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Hutt Valley Flood Management Subcommittee
Hutt Valley Flood Mangement Subcommittee 30 October 2018, Order Paper - Front Page If calling please ask for: Democratic Services 25 October 2018 Hutt Valley Flood Management Subcommittee Order Paper for meeting to be held in the Council Chamber, Upper Hutt City Council, 838-842 Fergusson Drive, Upper Hutt on: Tuesday, 30 October 2018 at 4.30pm Membership of the Subcommittee Wellington Regional Council Cr Lamason (Chair) Cr Laban (Deputy) Cr Kedgley Cr Laidlaw Cr Ogden Cr Swain Hutt City Council Mayor Wallace Deputy Mayor Bassett Cr Milne Upper Hutt City Council Mayor Guppy Cr Swales Cr Taylor Kara Puketapu-Dentice Recommendations in reports are not to be construed as Council policy until adopted by Council 1 Hutt Valley Flood Mangement Subcommittee 30 October 2018, Order Paper - Agenda Hutt Valley Flood Management Subcommittee Order Paper for meeting to be held on Tuesday, 30 October 2018 in the Council Chamber, Upper Hutt City Council, 838-842 Fergusson Drive, Upper Hutt at 4.30pm Public Business Page No 1. Apologies 2. Declarations of conflict of interest 3. Public participation 4. Confirmation of the minutes of 18 September 2018 Report 18.418 3 General 5. Project Manager’s Report Report 18.493 7 RiverLink 6. RiverLink Project Manager’s Report Report 18.494 11 2 Hutt Valley Flood Mangement Subcommittee 30 October 2018, Order Paper - Confirmation of the minutes of 18 September 2018 Please note that these minutes remain unconfirmed until the Hutt Valley Flood Management Subcommittee meeting on 30 October 2018 Report 18.418 18/09/2018 File: CCAB-14-445 Minutes of the Hutt Valley Flood Management Subcommittee meeting held in the Council Chamber, Hutt City Council, 30 Laings Road, Lower Hutt on Tuesday, 18 September 2018 at 4:31pm Present Councillors Lamason (Chair), Laban, Ogden, and Swain (Greater Wellington Regional Council), Mayor Wallace and Councillor Milne (Hutt City Council), Mayor Guppy, and Councillors Swales and Taylor (Upper Hutt City Council); Kara Puketapu-Dentice. -
Kapiti Coast District / [email protected] / P
APRIL 2019 KAPITI COAST DISTRICT WWW.INTEREST.CO.NZ / [email protected] / P. 09 3609670 KAPITI COAST DISTRICT HOME LOAN AFFORDABILITY REPORT April 2019 Home loan affordability is a measure of the proportion of take-home pay that is needed to make the mortgage payment for a typical household. If that is less than 40%, then a mortgage is considered ‘affordable’. The following are typical assessments for households at three stages of home ownership. FIRST HOME BUYERS 25-29 YOUNG FAMILY 30-34 OLDER FAMILY 35-39 First home buyers earn a medi- Young family buyers earn medi- Older family buyers earn medi- an income for their age group, an incomes in their age bracket, an incomes in their age brack- and buy a first quartile house and buy a median house in et, and buy a median house in in their area. Both parties work their area. One partner works their area. Both partners work full-time. half-time. full-time. Mortgage payment as a Mortgage payment as a Mortgage payment as a percentage of the take home pay percentage of the take home pay percentage of the take home pay Take Home April 19 29.7% Take Home April 19 29.2% Take Home Pay Pay Pay April 19 17.6% April 18 30.3% April 18 26.8% $1,517.11 $1,334.99 $1,856.59 April 18 17.1% per Week April 17 26.9% per Week April 17 29.2% per Week April 17 19.4% April 14 - April 14 26.0% April 14 33.3% This report estimates how affordable it would be for a couple This report estimates how affordable it would be for a couple This report estimates how affordable it would be for a couple where both are aged 25–29 and are working full time, to buy a with a young family to move up the property ladder and buy their who are both aged 35-39 and working full time, to move up the home at the lower quartile price in Kapiti Coast District. -
Making a Community: Filipinos in Wellington
Making a Community: Filipinos in Wellington September 2017 ISBN 978-0-9941409-4-4 (PDF) Making a Community: Filipinos in Wellington About the Author As an American living in New Zealand, I’ve been observing the debate here on immigration and multiculturalism. I arrived in Wellington last year with my Kiwi husband and three-year old son – and while settling in we’ve spent a lot of time discovering the delights of the city and its people. The experience also gave me some perspective on being a migrant far from home. I have a professional interest in South East Asian history, languages and culture - I just completed a PhD on the subject. I speak some Filipino, and am fascinated by the Philippines’ complex history. One of the major phenomena in the Philippines since the 1970s has been the growth of the global Filipino diaspora. That story has often been full of sadness. So I was intrigued by anecdotes of positivity and success from Wellington. Writing about how the migrant Filipino community has settled in New Zealand has been more than just a research project. It has highlighted how migration plays a role in community building. It also has meaning for me and my family’s future here. I really wanted to share some of the stories that I think reflect successful outcomes from immigration over the past thirty years. By Dr Rebecca Townsend 1 Key Points 1. 2. 3. Filipinos comprise 1 percent of Filipinos are a vital part of Most Filipinos in New Zealand are New Zealand’s population – the New Zealand’s dairy, healthcare, not Overseas Filipino Workers third largest Asian ethnic group construction, nursing, aged care, (OFW). -
Memorandum of Understanding Between
Attachment 1 to Report 06.583 Page 1 of 5 MEMORANDUM OF UNDERSTANDING BETWEEN CAPITAL AND COAST DISTRICT HEALTH BOARD AND KAPITI COAST DISTRICT COUNCIL, PORIRUA CITY COUNCIL, WELLINGTON CITY COUNCIL, AND WELLINGTON REGIONAL COUNCIL PURPOSE The parties to this Memorandum of Understanding (MoU) share a common obligation to enhance the well being and health of people in Kapiti, Porirua and Wellington, and to work with them in building strong, vibrant and healthy communities. This MoU will assist in achieving the Regional Community Outcome: "Healthy Community" as outlined in the Wellington Regional Strategy. This MoU sets out a process to assist co-operation between the above organisations. It is intended that this MoU will: • ensure that resources (people, funding and materials) are used to improve the well being of the communities in Kapiti, Porirua and Wellington • ensure communication between the organisations is open and timely. PROTOCOLS AND PRINCIPLES • the parties will work together on issues where it is agreed that the population of Kapiti, Porirua and Wellington will benefit from a collaborative approach • the MoU acknowledges each organisation's unique accountability and contribution to shared processes • the parties agree to act in good faith on issues of information and disclosure • the parties agree to work collaboratively in an open and transparent manner • the parties agree to build on work currently undertaken within Kapiti, Porirua and Wellington. • the parties acknowledge the role of Regional Public Health (RPH) in delivering regional public health services, and that this MoU will not preclude the development of such relationships by each party with RPH As signatories of this MoU each party will ensure: • early notification to affected parties through the distribution of draft documentation, of major policy discussions, which may have implications beyond the boundaries of the decision-making party. -
Kapiti Coast District Council and Other Councils, Including Population Forecasts
Housing and Business Development Capacity Assessment Kāpiti Coast District Council November 2019 Housing and Business Land Capacity Assessment 229 230 Housing and Business Land Capacity Assessment Contents Executive Summary 232 5.0 Infrastructure 270 Background 233 5.1 Three Waters 270 Residential demand 233 5.2 Local Road Network 271 Residential capacity 233 5.3 State Highway Network 272 Business demand 234 5.4 Public Transport 272 Business capacity 234 5.5 Open Space 273 Infrastructure capacity 234 5.6 Education 273 1.0 Introduction 237 6.0 Relationship between Housing and Business Land 274 2.0 Existing Policy Context 238 7.0 Monitoring 275 2.1 Kāpiti Coast District Plan 238 7.1 Historic Development Activity 275 2.2 Development Management Strategy 2007 238 7.2 Market Indicators 278 2.3 Infrastructure Strategy 2018-2048 238 7.3 Price Efficiency Indicators 285 2.4 Roads of National Significance and Town Centres Transformation 239 8.0 Conclusion 293 3.0 Residential Demand and Capacity 240 9.0 Next Actions 294 3.1 Historic urban growth and settlement 240 3.2 Current growth and settlement trends 240 3.3 Future Housing Demand 241 3.4 Housing Development Capacity 248 3.5 Housing Feasibility, Realisation and Sufficiency 251 4.0 Business Demand and Capacity 258 4.1 Business Development Context 258 4.2 Current Economic and Business Drivers 259 4.3 Future Business Demand 260 4.4 Business Development Capacity 264 4.5 Business Feasibility, Realisation and Sufficiency 266 Housing and Business Land Capacity Assessment 231 Executive Summary This report presents the results from the Wellington Region Housing and Business Development Capacity Assessment (HBA) for the Kāpiti Coast District Council. -
Group Plan 2013-2018
Wellington Region Civil Defence Emergency Management Group Plan 2013-2018 DRAFT For public consultation P WELLINGTON REGION EMERGENCY MANAGEMENT GROU Wellington Region Civil Defence Emergency Management Group Plan 11 April 2013 Version 1.1 DRAFT FOR PUBLIC CONSULTATION Authority This Group Plan has been developed by the Wellington Region Civil Defence Emergency Management Group and will be effective following approval from the Wellington Region Civil Defence Emergency Management Joint Committee. WREMO BD03:APRIL 2013 Wellington Region Civil Defence Emergency Management Group Operational Boundaries Contents Introduction 2 Response continued. Purpose of the CDEM Plan 2 Arrangements during response 26 Relationship to national CDEM documents 2 Warning procedures 28 Supporting documents 3 Wellington Region CDEM Group Duty Plan development and consultation Officer 28 process 4 Function, roles and responsibilities 28 Vision and goals of the Group Plan 4 Activation of local Emergency Operation Centres and the Emergency Coordination Risk profile 7 Centre 31 Group Controller 31 Key characteristices of the Wellington Role of local Emergency Operations Region CDEM Group area 8 Centres 31 Hazards 10 Role of the Group Emergency Risk analysis 10 Coordination Centre 32 Risk evaluation 10 Integrating with CDEM Partners 33 Public information management 33 Reduction 13 Volunteer management 33 Welfare managment 33 Principles for risk reduction within Lifeline Utillity Coordination (LUC) 33 the Group 14 Declaring a state of local emergency 33 Current local -
The Case of Kapiti Coast District Council
THE NEW ZEALAND MEDICAL JOURNAL Journal of the New Zealand Medical Association Getting an outdoor smokefree policy: the case of Kapiti Coast District Council Leigh Halkett, George Thomson Abstract Aim To explore how a smokefree parks policy was conceived, accepted and developed by and for Kapiti Coast District Council (KCDC). Method Thirteen people involved in the smokefree parks policy process for KCDC were interviewed in person during November–December 2008. Supporting documentation and websites were accessed and reviewed. Results In September 2008 the KCDC agreed to adopt a smokefree parks and playground policy, following an initiative from a smokefree coalition of several public health organisations. The policy was developed collaboratively by this coalition with input from the council, and was supported by key local organisations. The KCDC appears to have adopted a smokefree outdoor areas (SFOA) policy because of demonstrated public support, the relative simplicity and low cost of the policy, the success of similar policies elsewhere, and because of the alignment with desired community outcomes. The challenges included finding funding and allocating staff time for this project. There were also concerns with how the policy would be enforced. Conclusions A collaborative approach amongst health and community groups for achieving SFOA policies works well. The experience with council SFOA policies has considerable impact on the adoption of similar policies by other councils. To maximise this influence, information about the policies needs to be spread nationally by the health and local government sectors. Legislative efforts to reduce smoking and the exposure to secondhand smoke (SHS) in New Zealand have included the Smoke-free Environments Act 1990 (SEA) and the Smoke-free Environments Amendment Act 2003 (SEAA). -
Wellington Region Civil Defence Emergency Management Group Plan
Wellington Region Civil Defence Emergency Management Group Plan EM_cover_FINAL.indd 1 21/4/05 10:51:51 AM Contents Foreword 5 Plan structure 6 1. Introduction 6 2. The Wellington Region 6 3. Strategic direction 6 4. Operational framework 6 5. Administrative arrangements 6 6. Monitoring and review 6 Part 1 - Introduction 7 1. What is this Plan? 7 2. Who is the Plan for? 7 2.1 Local Authorities 7 2.2 Other emergency management agencies 7 3. Duration of Plan and review 8 4. Relationship with the National CDEM Plan and the National CDEM Strategy 8 5. Requirement for local authority civil defence emergency management planning 8 6. How the Plan was prepared 8 7. Supporting documentation 9 8. Local procedures 9 Part 2 – The Wellington Region 10 9. Key characteristics of the Wellington Region 10 10. The Region’s people 11 11. Signifi cant emergency events in the Wellington Region 12 12. What does this mean for CDEM? 13 Part 3 - Strategic direction 15 13. Introduction 15 14. Strategic planning framework 15 15. Vision 16 16. Goals 16 16.1 Plan goals 16 16.2 Relationship to the National CDEM Strategy 16 Wellington Region Civil Defence Emergency 1 Management Group Plan 17. Summary of hazards 17 17.1 Earthquake 17 17.2 Tsunami 18 17.3 Volcanic hazards 19 17.4 Storms 19 17.5 Flooding 20 17.6 Landslides 21 17.7 Drought and extreme heat 21 17.8 Fire (Rural) 22 17.9 Fire (Urban) 22 17.10 Hazardous substances 23 17.11 Transportation accident (land, marine, air) 23 17.12 Biological and public health hazards 24 17.13 Agricultural hazards (animal diseases, biosecurity) 24 17.14 Disruption of infrastructure systems 25 17.15 Terrorism 25 18. -
CREATING EMPLOYMENT for YOUNG PEOPLE in YOUR COMMUNITY
CREATING EMPLOYMENT for YOUNG PEOPLE in YOUR COMMUNITY Ideas and solutions from The Mayors Taskforce for Jobs “It is terrific to see such varied projects coming out of the Mayors Taskforce for Jobs. We know that there is a wealth of opportunities for young people in their own communities and these examples show that. Every young person who feels optimistic about their community will add value and wealth to the region. This is a Best Practice guide, which not only tells about the projects but also gives you the key factors for success. I hope it will be widely used and the examples copied, changed and developed in communities throughout the country”. Garry Moore Chair - Mayors Taskforce for Jobs Mayor of Christchurch ACKNOWLEDGMENTS A most sincere thank you to everyone who so willingly shared with us information about their various projects and the ways in which these are helping to foster greater community spirit and a coming together of disparate skills. Such cooperation gives cause for optimism – a hope that collaboration will foster the untapped talent of young people and help towards creating a sustainable employment environment for the future. Also thanks to the Mayors Taskforce for Jobs partners, particularly Work & Income, Community Employment Group and the Employment Catalyst Fund who have assisted with funding for many of the projects. Jan Francis (Executive Officer, Mayors Taskforce for Jobs) 1 Prime Minister Helen Clark and senior Ministers with Mayors at the signing of the Memorandum of Understanding between the Government of New Zealand and the Mayors Taskforce for Jobs, 2nd October 2002. -
December2015
December 2015 Foreword Mayors are an important part of New Zealand’s democratic As part of our programme to enhance the capacity of our councils tradition. They are the most visible face of our local councils, the and increase knowledge of good governance practice LGNZ person who speaks on behalf of our communities and the leader undertook a survey of all mayors to find out whether or not they who we look to when tragedy strikes. They are an essential were being used and how mayors felt about them. We were feature of our community and civic life. pleased with the response to our survey and as the paper shows some mayors have made extensive use of the new powers. The role of mayors has changed very little over the last 100 years however, with the changes to the Local Government Act in 2014 This report is an analysis of the survey responses. Findings will be Parliament has, for the first time, set out the role of mayors in incorporated into our post-election guidance for new mayors and legislation. Section 41A of the LGA 2002 now recognises the role forwarded to the Government so that the legislation can be fine of mayors as that of leading communities, leading organisations tuned in the future if necessary. The survey reinforces our desire and leading their councils’ policy, planning and budgeting to ensure that future policy is based on good research and processes. The legislation has also given mayors the ability, should evaluation. I trust that you will find the results interesting and they choose to use it, to appoint their deputies and committee helpful. -
Having a Ball at City's 50Th
$900,000 GRANT BUZZ KILL Heretaunga Graduate tees up Asia studies lahar champs P5 risk P9 Upper Hutt Leader Wednesday, June 15, 2016 SERVING YOUR COMMUNITY SINCE 1939 Couples young and old enjoy their time on the dance floor at the Upper Hutt Golden Jubilee Ball. More of Blake Crayton-Brown’s photos on page 8. Having a ball at city’s 50th BLAKE CRAYTON-BROWN Despite the crowd coming in to ence who were almost instantly dance floor and how to dress for Guppy said he remembered the hall in dribs and drabs, and on the dance floor when the band the occasion. going to the same venue for civic The crowd was perhaps a bit older plenty of space to either side of the struck up. Mayor Wayne Guppy, who like and rugby club balls in the late than at your average 50th birth- hall where more tables could have Later in the night as the band many in the audience made sure 1970s. day, but they sure were enthusi- gone, it was a great night of old- kept on, those who knew their to have his phone nearby to keep ‘‘They used to be quite a reg- astic about celebrating a big mile- fashioned fun. steps changed it up with a bit of up with the All Blacks v Wales ular feature of the social calen- stone in style. The music coming from City line dancing and even a dance in a test action, said the night went dar.’’ Upper Hutt’s 50th anniversary Jazz certainly fitted in with the circle involving partner brilliantly. -
Strategy 2002-2003
Strategy 2002-2003 (left to right) Sukhi Turner (Dunedin), Chris Lux (Thames-Coromandel), Basil Morrison (Hauraki), Graeme Ramsey (Kaipara) and Pat O’Dea (Buller). goals By 2005, no young person under 25 years will be out of work or training in our communities. By 2009, all people in our communities will have the opportunity to be in work or training. critical issues objectives The ability to : • influence real job creation • to provide a national focus of • apply longer-term thinking to the leadership on the jobs issue employment issue through co-operation between Mayors concerned about • devise programmes which are employment issues in their effective in addressing the Maori and Pacific Island unemployment in communities mission our communities • to share best practice on what we • halt the decline of rural and can achieve on employment at working towards the local level regional communities the “zero waste” • to create local and national • advocate for the re-building the forums which address the “big of New Zealanders not-for-profit and community sector picture” of trends on the issues of • develop a more active partnership income and work between local and central • to link with imaginative private government sector initiatives that are • encourage government addressing unemployment organisations to be flexible in the way they allocate resources at a local level • access local funding for projects and initiatives we believe that Mayors, irrespective of their different political persuasions, can work together for this common purpose