, information, content management, engagement/communication and the community connector teams lending their expertise and time to both establish the VBO, as well as providing ongoing support that the VBO will require. There are six Council employees in the VBO, and it is estimated that the ongoing support required from other Council teams equates to about 4 full-time equivalent staff.

4.6 Gus Charteris has been employed as the Council’s Manager, Recovery and Special Projects. One of Mr Charteris’ roles is to lead the VBO. The Council has seconded Mr David Elliot as the VBO Operations Manager from the Council’s Strategy and Development team. He has been leading work on all facets of the Office’s establishment and will be responsible for the ongoing operations of the VBO. The organisation structure to support the VBO is outlined in Figure 1 below.

4.7 The Council tendered for specialist valuation, property acquisition and legal advice. In respect of the valuation tender the Council received no tenders. Instead of retendering, it was decided to appoint an Independent Registered Valuer (Mr John Reid, John Reid & Associates Limited) to coordinate and manage the valuation process, including the engagement of registered valuers to be part of a panel. The panel of valuers has been selected and valuations will be allocated to them. Mr Reid will oversee the entire valuation process including the review of valuations and finalising valuations - see Systems and Procedures below.

4.8 The Property Group has been engaged to provide Council representation and acquisition services and they have an in-house legal team to provide support and will be supported as required by the law firm of Willis Legal. The Property Group has also been engaged to assist in the establishment phase, helping develop systems and procedures that support the acquisition process.

Figure 1: VBO Organisation Structure

Procedures and Processes

4.9 Council staff have invested considerable time developing operational guidance, systems, and procedures to support the implementation of the Policy. This includes developing an Information and Engagement process, Valuation processes and Offer Completion Processes. The VBO has decided to test and refine its procedures and processes through a trial involving seven Category 3 properties where the owners have settled their insurance and are keen to engage in the process. Features of the procedures and processes are summarised below:

Information and Engagement activities include:

· Support for the Initial Meeting with the property owners and their support people that determines their interest in engaging further in the process; shares information about the process; assists understanding of key issues, interests, and concerns of the property owner; and agrees the next steps.

· If the property owner wishes to continue with the process, then an agreement will be signed by the property owner and the Council’s representative on behalf of the Council.

· Developing information and content management systems that support the effective and efficient capturing of information, administration of the process and retaining an accurate and complete record of all interactions.

· Establishing systems and processes to manage enquiries, phone calls, meeting requests and other connector and support services required by property owners.

Valuation Processes include:

· Utilising Mr Reid as the Council’s specialist valuation advisor, along with a panel of valuers that will be allocated specific properties to value. Valuation guidelines have been developed that will ensure a consistent valuation approach.

· The valuation process includes:

o The Council-appointed valuer meeting the property owner to discuss matters relevant to the valuation and then undertaking the valuation.

o Property owners can secure their own valuation (with Council contributing to the cost) which will then be made available to the Council.

o Mr Reid, as Council’s valuation advisor, then compares the valuations and there is a process to consider and, if possible, reconcile any differences in valuations. Refer to Attachment 1 that contains the Valuation Process.

o Mr Reid then recommends to the Acquisition team the value that should be used as the basis for the Council’s offer.

Offer Completion Process, includes:

· A conditional offer being prepared by the Council representative and reviewed by the Independent Advisory Panel that the offer meets the requirements of the Policy.

· The Council representative presents the conditional offer to the property owner that takes account of the valuation recommendation, any terms and conditions agreed with the property owner and, where relevant, any Earthquake Commission land damage payments.

· The property owner has three months to consider the offer.

· Where the conditional offer is accepted the settlement agreement will be further considered by the Independent Advisory Panel (refer para 4.15) with a final recommendation from the Manager Recovery and Special Projects made to the Council’s Chief Executive for consideration and, if satisfied, approval.

· Once the offer is unconditional and settlement has occurred, subsequent steps depend on whether the property is being purchased outright by the Council, or whether the property owner retains ownership of the land. Where the Council will own the land then the Council’s Property Demolition and Post-Acquisition Property Management and Disposal Strategy will guide the ongoing management of the property. Where the property owner retains ownership, relevant covenants and, in some cases, caveats will come into force, and arrangements will be made for the demolition or relocation of the dwelling.

Other VBO processes

4.10 The VBO team has also needed to develop other processes including:

· Health and safety practices for staff and contractors, especially regarding site visits and engaging with property owners and their representatives.

· Establishing Information and Communication systems including creating and maintaining property files, protocols for capturing and sharing relevant property information with specialists and property owners, as required, as well as being held as part of the Council’s permanent record.

· Maintaining project and property management systems that enable progress to be monitored and provide real-time understanding of progress and that assists in reporting. It also includes all financial systems and approvals/delegations required to support VBO activities.

· Developing budgeting, performance management, and reporting frameworks to meet government reporting requirements, as well as NCC and HDC’s accountability requirements.

Authority to Approve Settlements

4.11 Each Council will need to develop their own approval processes. HDC’s current policy requires property acquisitions to be approved by the Council. With over 100 properties to be purchased, or agreements reached, it is appropriate to consider what is the most effective and efficient way of transacting these settlements.

4.12 The options available are:

1 Council Approval - each settlement is approved by the Council. This will enable the Council to be involved in settlement decisions. Given the frequency of settlements it will potentially delay settlements and require more public-excluded meetings to be scheduled. This will add an administrative load to the Council to support the process. There is also a high risk of perceived conflicts of interest due to the community relationships held by the Councillors collectively and individually.

2 Delegate authority to a committee – either an existing committee, or a newly formed committee. This will enable members to be involved in settlement decisions. However, it will probably slow down the process with the workload shared by a smaller number of elected members and require regular meetings, probably weekly. Additional administrative support will also be required. Due to the smaller number of Councillors involved the risk of perceived conflict of interest remain high and difficult to mitigate.

3 Delegate authority to the Chief Executive – the Chief Executive, having been assured by an Independent Assessment Panel (IAP - refer para 4.15), approves the settlements. While settlements could be up to $2 million the Council has been closely involved in developing the Policy that settlements must comply with. With the assurance role played by the IAP it should give confidence that sound decisions that avoid conflicts of interest and comply with the Policy are being made. It will be administratively efficient. Note: the IAP would be employed no matter which option is selected.

4 Delegate authority to the Manager, Recovery and Special Projects – while administratively the most efficient, there would be less independent consideration/separation of the offer and, because the sums involved are significant, the Council will probably want at least the Chief Executive approving settlements.

4.13 On balance, the option that is administratively most efficient and provides the greatest level of independence, while giving the Council assurance that decisions are made in accordance with the Policy and are robust, is delegating authority to the Chief Executive, subject to the settlements having been reviewed first by the IAP.

4.14 Whichever option is adopted, the Council will be provided with regular update reports that overview the progress of settlements and a summary of the financial position.

Independent Advisory Panel (IAP)

4.15 The IAP comprises three panellists appointed by the Chief Executive. As described in the IAP’s terms of reference (Attachment 2) the Panel will have two main roles:

· Undertake an independent quality assurance review of the property valuation and acquisition process and recommendations for individual properties. This will provide, prior to execution of the Sale and Purchase (or equivalent) agreement, the Hastings and Napier Council Chief Executives with assurance that acquisition offers are consistent with the Council approved Category 3 Voluntary Buy Out Policy.

· Provide advice on matters that relate to the applicability (e.g., eligibility criteria) of the Policy and/or matters that constitute Special Circumstances that need resolution before an Offer can be presented. The Panel will consider a report from the Manager, Recovery and Special Projects, or his/her delegate, and provide a recommendation to the Chief Executive.

4.16 Group Manager, Strategy and Development, has appointed the following people as IAP members:

· Geoff Rea (IAP Chair): a retired District Court Judge of 27 years and Napier’s longest serving Crown Solicitor for 16 years.

· Vicki Lawson: has an audit and risk background with PwC. Vicki is a local technical expert who brings valuable audit and risk experience to the panel.

· Jim Palmer: relevant experience includes former Chief Executive of Waimakariri District Council, former Chair of the Future for Local Government Review panel, Independent Chair of Greater Christchurch Partnership, and has assisted HDC and NCC in recovery, including development of the Category 3 Buy-out Policy.

4.17 As noted above, irrespective of the approval option adopted, it is recommended that the IAP supports the approval process.

Cost-Share Agreement with NCC

4.18 HDC and NCC agreed that a joined-up approach to managing the voluntary buy-out process was going to deliver the most consistent approach for property owners and best value for both the Councils and property owners.

4.19 HDC and NCC have worked closely together following the Cyclone on a range of initiatives. That is particularly so in terms of the development of the Category 3 Buy-out Policy, communications and the approach needed to support the Policy’s implementation.

4.20 In good faith staff from both Councils have met to consider what is a fair and reasonable allocation of costs to support the buy-out process, particularly the operation of the VBO.

4.21 The draft terms and parameters regarding the sharing of costs are:

· AGREED. Policy development – 50/50, on the basis that each Council would have had to develop a policy and the same amount of effort would be required, irrespective of the number of properties involved.

· AGREED. Property Valuation, Negotiation and Legal Costs – actual costs per property. Costs associated with settling each property such as valuation, acquisition and legal costs will be charged to the relevant Council based on the actual costs incurred.

· DRAFT AT THIS POINT. VBO management and administration costs - 80% HDC/20% NCC. This includes VBO operations including management, administrative and office accommodation costs and reflects a share of the HDC overhead costs that support the VBO.

4.22 It is proposed that the Chief Executive be authorised to enter a cost-share agreement with NCC based on the broad parameters in para 4.21 (including tweaks as needed to the share of VBO management and administration costs).

4.23 The Council is still working through how relocation, demolition, post-acquisition site management and property disposal (as applicable) will be managed. A strategy for HDC is being developed and will be presented to the Committee shortly. Currently, the cost-share agreement has not included these matters. While it is possible that some of these matters could be managed by HDC on NCC’s behalf, it is more likely that post-settlement NCC will assume responsibility for these matters.

Post-Procurement Demolition and Property Management

4.24 Where settlement has occurred the Council will demolish any dwellings that are not relocated. In addition to this, the Council may acquire up to 60 residential properties. They will all be less than 2 hectares and be distributed across the district.

4.25 The Council will have an objective of minimising its long-term ownership of property and will want to maximise the productive use of land. Actions to sell and/or lease property will be a key part of this objective.

4.26 In the interim, a programme of active land management and maintenance will be required. The Council’s Category 3 Property Demolition and Post-Acquisition Property Management and Disposal Strategy will outline how best to:

· manage the relocation or demolition of dwellings,

· maintain and manage properties in the most cost-effective manner, and

· dispose of properties.

The Strategy will be reported to Council before the end of the year.

Financial Impacts

4.27 The cost-share agreement with the Crown sees property purchases being funded 50/50 with the Council’s contribution capped at $50 million. Matters excluded from the Government cost-share agreement include demolition costs and some VBO costs, such as policy development and Council staff costs. These costs will fall to the Council.

4.28 Current estimates, based on 121 properties, indicate that the Council’s share is estimated at $43 - $47 million, although as previously advised the cost estimates include a significant number of assumptions that will not be confirmed for some time yet.

4.29 The Council approved a budget of $5 million of the establishment and operation of the VBO. Current estimates for the operation for the VBO, excluding demolition and disposal-related costs, is estimated at a total of $5.57 million, with HDC’s share being $2.75 million with the Government’s and NCC’s share being $2.25 million and $0.57 million respectively.

Risks

4.30 This is a new activity of the Council, that currently is not delivered to this scale by any other Local Authority, which creates an element of risk. Key risks previously advised regarding Voluntary Buy-out remain unchanged and are summarised below. Management of these risks is supported by a risk register based on the Council Enterprise Risk Management framework and overseen by the Risk and Assurance Committee:

Risks	Current Risk	Mitigation
Legal challenge to HBRC’s Category 3 boundary decisions that impacts the basis of the Policy’s offer	High	Encourage HBRC to demonstrate a robust assessment, as HDC has relied on HBRC to determine the Categories
Policy subject to legal challenge, especially regarding Category 3 properties that are not subject to an offer	Medium	Well documented rationale for the Policy position taken. Consider other precedents and their relevance to HDC’s position
The number of Category 3 properties increases significantly as a result of Category 2 re-categorisation	Extreme	HBRC demonstrates a robust categorisation process. The agreement with the Crown anticipates that this may need to be revisited and is eligible for further negotiation
Valuations are perceived as unfair, or the process is seen as unfair	Medium	Valuation methodology developed and peer reviewed and there is a peer review/moderation process supporting the valuation process. Property Owners are invited to share all relevant information for the Council’s valuer to take account of. VBO operations are being guided by the Policy’s objectives and principles. The VBO has engaged capable and professional staff and specialists who will support the process. There are some appeal processes in place where required, and the Council has employed connectors to help address property owner concerns.
The settlement process takes significantly longer than anticipated	Medium	Ensure regular status reporting and ensure funding agreements with the Crown anticipate the potential for extended timeframes. The VBO has been established as quickly as possible and the settlement process is under way.
The actual financial impact is significantly different to that anticipated because the actual results vary materially from the initial assumptions	High	The risk and uncertainty will remain until the process has advanced considerably, enabling revised estimates to be prepared. The budget for the VBO is sufficient to meet the Policy implementation costs.

5.0 Options – Ngā Kōwhiringa

Where relevant, options have been outlined in the relevant sections of this report.

6.0 Next steps – Te Anga Whakamua

6.1 The VBO is operational, and the team are invested in ensuring its successful operation.

6.2 Refinement to the VBO’s systems and procedures will occur as learnings are taken from the first seven properties subject to a trial process.

6.3 A report on the Demolition, Relocation and Cost Acquisition Property Management Strategy will be developed for Council consideration.

6.4 Regular updates on Buy-out progress will be provided to the Council and the community.

Attachments:

1 ⇨

20231018 Valuation Process

CG-17-32-00010

Under Separate Cover

Summary of Considerations - He Whakarāpopoto Whakaarohanga

Fit with purpose of Local Government - E noho hāngai pū ai ki te Rangatōpū-ā-Rohe

Link to the Council’s Community Outcomes – Ngā Hononga ki Ngā Putanga ā-Hapori

The Council has, following its LTP Amendment deliberations, decided to create a new activity to make offers for Residential Properties in Category 3.

Māori Impact Statement - Te Tauākī Kaupapa Māori

There is a separate Kaupapa Māori pathway that the Government is leading for the resolution of 33 Whenua Māori properties that are within Category 3. The Council’s Policy does not apply to Whenua Māori.

Sustainability - Te Toitūtanga

The intention of the Policy’s implementation is to remove residential use within Category 3 which provides better long-term outcomes for the community and helps remove people from high risk areas. given that climate change is likely to see the recurrence of extreme weather events.

Financial considerations - Ngā Whakaarohanga Ahumoni

Addressed in the report.

Significance and Engagement - Te Hiranga me te Tūhonotanga

The decisions contained in this report have been assessed under the Council's Significance and Engagement Policy as not being significant. The establishment of the VBO is consistent with giving effect to the LTP Amendment and the engagement undertaken on the Policy.

Consultation – internal and/or external - Whakawhiti Whakaaro-ā-roto / ā-waho

Engagement within the Council has been extensive to support the VBO’s establishment and the Council has also engaged with NCC, as necessary.

Risks

This has been addressed in the report.

Rural Community Board – Te Poari Tuawhenua-ā-Hapori

The Community Board has been furnished with a copy of this report.

Thursday, 2 November 2023

Te Hui o Te Kaunihera ā-Rohe o Heretaunga

Hastings District Council: Strategy and Recovery Committee Meeting

Te Rārangi Take
Report to Strategy and Recovery Committee

Nā:

From:

Craig Scott, Environmental Planner (Policy)

Te Take:

Subject:

Future Growth Update

1.0 Executive Summary – Te Kaupapa Me Te Whakarāpopototanga

1.1 Following on from previous reporting in May 2023, Council is continuing to progress its growth management work programme. This report provides an update on progress on matters within the programme. These matters will also form the basis of discussion at the District Development Subcommittee.

1.2 The Committee is asked to receive the report for information.

2.0 Recommendations - Ngā Tūtohunga

That the Strategy and Recovery Committee receive the report titled Future Growth Update dated 2 November 2023.

3.0 Background – Te Horopaki

3.1 As a result of significant growth within the district over recent years, as well as statutory requirements as a result of the National Policy Statement for Urban Development 2020 (NPS-UD), Council has established a comprehensive growth management work programme to provide sufficient development capacity in the short, medium and long term.

3.2 Key elements of the work programme include:

· Preparation of a Future Development Strategy (FDS) for the Napier-Hastings Urban Environment in conjunction with Napier City Council (NCC) and the Hawke’s Bay Regional Council (HBRC) and iwi/Māori representatives through the Post Treaty Settlement Entities (PSGEs) within the FDS study area

· Growth infrastructure planning, including an infrastructure constraints report, business case development for wastewater capacity investment, revisions of the Council’s Capital Investment Programme to respond to growth and Essential Service Development Plans which will support future growth areas across the Hastings District.

· A review of Council’s Development Contributions Policy together with other work on funding options (including applications to the Government’s Infrastructure Acceleration Fund (IAF)

· The Medium Density Strategy Review (MDSR)

· Right Homes, Right Places Plan Change (Plan Change 5)

· Local Area Plans (LAP)

· The Housing and Business Capacity Assessment required under the NPS-UD

· The Industrial Land Supply Options project

· Development, in conjunction with the region’s council, iwi/Māori partners and relevant Government agencies, of a Regional Spatial Strategy

· Support for Papakāinga development.

3.3 This report provides an update on each of these areas of work.

4.0 Discussion – Te Matapakitanga

4.1 Planning work for Future Development Strategy (FDS) has been progressing over the course of 2023. The preliminary data has been gathered which has resulted in the Draft FDS Issues and Options report. While the report has not been finalised, this is more of an operational matter to allow us to amend the report when/if new information becomes available. The report has been through the Joint Committee and is available publicly through the Napier and Hastings FDS website https://www.hastingsdc.govt.nz/hastingsnapierfuturedevelopment/ .

4.2 An update of the Housing and Business Capacity Assessment (HBA) has been undertaken to provide updated population data and take account of work on the Napier Spatial Picture and Hastings District Council (HDC) Plan Change 5 since the initial HBA was carried out. This report will outline the level of residential and business demand and the amount that can be supplied through existing HPUDS reserve areas and intensification. This has largely been finalised and is awaiting a covering report to detail the findings.

4.3 There have been two Joint Committee meetings for the FDS, comprising representatives of the three councils and the three PSGEs (Heretaunga Tamatea Settlement Trust, Mana Ahuriri Trust and Maungaharuru-Tangitū Trust). The last Joint Committee inaugural meeting was on the 11^th July 2023. The Committee provided comments on the draft issues and options paper and objectives for the strategy and endorsed these shortly after the meeting.

4.4 A joint committee workshop will have occurred by the reception of this report (but not by time of writing) on the 31^st October. The purpose of the workshop is to provide feedback to the joint committee on the engagement with landowners and the development community on the call for opportunities, together with the latest demand modelling outcomes and to seek guidance on the development of scenarios that will form part of the engagement with the wider community.

4.5 A ‘call for opportunities’ engagement process with key stakeholders, developers and landowners who have previously sent in sites for consideration for development was recently completed. These were a series of 1 on 1 meetings that primarily occurred on the week of the 15^th of September. These provided the FDS team with a range of on the ground information regarding various areas within our study area. It is important to note that this is not intended to be a comprehensive list of the areas to consider, with additional areas able to be discussed through the public engagement phase. All sites put forward also need to go through a comprehensive screening test as part of any consideration.

4.6 Full Public engagement for the project has been put on hold while consultation occurs around the categorisation for the zoning of the cyclone Gabrielle affected areas. This was originally planned for August, but is now occurring during the week of the 30^th October. We will be utilising the pop up shop at 223 Heretaunga St West, having workshops in Napier and Hastings, and undertaking an online survey to gather people’s opinions.

4.7 Iwi engagement for the project is ongoing via the PSG entities on the Joint Committee. Recent meetings with the Post Treaty Settlement Entities has occurred to explore their development aspirations over the next 30 years as well as highlighting any areas of concern which will be fed into development options. Regular communication remains key to the overall success of the strategy, and we are hoping to set up more regular catch ups with each entity as we move into the development of the strategy next year.

4.8 The FDS project will continue to progress alongside the cyclone recovery programme with linkages between constituent workstreams as appropriate, particularly with regard to resilience and enabling housing demand to be met. However, it is important to keep in mind that the FDS is principally about providing capacity for growth within a well-functioning urban environment.

Regional Spatial Strategy (RSS)

4.9 A draft of the RSS scoping report has been completed and has been reviewed by the Technical Agency Group (TAG) group made up of members from the five Hawke’s Bay Councils. Bill Wasley of Bill Wasley Consulting Ltd has been leading the development of the scoping report, assisted by Shad Rolleston with respect to iwi/Māori engagement.

4.10 The Spatial Planning Act seeks to integrate planning law with other legislation relevant to development (for instance the Local Government Act, the Land Transport Management Act, the Natural and Built Environments Act and the Climate Change Response Act), and will introduce a requirement for long-term regional spatial strategies to be prepared for each region.

4.11 The draft is currently awaiting input from the Te Kupenga group to ensure that the Iwi/Hapu perspective is correctly represented. When the draft scoping report has been reviewed it will be circulated to councils and PSGEs and other relevant entities for their consideration and further input. The aim is to arrive at a scoping report that all key stakeholders are comfortable with for preparation of a RSS.

4.12 Officers note that Spatial Planning Act was passed in August 2023 alongside the Natural and Built Environments Act. These provide for major reform of the resource management system, including the requirement for RSSs. The RSS scoping report is being developed in cognisance of the Acts and the related discussions.

Growth Infrastructure Planning and Funding

4.13 An infrastructure constraints report that identifies growth capacity constraints in the Hastings infrastructure networks was received by Council in consideration of its draft Long-Term Plan Amendment and Development Contributions Policy in April.

4.14 The work undertaken in preparing the report has identified wastewater as the most significant constraint to growth. This confirms the work done by Council since mid-2021 as it identified the key components in its future growth programme and applied for investment assistance from the Government’s Infrastructure Acceleration Fund (IAF) to provide additional wastewater capacity to support housing growth.

4.15 The Constraints Report provides a basis for development of an Essential Service Development Plan (ESDP) which sets out growth-related infrastructure requirements (3 Waters, Parks and Reserves, Transportation) for the future. The ESDP will be further informed by the FDS and local Area Plans to define how various areas of development capacity will be serviced for infrastructure capacity. These plans will also respond to recommendations arising out of the Medium Density Strategy review MDSR and PC5 and guide the rollout of our medium density development across the city.

4.16 As has been advised to Councillors previously, IAF funding support was approved for a number of infrastructure projects and many of these projects have advanced to detailed design. The works involve major wastewater interceptors from Flaxmere along State Highway 2 and across to Coventry Road, and from Mayfair along State Highway 51 through Waipatu to Ōtene Road.

4.17 Funding support also provides for water supply to Waipatu, wastewater supply for Kohupātiki and a number of papakāinga enabling minor transport projects however the impacts of Cyclone Gabrielle has meant that projects at Moteo and Tangoio will no longer proceed.

4.18 More recently, we have been in discussion with Kainga Ora about the potential for additional funding requirements due to scope creep and ongoing cost increases in materials and construction rates. These inflationary factors are likely to increase budgetary requirements from the original budgets that were developed in mid 2022 despite contingencies being applied.

4.19 Committee members will also be aware of progress in formalising its growth infrastructure investment programme via an LTP Amendment and revising its Development Contributions Policy. After significant analysis and preparatory work by staff, external peer review work and workshop oversight by Councillors, a draft LTP Amendment and draft Development Contributions Policy was adopted by Council for public consultation on 18^th April 2023.

Right Homes; Right Place Plan Change (PC5)

4.20 Plan change 5 was recommended to be undertaken by Council following the Medium Density Review and as a requirement of the NPS-UD which proposes to provide for greater medium density in highly accessible areas of Hastings, as well amending rules to make medium density development more achievable within our main General Residential Zones provided appropriate servicing can be achieved. Medium density development is enabled provided that high quality urban design criteria are adhered to.

4.21 The Plan Change was notified in October 2022 with 118 submissions received with 26 further submissions received. Following an unfortunate administrative error resulting in some of the changes missing on the online version, PC5 required re-notification on the 15th of July and received an additional 33 submissions and 6 Further submissions.

4.22 The analysis of submissions is currently occurring with a hearing scheduled for March 2024.

Local Area Plans (LAPs)

4.23 Progress on the Local area plans are covered in a separate report to this committee and thus no additional detail is provided in this update.

4.24 The development of LAPs was a recommendation from the MDSR carried out in 2022. They are being developed to ensure infrastructure, design, planning, amenity, accessibility issues and community aspirations can all be considered in detail at a local level where greater levels of medium density housing are going to be deliberately provided for.

Housing and Business Capacity Assessment

4.25 As noted above, an update to the Housing Capacity Assessment has been drafted to understand revised population projections following the post-covid period, as well as to understand the effects of PC5 and the Napier spatial picture on development capacity for the Napier/Hastings area. The review should also help identify future opportunities to realise development capacity via intensification over the next 30 years. The update will be provided to the FDS Joint Committee once it has been received and considered by officers.

Attachments:

There are no attachments for this report.

Thursday, 2 November 2023

Te Hui o Te Kaunihera ā-Rohe o Heretaunga

Hastings District Council: Strategy and Recovery Committee Meeting

Te Rārangi Take
Report to Strategy and Recovery Committee

Nā:

From:

Rebecca Sutton, Programme Manager: Local Area Plans

Te Take:

Subject:

Local Area Plans Programme Design and Commencement

1.0 Executive Summary – Te Kaupapa Me Te Whakarāpopototanga

1.1 The purpose of this report is to provide a formal introduction to the Local Area Plans Programme for the committee. This introduction shall provide detail regarding the background to, and design of the programme, and then will move to detailing how each of the identified areas have been prioritised.

2.0 Recommendations - Ngā Tūtohunga

A) That the Strategy and Recovery Committee receive the report titled Local Area Plans Programme Design and Commencement dated 2 November 2023.

B) That the Strategy and Recovery Committee notes commencement of the engagement drafts for the priority Local Area Plans, being Stortford Lodge and Heretaunga Street East. These will be followed by Mahora.

C) That the Strategy and Recovery Committee notes the identified Priority 2 areas for preparation of Local Area Plans being Frimley, Raureka and Camberley.

3.0 Background – Te Horopaki

3.1 The Local Area Plans Programme (herein referred to as the LAPP) forms an integral part of the comprehensive work programme for growth management established by the Council. The growth management work programme was established in response to the significant population growth that has occurred over the last 10 years. This growth is forecast to continue, requiring an additional 7,640 dwellings to be constructed within the district, over the next 30 years.^{^[1]}

3.2 Planning for growth within existing urban areas to protect the productive Heretaunga Plains from urban sprawl is not ‘new’ within the Hastings context. The series of strategies that have introduced planning for residential intensification includes:

- Heretaunga Plains Urban Development Strategies 2010 and 2017

- Hastings Urban Issues and Urban Design Framework 2010;

- Hastings Medium Density Housing Strategy 2014;

- Implementation Programme of the recommendations from the Medium Density Housing Strategy 2017;

- Hastings Medium- and Long-Term Housing Strategy (adopted in 2021).

- 2022 Addendum to the Medium Density Housing Strategy and Implementation Plan 2014.

3.3 The introduction of the National Policy Statement on Urban Development 2020 (NPS UD) and the National Policy Statement for Highly Productive Land 2022 (NPS HPL) - both produced under the Resource Management Act 1991 re-affirms the existing approach of Council, but at a national level. The combined approach of these two policy statements seek to provide for residential intensification as part of the solution for protecting the highly productive land resource from inappropriate development. The NPS UD requires Council’s to prepare a Future Development Strategy (FDS) which sets out how a local authority intends to achieve well-functioning urban environments in its existing and future urban areas; and provide at least sufficient development over the next 30 years to meet expected demand.^{^[2]} The LAPP will form an integral component of the implementation of the FDS across the short (1-3 year), medium (3-10 year) and long-term (10 – 30 year) time horizons.

3.4 Within this overall context, the LAPP is positioned to essentially ‘bridge the gap’ between these high-level growth strategies and the District Plan. The District Plan is essentially the ‘rulebook’ for development within the district. Whilst it provides explanatory Objectives and Policies which provide context for zone rules, it is noted that in practice, it is:

mainly concerned with managing effects on sites and surrounds with less emphasis on neighbourhood scale outcomes. The City Living Zone and CRD provisions largely stand alone as a delivery tool and are not clearly supported by broader spatial planning of the neighbourhood in terms of infrastructure and connectivity^{^[3]}.

The LAPP, by comparison is targeted at neighbourhood-scale outcomes and includes aligning all above and below ground infrastructure (including amenity open spaces) within these neighbourhood areas, to support an increasing share of residential intensification. Overall, the aim of the programme is to ensure:

- there are logical and clearly defined areas where medium density housing is both encouraged, and anticipated i.e., a place-based approach; and

- these identified areas are suitably supported by all contributing above and below ground infrastructure, including open space provision; and

- the uptake of quality, medium-density developments within identified areas is suitably supported and/or encouraged by the framework and implementation of the Operative District Plan.

With the view that when medium density neighbourhoods are planned, and suitably supported, the resultant growth will occur in a well-functioning manner at the neighbourhood level. Where growth occurs in an unplanned and/or ad-hoc manner, this creates inefficiencies in provision of required infrastructure.

3.5 Noting that the LAPP is focussed on increasing the uptake of medium density development within identified local areas or ‘neighbourhoods’, it is important to clarify the definition of medium-density housing. In the Hastings context, this is represented as:

Density of Residential Development	Household Unit Equivalent (HUE) / m²
Low	1 HUE per land area greater than 350m²
Medium	1 HUE per land area between 150m² - 350m²
High	1 HUE on land area less than 150m²

The above definition does not involve reference to any particular type of housing typologies. The above densities are able to be achieved through a range of housing types, including stand-alone dwellings, duplex and/or terraced houses. Indeed, it is this diversity in terms of housing type that ensures that local areas increase residential densities organically over time.

3.6 A known community concern related to the introduction of medium density housing is a perceived loss of amenity and/or character that is currently present within existing neighbourhoods. Whilst these concerns do not directly translate specifically to increased residential densities; the approach to be undertaken within the preparation of the Local Area Plans is identify and complete a ‘betterment’ project, which will then be implemented as part of the LAPP. These projects are to be infrastructure focussed, noting that existing above and below ground infrastructure will likely require upgrades and/or improvements to support a higher population base.

3.7 As part of the betterment project for each Local Area, t is intended to explore innovative solutions and the subsequent co-benefits that are able to be accrued when infrastructure upgrades required for growth are designed and implemented in an integrated manner. Specifically, these projects will result in perceptible local improvements that will improve the existing amenity experienced within an area. It is intended that these ‘betterment’ projects will be tailored to each individual local area and will be designed through engagement and consultation with the local communities.

4.0 Discussion – Te Matapakitanga

4.1 Work on the LAPP has commenced as of January 2023, incorporating a review of all relevant existing strategies and policies relevant to future growth and provision of medium density housing. The comprehensive design work previously undertaken (in the 2010 and then 2014 strategies) provides the foundation of the LAPP in terms of the identification of the ‘Local Areas’ that are suitable to accommodate increased residential densities. The existing identified areas have previously included Hastings CBD, Mahora, Heretaunga St East, Mayfair, Raureka, Frimley, Havelock North and Parkvale.

4.2 In its initial stage, the LAPP is focussed on the suburbs that are situated around the Hastings Central Business District, as this is the key commerce and retail anchor of the Hastings District and as such is considered to accommodate the majority of jobs and community services provision. Notwithstanding that the CBD forms the ‘centre’ for the LAPP, the 6-block area of the CBD itself is not included within a LAP. Havelock North and Flaxmere have also been excluded from the initial phase of the programme, however, these may be added at a later date if deemed necessary to facilitate adequate levels of development capacity.

4.3 As the LAP programme has a ‘place-based’ approach, a critical aspect of the programme is to define an appropriate geographical extent to apply the individual Local Area Plans. The definition of geographic extent also has the flow-on effect of defining the community for engagement with when seeking to identify short, medium, and long-term outcomes for growth within the various applicable areas.

4.4 The Ministry for the Environment (MfE) has provided guidance regarding implementing the intensification provisions for the NPSUD, and how to measure accessibility^{^[4]}. Specifically, accessibility defines people’s ability to reach desired services and activities…...assessment typically examines the time, cost, and amenity of accessing services and activities. The intensification of residential development is also important in supporting the reduction of greenhouse gas emissions and therefore has a role in climate change mitigation. This is reflected through Waka Kotahi’s Vehicle Kilometres Travelled (VKT) Reduction Programme. Whilst initially focused on reducing light vehicle use in Tier 1 urban environments, it is also considered relevant to Tier 2 urban environments (i.e., Hastings District) with work to engage with Tier 2 urban environments anticipated to commence in 2024.

Therefore, with a national focus on a shift from private vehicle movements to either public or active transport (where practicable), the concept of a ‘walkable catchment’ provides a useful starting point for defining the geographical extent of the Local Area Plans, as this allows for active transport methods to be considered as a realistic alternative option for people to private vehicle usage.

Waka Kotahi NZ Transport Agency provides guidance for ‘walkable catchments’ in terms of distances, with the general guide being:

Walking Distance (metres)	Walking Time (minutes)
400	5
800	10
1200	15

With a 2km (25 minute) distance being the maximum defined distance for a trip where it is a realistic expectation for a person to adopt walking as their mode of transport^{^[5]}.

4.5 In the Hastings context, the 400-metre / 5-minute walkable catchment is considered to provide the target geographical extent, with the 800-metre / 10- minute walkable catchment as a maximum being both realistic and appropriate.

4.6 The ‘starting’ point to apply the 400-metre walkable catchment is the existing primary commercial zones (Central Commercial zone, Large Format Retailing and Commercial Service zone) as these areas accommodate the majority of employment opportunities and community services – refer Figure 1.

Figure 1 – 400m radius from Primary Commercial Zones (black Line) overlaid with first priority LAPP areas (red line)

The other, equally weighted aspect of ‘well-functioning urban environments’ is accessibility to natural and open spaces. The existing amenity open spaces that are located within the Hastings Urban area are identified in Figure 2.

4.7 Utilising Figure 1 above, the Stortford Local Area and Heretaunga Street East Local Areas sit quite comfortably within the 400-metre radius, and share common boundaries with the CBD. Mahora is also part situated within this radius, however does not abut the CBD. Notwithstanding this, it does have a higher level of service in terms of the local shopping centre than the other identified areas outside of the 400-metre catchment.

4.8 With particular reference to the identified amenity open spaces that are situated outside of the 400-metre catchment identified in Figure 1 above, the existing amenity open spaces are able to be viewed as ‘anchor points’ for the remaining future Local Area Plans, particularly when viewed in conjunction with the existing provision of suburban commercial zoning. As the LAP’s will act as directive documents, they can recommend further modifications be made to District Plan zonings and/or provisions to encourage a greater level of service in terms of jobs and/ or community services if additional development capacity is required beyond the first priority areas (Stortford Lodge, Heretaunga St East and Mahora).

4.9 The existing amenity open spaces located outside of the 400-metre radius are:

- Cornwall Park, Mahora (in part)	- Duke Street Reserve, Mahora
- Windsor Park; Parkvale	- Frimley Park, Frimley
- Kirkpatrick Park, Camberley	- Ebbett Park, Raureka

And are shown highlighted green in Figure 2.

Figure 2 – ‘Anchor’ Amenity Open Spaces

4.10 Prioritisation of areas has been undertaken as follows:

Priority 1	Priority 2
Stortford Lodge and Heretaunga St East
Mahora
	Frimley, Raureka and Camberley

4.11 The ‘Priority 1’ areas of Stortford Lodge and Heretaunga Street East will be the first Local Area Plans to be prepared, as they abut the northern and southern extents of the Central Business District respectively, creating a contiguous, linear extent of land. These areas are therefore considered to have the best accessibility to the jobs, community services and are already within the 400 metre/ 5 min walking extents of existing amenity open spaces.

4.12 The geographical extent of the overall LAP identified areas, and then subsequently the Priority 1 areas are detailed in Figures 3 -6.

Figure 3 – ‘Preliminary Local Area Plan Extents’

Figure 4– ‘Stortford Lodge Local Area Plan Extents’

Figure 5– ‘Heretaunga Street East Local Area Plan Extents’

Figure 6– ‘Mahora Local Area Plan Extents

5.0 Next steps – Te Anga Whakamua

5.1 The next step for the LAPP is to commence work on the first two Local Area Plans. This will include:

- Preparation of the community engagement draft/s for both the Stortford Lodge and Heretaunga Street East Local Area Plans.

- Preparation of the basic framework for community engagement to be developed, including identification of key stakeholders (both internal and external) and likely timeframes.

Attachments:

There are no attachments for this report.

Summary of Considerations - He Whakarāpopoto Whakaarohanga

Fit with purpose of Local Government - E noho hāngai pū ai ki te Rangatōpū-ā-Rohe

Link to the Council’s Community Outcomes – Ngā Hononga ki Ngā Putanga ā-Hapori

This proposal promotes the social, cultural and environmental wellbeing of communities in the present and for the future. It does this by seeking to improve the uptake of medium density housing opportunities within the Hastings Urban Environments through an integrated approach, ensuring all necessary above and below ground infrastructure is available and operating at an appropriate level of service within areas identified as suitable to support increased residential intensity.

Māori Impact Statement - Te Tauākī Kaupapa Māori

Hastings District Council positively upholds Te Tiriti o Waitangi | The Treaty of Waitangi as the founding document of Aotearoa New Zealand, with particular regard to the Bunbury Sheet signed by Ngāti Kahungunu Rangatira in June 1840 at Waipureku.

Council recognises and respects the Crown’s responsibility to take appropriate account of the principles of Te Tiriti o Waitangi | The Treaty of Waitangi: Partnership, Participation and Protection. These principles guide an evolving relationship with mana whenua as Council works towards effective and meaningful partnerships in Council business and decision-making processes.

The preparation of each of the Local Area Plans will involve input and collaboration from the mana whenua and the Pou Ahurea team.

Sustainability - Te Toitūtanga

Sustainability is at the centre of the Local Area Plan Programme, with the purpose of the programme to increase the share of intensification within the overall growth planned for Hastings, through an integrated, place-based approach. The LAPP will provide for a more efficient use of land, thereby protecting the Heretaunga Plains from urban sprawl.

Financial considerations - Ngā Whakaarohanga Ahumoni

The planning and implementation phase of the LAPP, including local betterment projects is anticipated to fall across a number of infrastructure-based budgets. Any unbudgeted capital improvements will be recommended for inclusion in the 2024 review of the 2021-31 Long Term Plan, for consideration against other Council wide priorities.

Significance and Engagement - Te Hiranga me te Tūhonotanga

This decision/report has been assessed under the Council's Significance and Engagement Policy as being of low significance.

Risks

REWARD – Te Utu

RISK – Te Tūraru

- To seek to provide for uptake of medium density housing opportunities in a planned, cohesive manner rather than the current ad-hoc, reactive manner that is currently occurring.

- To demonstrate that high quality medium density housing is able to be achieved, and that it provides a viable alternative to a stand-alone suburban dwelling for a range of different life stages/household configurations.

- To demonstrate that increased residential intensification does not diminish amenity, and in the case of Local Area Plans, can result in area ‘betterment’ /an increased degree of amenity.

- The uptake of medium density housing development within Hastings has predominately been led by social housing providers. This has contributed to a negative perception of medium density housing across some communities, which may become evident during the engagement phase of the plans.

[1] Dwelling projection figures, Market Economics October 2023.

[2] NPS UD Section 3.13 - Purpose and Content of FDS.

[3] Medium Density Housing strategy and Implementation Plan 2014, 2022 Addendum pg. 25

[4] Ministry for Environment Understanding and implementing intensification provisions for the NPS on urban development accessibility reference – Chapter 5.4 Measuring Accessibility.

[5] 90% of all walking trips are less than 2km Waka Kotahi ‘Walking activity and trends in New Zealand’ https://nzta.govt.nz/walking-cycling-and-public-transport/walking/walking-standards-and-guidelines/pedestrian-network-guidance/walking-in-new-zealand/walking-activity-and-trends-in-new-zealand/

Te Rā Hui: Meeting date:	Thursday, 2 November 2023
Te Wā: Time:	1.00pm
Te Wāhi: Venue:	Council Chamber Ground Floor Civic Administration Building Lyndon Road East Hastings
Te Hoapā: Contact:	Democracy and Governance Services P: 06 871 5000 \| E: democracy@hdc.govt.nz
Te Āpiha Matua: Responsible Officer:	Group Manager: Strategy & Development - Craig Cameron

Mematanga: Membership:	Koromatua Chair: Councillor Wendy Schollum Ngā KaiKaunihera Councillors: Ana Apatu, Marcus Buddo, Alwyn Corban, Malcolm Dixon, Michael Fowler, Damon Harvey, Henry Heke, Kellie Jessup, Eileen Lawson (Deputy Chair), Tania Kerr, Renata Nepe, Simon Nixon, Ann Redstone and Kevin Watkins Mayor Sandra Hazlehurst Hastings District Rural Community Board Chair Appointee: Jonathan Stockley Hastings District Rural Community Board Deputy Chair Appointee: Izzy Crawshaw 2 Heretaunga Takoto Noa Māori Standing Committee Appointees: Ngaio Tiuka and 1 x Vacancy
Tokamatua: Quorum:	11 members
Apiha Matua Officers Responsible:	Group Manager: Strategy & Development – Craig Cameron Deputy Chief Executive – Bruce Allan Strategy Manager – Lex Verhoeven Principal Advisor: District Development – Mark Clews Program Manager Growth Infrastructure – Brett Chapman Strategic Project Manager (Portfolio Lead) – Dean Ferguson Manager - Recovery & Special Projects – Gus Charteris
Te Rōpū Manapori me te Kāwanatanga Democracy & Governance Services:	Lynne Cox (Extn 5632)

1.0	Apologies – Ngā Whakapāhatanga An apology from Councillor Harvey has been received. An a apology from Councillor Kerr who is away on Council Business has been received.
2.0	Conflict of Interest – He Ngākau Kōnatunatu Members need to be vigilant to stand aside from decision-making when a conflict arises between their role as a Member of the Council and any private or other external interest they might have. This note is provided as a reminder to Members to scan the agenda and assess their own private interests and identify where they may have a pecuniary or other conflict of interest, or where there may be perceptions of conflict of interest. If a Member feels they do have a conflict of interest, they should publicly declare that at the start of the relevant item of business and withdraw from participating in the meeting. If a Member thinks they may have a conflict of interest, they can seek advice from the General Counsel or the Manager: Democracy and Governance (preferably before the meeting). It is noted that while Members can seek advice and discuss these matters, the final decision as to whether a conflict exists rests with the member.
3.0	Confirmation of Minutes – Te Whakamana i Ngā Miniti Minutes of the Strategy and Policy Committee meeting held 8 May 2023. (Previously circulated)
4.0	Maraekākaho Community Plan 2023-2028	9
5.0	Library Fines - Cessation of Current Procedures for Issuing Fines for Late Return of Issued Books	13
6.0	Hastings District Cyclone Recovery Framework Update	17
7.0	Hastings District Council Cyclone Gabrielle Recovery Update	27
8.0	Establishment of Category 3 Voluntary Buy-out Office (VBO)	43
9.0	Future Growth Update	55
10.0	Local Area Plans Programme Design and Commencement	61
11.0	Minor Items – Ngā Take Iti
12.0	Urgent Items – Ngā Take Whakahihiri

Strategy and Recovery Committee – Terms of Reference