MASTERTON DISTRICT COUNCIL

AGENDA

WEDNESDAY 28 FEBRUARY 2018 2.00 PM

MEMBERSHIP

Her Worship (Chairperson)

Cr G Caffell Cr B Johnson Cr J Dalziell Cr G McClymont Cr D Davidson Cr F Mailman Cr B Goodwin Cr S O’Donoghue Cr J Hooker Cr C Peterson

Notice is given that an Ordinary Meeting of the Masterton District Council will be held at REAP House, 340 Queen St, Masterton on Wednesday 28 February 2018 at 2.00 pm.

RECOMMENDATIONS IN REPORTS ARE NOT TO BE CONSTRUED AS COUNCIL POLICY UNTIL ADOPTED

23 February 2018 Values

1. Public interest: members will serve the best interests of the people within the Masterton district and discharge their duties conscientiously, to the best of their ability. 2. Public trust: members, in order to foster community confidence and trust in their Council, will work together constructively and uphold the values of honesty, integrity, accountability and transparency. 3. Ethical behaviour: members will not place themselves in situations where their honesty and integrity may be questioned, will not behave improperly and will avoid the appearance of any such behaviour. 4. Objectivity: members will make decisions on merit; including appointments, awarding contracts, and recommending individuals for rewards or benefits. 5. Respect for others: will treat people, including other members, with respect and courtesy, regardless of their ethnicity, age, religion, gender, sexual orientation, or disability. Members will respect the impartiality and integrity of Council staff. 6. Duty to uphold the law: members will comply with all legislative requirements applying to their role, abide by this Code, and act in accordance with the trust placed in them by the public. 7. Equitable contribution: members will take all reasonable steps to ensure they fulfil the duties and responsibilities of office, including attending meetings and workshops, preparing for meetings, attending civic events, and participating in relevant training seminars. 8. Leadership: members will actively promote and support these principles and ensure they are reflected in the way in which MDC operates, including a regular review and assessment of MDC’s collective performance.

These values complement, and work in conjunction with, the principles of section 14 of the LGA 2002; the governance principles of section 39 of the LGA 2002; and our MDC governance principles:

Whakamana Tangata Respecting the mandate of each member, and ensuring the integrity of the committee as a whole by acknowledging the principle of collective responsibility and decision‐making.

Manaakitanga Recognising and embracing the mana of others.

Rangatiratanga Demonstrating effective leadership with integrity, humility, honesty and transparency.

Whanaungatanga Building and sustaining effective and efficient relationships.

Kotahitanga Working collectively. 1 AGENDA:

1. The Order Paper is as follows :- 2. Conflicts of Interest (Members to declare conflicts, if any)

3. Apologies

4. Public Forum

5. Late items for inclusion under Section 46A(7) of the Local Government Official Information and Meetings Act 1987

6. Items to be considered under Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987  Minutes of the Ordinary Council meeting held with the public excluded 13 December 2017  Report of the Audit and Risk Committee meeting held with the public excluded on 7 February 2018  Temporary Facilities – Memorial Park  Section 17A Reviews and Contract Extension

7. Confirmation of Minutes of the Ordinary Council meeting held on 13 December 2017 (266/17) Pages 101-113

8. Report of the Audit and Risk Committee meeting held 7 February 2018 (008/18) Pages 401-404  Second Quarter and Six Monthly Reports  Second Quarter Commentary and Financial Statements  Second Quarter Non-Financial Report

9. Report of the Infrastructural Services Committee meeting held 14 February 2018 (014/18) Page 301-303

 Solway Dump Station  Community Facilities and Activities Infrastructure Update  Infrastructure Update  NZTA Safety Improvements Bewteen Northern Roundabout/Te Ore Ore Road and Pedestrian Crossing Improvements at Kuripuni.

10. Report of the Strategic Planning and Policy Committee meeting held 14 February 2018 (013/18) Page 501-502

 Food Act 2014 Fast Track Programme  Environmental Services Update  Policy and Strategic/Corporate Planning Update  Planning and Building Update 2

11. Report of the Community Wellbeing Committee held 21 February 2018(027/18) Pages 201-205  Memorandum of Understanding – Sport Wellington Wairarapa  Lansdowne Recreation Park  Taranaki Street Reserve  Rural Trails Implementation Plan  Library and Archive Update  Special Projects – Education & Community Development Update  Environmental Sustainability Work Programme Update  Community Development Update  Playground Audit  Christmas on Queen Debrief.

FOR DECISION

12. Angel Grace Statue (031/18) Page 711

13. Cycle Lanes Dixon Street (026/18) Pages 713-720

14. Draft Te Kauru Upper Ruamāhanga Floodplain Management Plan (029/18) Page 721

15. Draft My Masterton Our People, Our Land Strategy He Hiringa Tangata, He Hiringa Whenua and Draft Education Strategy Te Hiringa i te Mahara (032/18) Pages 722-827

FOR INFORMATION

16. Chief Executive’s Report (028/18) Pages 828-832

17. Mayors Report A verbal update will be provided

18. Report back on Wairarapa Committee meeting A verbal update will be provided

PIM BORREN - CHIEF EXECUTIVE 3 MATTERS TO BE CONSIDERED WITH THE PUBLIC EXCLUDED COUNCIL MEETING – WEDNESDAY 28 FEBRUARY 2018

MOVED BY: SECONDED BY: That the public be excluded from the following parts of the proceedings of the meeting of the Masterton District Council:- Confirmation of Minutes  Minutes of the Ordinary Council meeting held with the public excluded 13 December 2017  Report of the Audit and Risk Committee meeting held with the public excluded on 7 February 2018.

General Business 19. Temporary Facilities – Memorial Park 20. Section 17A Reviews and Contract Extension.

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:-

General subject of Reason for passing Ground(s) under each matter to be this resolution in section 48(1) for considered relation to each the passing of this matter resolution ______Confirmation of Minutes Refer to pages 112-113 Refer to pages 112-113

Confirmation of Report of Audit and Risk Committee Meeting Refer to page 404 Refer to page 404

Termporary Facilities – Memorial 7(2)(i) s48(1)(a) Park The withholding of the information That the public conduct of is necessary to enable the local this item would be likely to authority to carry on, without result in the disclosure of prejudice or disadvantage, information for which good negotiations (including commercial reason for withholding would and industrial negotiations). exist under Section 7.

Section 17A Reviews and 7(2)(i) s48(1)(a) Contract Extension The withholding of the information That the public conduct of is necessary to enable the local this item would be likely to authority to carry on, without result in the disclosure of prejudice or disadvantage, information for which good negotiations (including commercial reason for withholding would and industrial negotiations) exist under Section 7. 101 266/17 MINUTES OF THE ORDINARY MEETING OF THE MASTERTON DISTRICT COUNCIL HELD AT REAP HOUSE, QUEEN ST, MASTERTON ON WEDNESDAY 13 DECEMBER 2017 AT 2.00PM

PRESENT

Mayor Lyn Patterson (Chair), Councillors G Caffell, J Dalziell, D Davidson, B Goodwin, J Hooker, B Johnson, G McClymont, F Mailman, C Peterson, Ra Smith

IN ATTENDANCE

Chief Executive, Manager Finance, Manager Assets and Operations, Manager Community Facilities and Activities, Manager Strategic Planning, Communications and Marketing Advisor, Environmental Services Manager (from 2.59pm) Policy Advisor (from 2.59pm), one media representative, one member of the public and Governance Advisor.

CONFLICTS OF INTEREST

No conflicts of interest were declared.

APOLOGIES

Moved by Councillor J Hooker that the apologies received from Mihirangi Hollings and Councillor S O’Donoghue, for non-attendance be received. Seconded by Councillor F Mailman and CARRIED

The Mayor acknowledged Wairarapa Times-Age’s Don Farmer who was retiring after many years covering Council meetings.

PUBLIC FORUM

 Bob Francis and Cathy Hardinge, gave a presentation on the Digital Inclusion pilot programme planned for the Wairarapa  David Moriarty and Lydia Wevers provided an update on Aratoi activities and funding and provided Councillors with a copy of the Aratoi Annual Report 2016-2017.

Waste Minimisation Survey Results Jo Dean, Zero Waste Coordinator was in attendance to answer questions about the late report, Item 12 Waste Minimisation Survey Recommendations. It was noted that the survey had had a reasonably good response and as responses had indicated support for the options proposed, the agenda report recommended putting the options out for consultation in the three Wairarapa Councils’ Long-Term Plans. The survey results and report had also been before the South Wairarapa District Council and Carterton District Council meetings and both had adopted the recommendations.

Ruamāhanga Whaitua Update

David Holmes and Peter Gawith provided an update on the work of the Ruamāhanga Whaitua Committee. The quality of water in the Ruamāhanga was discussed and it was advised that there were two different measures, one for swimability and the other for e-coli.

The report prepared by Andy Duncan, which had been endorsed by the Committee, was referred to and would be sent to elected members for their information. 102 [Note to minutes: Andy Duncan Report was emailed to elected members on 14 Dec 2017]

The Committee were finalising the Whaitua Implementation Programme (WIP) and hoped to take that back to the community in April 2018. Once that process had finished the final WIP would go to Te Upoko Taio – Natural Resources Plan Committee.

LATE ITEMS

There were no late items.

ITEMS TO BE CONSIDERED UNDER SECTION 48(1)(A) OF THE LOCAL GOVERNMENT OFFICIAL INFORMATION AND MEETINGS ACT 1987

 Confirmation of Minutes of the Ordinary Council meeting held with the public excluded on 25 October 2017  Report of the Infrastructural Service Committee meeting held with the public excluded 15 November 2017  Report of the Audit and Risk Committee meeting held with the public excluded 22 November 2017  Report of the Civic and Youth Awards Committee meeting held with the public excluded 27 November 2017  Hood Aerodrome Terminal Precinct and Manaia Rd Development  Chief Executive Contract Legal Requirements

Moved by Councillor F Mailman that in terms of section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 the items be dealt with at this meeting. Seconded by Councillor J Hooker and CARRIED

CONFIRMATION OF MINUTES OF THE COUNCIL MEETING HELD ON 25 OCTOBER 2017 (221/17)

Moved by Councillor G Caffell that the minutes of the meeting of the Masterton District Council held on 25 October 2017 be confirmed. Seconded by Councillor G McClymont and CARRIED.

REPORT OF THE COMMUNITY WELLBEING COMMITTEE HELD 15 NOVEMBER 2017 (236/17)

The Mayor introduced the report, noting that the following items had been discussed at the meeting held 15 November 2017:

 Wairarapa Regional Trails Group  My Masterton Our People Our Land Strategy: He Hiringa Tangata, He Hiringa Whenua and Draft Education Strategy  Economic Development Programme Update  Library and Archive Update  Special Projects – Education & Community Development Update  Environmental Sustainability Work Programme Update  Community Development Update  Report on Environmental Defence Society’s Climate Change and Business Conference. 103 A request was made for staff to let elected members know once a response had been received from Trust House on the funding application for the Library Learning Project.

[Note to minutes: an email was sent to elected members on 20 December confirming a $40,000 grant from Trust House]

It was advised that the report back on the LGNZ Excellence Programme would go to the Audit and Risk Committee next year.

Moved by Mayor L Patterson That the Report of the Community Wellbeing Committee meeting held 15 November 2017 (236/17) including the following resolutions be confirmed:

WAIRARAPA REGIONAL TRAILS GROUP (224/17) That the Community Wellbeing Committee 1. Recommends that Council endorses the Terms of Reference for the Wairarapa Trails Advisory Group and; 2. Recommends that Council confirms the appointment of Councillor Peterson and Councillor Hooker to the Wairarapa Trails Advisory Group and requests members to report back to the Community Wellbeing Committee on progress.

MY MASTERTON OUR PEOPLE, OUR LAND STRATEGY: HE HIRINGA TANGATA, HE HIRINGA WHENUA AND DRAFT EDUCATION STRATEGY (235/17)

That the Community Wellbeing Committee: 1. Endorses the draft MY Masterton Our People, Our Land Strategy: He Hiringa Tangata, He Hiringa Whenua and the draft Education Strategy as included in Attachments 2, 3, 4, 5, 6, and 7 to Report 235/17 for public consultation; and 2. Recommends that Council adopts the draft MY Masterton Our People, Our Land Strategy: He Hiringa Tangata, He Hiringa Whenua and draft Education Strategy.

ECONOMIC DEVELOPMENT PROGRAMME UPDATE (232/17)

That the Community Wellbeing Committee receives the update on progress of the Masterton District Economic Development programme in Report 232/17.

LIBRARY AND ARCHIVE UPDATE (233/17)

That the Community Wellbeing Committee receives the update on progress of the Masterton District Library and Wairarapa Archive in Report 233/17.

SPECIAL PROJECTS – EDUCATION AND COMMUNITY DEVELOPMENT UPDATE (227/17)

That the Community Wellbeing Committee receives the update on the Special Projects Lead – Education and Community Development work programme in Report 227/17. 104 ENVIRONMENTAL AND SUSTAINABILITY WORK PROGRAMME UPDATE (231/17)

That the Community Wellbeing Committee notes the contents of report 231/17.

COMMUNITY DEVELOPMENT UPDATE (234/17)

That the Community Wellbeing Committee receives the update on progress of community development work in Report 234/17.

REPORT ON ENVIRONMENTAL DEFENCE SOCIETY’S CLIMATE CHANGE AND BUSINESS CONFERENCE (226/17)

That the Community Wellbeing Committee receives the information in report 226/17.

Seconded by Councillor D Davidson and CARRIED

REPORT OF THE INFRASTRUCTURAL SERVICES COMMITTEE HELD 15 NOVEMBER 2017 (237/17)

The Chair introduced the report, noting that the following items had been discussed at the meeting held 15 November 2017:

 Community Facilities and Activities Infrastructure Update  Water Conservation Management Plan  Infrastructure Update.

The Chair paid tribute to the outstanding work done by the two staff members who were leaving, Kirsty McCarthy, Parks Reserves and Facilities Manager, and Sam Rossiter-Stead, Communications and Marketing Advisor.

A question was asked about the cost of the Henley Lake Consent. It was advised that it was largely due to the cost of the technical reports required by Greater Wellington Regional Council to support Council’s application. The new consent was more than a renewal of the current consent.

Moved by Councillor G Caffell That the Report of the Infrastructural Services Committee meeting held 15 November 2017 (237/17) including the following resolutions be confirmed:

COMMUNITY FACILITIES AND ACTIVITES INFRASTRUCTURE UPDATE (223/17)

That the Infrastructural Services Committee receives the update on progress from Community Facilities and Activities in report 223/17.

INFRASTRUCTURE UPDATE (230/17)

That the Infrastructural Services Committee notes the information contained in report 230/17.

HENLEY LAKE CONSENT UPDATE (229/17) 105 That the Infrastructural Services Committee receives the update on the Henley Lake Resource Consent. Seconded by Councillor B Goodwin and CARRIED

REPORT OF THE STRATEGIC POLICY AND PLANNING COMMITTEE MEETING HELD 22 NOVEMBER 2017 (249/17)

The Chair introduced the report, noting that the following items had been discussed at the meeting held 22 November 2017

 Policy and Strategic/Corporate Planning Update  Building and Planning Update  Environmental Services Update.

An update was requested on the Rotary Bike Park. It was advised that a report would come to the Community Wellbeing Committee in 2018.

Moved by Councillor J Hooker That the Strategic Planning and Policy Committee Meeting Report (249/17) including the following resolutions be confirmed:

POLICY AND STRATEGIC/CORPORATE PLANNING UPDATE (238/17) That the Strategic Planning and Policy Committee notes the contents of Report 238/17.

PLANNING AND BUILDING WORK PROGRAMME UPDATE (239/17) That the Strategic Planning and Policy Committee notes the contents of Report 239/17.

ENVIRONMENTAL SERVICES UPDATE (240/17) That the Strategic Planning and Policy Committee notes the contents of Report 240/17. Seconded by Councillor F Mailman and CARRIED

REPORT OF THE AUDIT AND RISK COMMITTEE MEETING HELD 22 NOVEMBER 2017 (248/17)

The Mayor took the report of the Audit and Risk Committee as read.

The definition of ethical investment in the Treasury Management Policy was discussed and it was noted that further work still needed to be done on defining what that meant in practice.

Moved by Mayor L Patterson That the Audit and Risk Committee Meeting Report (248/17) including the following resolutions be confirmed:

TREASURY MANAGEMENT POLICY That the Audit and Risk Committee (i) receives the information in Report 241/17 and 106 (ii) recommends that Council adopt the Treasury Management Policy, amended to include a consideration of ethical investment.

FIRST QUARTER REPORTS That Council receives the quarterly reports and financial statements as at 30 September 2017 from Destination Wairarapa and Aratoi Regional Trust.

PROGRESS REPORT: MONITORING OF POLICIES That the Audit and Risk Committee receives the Progress Report: Monitoring of Policies.

FIRST QUARTER NON-FINANCIAL REPORT That the Audit and Risk Committee receives the Quarter 1 non-financial performance report for the 2017/18 financial year.

FIRST QUARTER COMMENTARY AND FINANCIAL STATEMENTS That Audit & Risk Committee receives the 3 months to date financial report and commentary, including Operating and Capital Expenditure Statements.

NZ LOCAL GOVERNMENT FUNDING AGENCY UPDATE (246/17) That the Committee receives the information in Report 246/17.

Seconded by Councillor B Johnson and CARRIED

REPORT OF THE CIVIC AND YOUTH AWARDS COMMITTEE MEETING HELD 27 NOVEMBER 2017 (250/17)

Moved by Councillor B Johnson That the Civic and Youth Awards Committee Meeting Report (250/17) be confirmed Seconded by Councillor G Caffell and CARRIED

FOR DECISION

WASTE MINIMISATION SURVEY RECOMMENDATIONS (265/17)

The report seeking Council’s approval of the Waste Minimisation recommendations for inclusion in the Long-Term Plan consultation was taken as read. As indicated by the Zero Waste Coordinator, Jo Dean, the Waste Minimisation survey results showed support for the options proposed.

Moved by Councillor B Johnson That Council: 1. Receives the report. 2. Agrees that the proposed waste stream recommendations be supported in principle 3. Agrees to include in the Long-Term Plan 2018-28 documents for consultation: a. To further investigate costs of kerbside food waste collections, including 107 how the ratepayers would utilise the service. b. To consider kerbside recycling with 240 litre wheelie bins for co-mingled recycling and utilise the crates for i.e. glass on alternate weeks. c. To consider an e-waste service at transfer station or an advertised collection service scheduled throughout the year. d. To consider a recycling/recovery centre at a transfer station where the general public can dispose their useable goods for resale, to divert from landfill. Seconded by Councillor G McClymont and CARRIED

Councillor Goodwin expressed concern that the report had been a late item with limited opportunity for elected members to read it.

CYCLING STRATEGY (254/17)

The Manager Assets and Operations presented the report seeking Council adoption of the Cycling Strategy. The document had been out for consultation and the submissions received had been positive.

The inclusion of the reference to bikes on trains was an acknowledgement that it was an integrated strategy connecting networks through town.

Moved by Councillor J Hooker That Council adopts the Masterton District Council Cycling Strategy 2017. Seconded by Councillor B Johnson and CARRIED

CYCLE LANES DIXON STREET (255/17)

The Manager Assets and Operations presented the report seeking Council support for extending the cycle lanes along Dixon St and for releasing the proposal for public consultation.

Some members were reluctant to support the proposal but were happy for it to go out for consultation and an amendment was put to that effect.

Moved by Councillor B Goodwin That Council supports the release of the proposal extending the cycle lanes along Dixon Street between Workshop Road and Crayne St for public consultation. Seconded Councillor G Caffell and LOST

It was noted that the cycle lanes were part of the Cycling Strategy Council had just adopted and that Council needed to make some difficult decisions and show leadership to help change behaviour. It was also noted that government policy supported cycling.

Moved by Councillor C Peterson That Council supports extending the cycle lanes along Dixon Street between Worksop Road and Crayne Street and authorises the release of the proposal for public consultation. Seconded by Councillor J Hooker and CARRIED 108 PROPOSED MEMORANDUM OF UNDERSTANDING PUKAHA TO PALLISER (257/17)

The Mayor introduced the report seeking Council agreement to signing the proposed Memorandum of Understanding (MOU) with Iwi, the Department of Conservation (DOC) and the other Wairarapa Councils to coordinate collaborative conservation projects across the Wairarapa.

The group weren’t asking for any financial contribution at this stage, although there may be calls for funding in the future. DOC are carrying the administrative costs. .

The MOU hadn’t been signed by all the other parties yet so an amendment to the recommendations was proposed to authorise the Mayor to make any minor changes required.

Moved by Councillor C Peterson That Council: 1. Receives the report; and 2. Agrees to sign the Puhaka to Palliser Memorandum of Understanding (MoU) to work collaboratively on conservation projects 3. Authorises Mayor Lyn Patterson to make any minor changes required. Seconded by Councillor D Davidson and CARRIED

DOG POLICY (260/17)

The report seeking Council adoption of the draft Dog Policy was taken as read. It was noted that feedback received from elected members had been incorporated into the report.

Requests were made to make the area at Riversdale where the dotterels live an on-leash area and to include the Lansdowne Recreation Trails as an off-leash area. It was advised that the bylaw would need to be changed to align with the policy and to allow its enforcement. Those matters would be included in the consultation.

The proposed consultation itself was discussed and it was decided to trial different methods from the traditional submission and hearing process.

Moved by Councillor B Goodwin That Council: 1. adopts the draft Dog Policy, amended to include an on-leash area at Riversdale where the dotterels live and an off-leash area along the Lansdowne Recreational Trails, as the statement of proposal for consultation, using the Special Consultative Procedure as specified in Section 83 of the Local Government Act 2002; 2. resolves that Animal Services funding be amended to 85% fees and 15% rates; 3. adopts the draft Control of Dogs Bylaw amended to include an on-leash area at Riversdale where the dotterels live and an off-leash area along the Lansdowne Recreational Trails, and for part 7.7.1.b to be a stand-alone section, as the statement of proposal for consultation, using the Special Consultative Procedure as specified in Section 83 of the Local Government Act 2002; 109 4. resolves that the format of the final opportunity for the community to present their views on the draft Dog Policy and the Control of Dogs Bylaw be by an informal hearing. Seconded by Councillor F Mailman and CARRIED

ROAD AND STREET NAMING POLICY (259/17)

The report seeking Council adoption of the Road and Street Naming Policy was taken as read.

Whether appropriate names for particular areas could be identified in advance, with iwi input, was discussed. Although they might not always be used it could be useful to have a list of names in reserve.

The procedure for correcting mis-spelt names was discussed. Staff would clarify what the procedure was.

Moved by Councillor F Mailman That Council adopts the Road and Street Naming Policy Seconded by Councillor B Goodwin and CARRIED

NRB COMMUNITRAK SURVEY FOR 2018 (251/17)

The report seeking Council approval for the NRB Communitrak Survey for 2018 was taken as read.

A request was made to include some questions about Council’s spending on infrastructure, water in particular, and to seek ratepayer feedback on whether they want Council to spend more money in that area.

It was noted that that type of question was more appropriately asked in the Long-Term Plan consultation where the detail behind the infrastructure spend would be provided. The NRB survey was about measuring satisfaction and a phone survey wouldn’t provide enough detail for ratepayers to respond in an informed way. It was also advised that the NRB survey feedback wouldn’t be complete until April which would be after the draft LTP has gone out for consultation. Staff would contact NRB for advice on how those questions might be asked and whether other councils had included similar questions.

It was also decided local issue questions were needed about the Town Hall and to gauge support for a biodiversity project.

Moved by Councillor B Goodwin That Council 1. Approves option three (the long version of the survey) and the timeline outlined for the 2018 NRB Communitrak Survey, with additional local issue questions relating to infrastructure spend, the town hall, and a biodiversity project. 2. Agrees to replicate the survey online after the telephone survey is completed. Seconded by Councillor J Dalziell and CARRIED 110 FOR INFORMATION

CHIEF EXECUTIVE’S REPORT (264/17)

The Chief Executive’s Report, providing an update on the key projects and areas of focus for the Chief Executive and the Senior Management Team was presented.

The Town Hall was discussed and although concern was expressed that there had been reference made to an approach for hotel development on the site, it was noted that Council needed to have an open mind on what could happen on the site and it would be irresponsible for Council not to listen to all options put forward. No decision would be made on the future of the site without full public consultation.

Moved by Councillor B Goodwin That Council notes the information contained in Report 246/17. Seconded by Councillor J Dalziell and CARRIED

With the leave of the meeting the public excluded item on the Chief Executive Contract Legal Requirements was taken before the Mayor’s Report.

MATTERS TO BE CONSIDERED WITH THE PUBLIC EXCLUDED AT THE MEETING OF MASTERTON DISTRICT COUNCIL HELD AT REAP HOUSE, 340 QUEEN ST, MASTERTON ON WEDNESDAY 13 DECEMBER 2017 AT 5.49PM

MOVED BY: Mayor L Patterson That the public be excluded from the following parts of the proceedings of the meeting of the Masterton District Council:- General Business  Chief Executive Contract Legal Requirements

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:-

General subject of Reason for passing Ground(s) under each matter to be this resolution in section 48(1) for considered relation to each the passing of this matter resolution ______

Chief Executive Contract Legal 7(2)(a) To protect the privacy of s48(1)(a) Requirements natural persons, including that of That the public conduct of this deceased natural persons item would be likely to result in the disclosure of information for which good reason for withholding would exist under Section 7.

SECONDED BY: Councillor G McClymont and CARRIED

The meeting moved into public excluded at 5.49pm

The meeting moved out of public excluded at 6.11pm

Councillors Goodwin, Johnson and Mailman left the meeting at 6.11pm 111

MAYORS REPORT (263/17)

The Mayor presented her report providing an update on meetings attended.

The Manager Assets and Operations advised that Council would be making an online submission on the Wellington City Council Let’s Get Wellington Moving proposal. The submission would be supporting option D which was focused on maintaining public transport across Wellington and making sure the traffic across town, to the hospital and airport, is efficient. The submission will be circulated to elected members.

The Natural Hazards Working Group was discussed and it was decided that it would be useful for Council to be represented on that group.

Moved by Mayor L Patterson That Council receives the information in Report 263/17. Seconded by Councillor G Caffell and CARRIED

Elected members acknowledged the leadership of the Mayor and the Chief Executive during the past year.

REPORT BACK ON GREATER WELLINGTON REGIONAL COUNCIL WAIRARAPA COMMITTEE MEETING (252/17)

Councillor Dalziell presented his report on the previous GWRC Wairarapa Committee meeting.

Moved by Councillor J Dalziell That Council receives the report on the Wairarapa Committee meeting held on 9 November 2017. Seconded by Councillor D Davidson and CARRIED

REPORT BACK ON NATIONAL BIODIVERSITY CONFERENCE AND WASTE FORUM (262/17)

Councillor Peterson’s report back on the National Biodiversity Conference and Waste Forum was taken as read.

Moved by Councillor C Peterson That Council receives the information in report 262/17. Seconded by Councillor G McClymont and CARRIED

RUAMAHANGA WHAITUA UPDATE

The Ruamāhanga Whaitua Committee update was provided in public forum. 112

MATTERS TO BE CONSIDERED WITH THE PUBLIC EXCLUDED AT THE MEETING OF MASTERTON DISTRICT COUNCIL HELD AT REAP HOUSE, 340 QUEEN ST, MASTERTON ON WEDNESDAY 13 DECEMBER 2017 AT 6.25PM

MOVED BY: Councillor G Caffell That the public be excluded from the following parts of the proceedings of the meeting of the Masterton District Council:- Confirmation of Minutes  Minutes of the Ordinary Council meeting held with the public excluded 25 October 2017  Report of the Infrastructural Services Committee meeting held with the public excluded 15 November 2017  Report of the Audit and Risk Committee meeting held with the public excluded on 22 November 2017  Report of the Civic and Youth Awards Committee held with the public excluded on 27 November 2017.

General Business  Hood Aerodrome Terminal Precinct and Manaia Road Development

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Officia Information and Meetings Act 1987 for the passing of this resolution are as follows:-

General subject of Reason for passing Ground(s) under each matter to be this resolution in section 48(1) for considered relation to each the passing of this matter resolution ______Confirmation of Minutes Refer to page 109 Refer to page 109

Confirmation of Report of Infrastructural Services Committee Meeting Refer to page 304 Refer to page 304

Confirmation of Report of Audit and Risk Committee Meeting Refer to page 404 Refer to page 404

Confirmation of Report of Civic and Youth Awards Committee Meeting Refer to page 601 Refer to page 601

Hood Aerodrome Manaia Rd 7(2)(a) To protect the privacy of s48(1)(a) Development natural persons, including that of That the public conduct of this deceased natural persons. item would be likely to result in the disclosure of information 7(2)(i) for which good reason for The withholding of the information withholding would exist under is necessary to enable the local Section 7. authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

SECONDED BY: Councillor G McClymont and CARRIED 113

The meeting went into the public excluded session at 6.25pm

The meeting moved out of the public excluded session at 6.52

The meeting closed at 6.52pm

Confirmed at the Ordinary Meeting of the Council held on Wednesday 28 February 2018

…………………………………………………… 401

008/18 REPORT OF THE AUDIT & RISK COMMITTEE MEETING HELD AT THE WAIRARAPA COMMUNITY CENTRE, 41 PERRY ST, MASTERTON ON WEDNESDAY 7 FEBRUARY 2018 AT 2.00PM

PRESENT

Philip Jones (Chair), Mayor L Patterson, Councillors D Davidson, J Dalziell, B Goodwin, G McClymont and C Peterson.

IN ATTENDANCE

Chief Executive, Manager Finance, Manager Assets and Operations, Manager Community Facilities and Activities, Manager Strategic Planning, one media representative, Governance Advisor.

Also in attendance for agenda item 6: Susanna Shadbolt - Director Aratoi, David Moriarty - Deputy Chair Aratoi, Gretchen Saulbrey – Manager Connecting Communities Wairarapa and Peter McNeur – Board Chair, Connecting Communities Wairarapa, David Hancock - General Manager Destination Wairarapa and Robin Dunlop - Chair Destination Wairarapa and Dayle Clarkson – Regional Development Manager Sport Wellington Wairarapa, Michael Woodside - General Manager Sport Wellington and Cameron Hayton - Community Sport Advisor Sport Wellington Wairarapa.

CONFLICT OF INTEREST

No conflicts of interest were declared.

LATE ITEMS

There were no late items.

APOLOGIES

There were no apologies.

MINUTES OF PREVIOUS MEETING TO BE RECEIVED (248/17)

The Manager Finance would follow up on the ASB Ethical Investment Policy and also on what other councils were doing in that area.

Moved by Mayor Lyn Patterson that the notes of the Audit and Risk Committee meeting held 22 November 2017 be received. Seconded by Councillor D Davidson and CARRIED.

SECOND QUARTER AND SIX MONTHLY REPORTS (003/18)

The Second Quarter and Six Monthly reports were taken as read. The service providers were in attendance to present their reports. 402

Aratoi Susanna Shadbolt and David Moriarty presented Aratoi’s second quarter report. A request was made for the financial notes from the Annual Report. It was advised that the notes were on the website and that the link to the page would be sent out. The actively engaged visitor numbers were discussed. Visitors who participated in the foyer area were counted as the foyer provided a service with other displays and functions. People who used the foyer as a thoroughfare weren’t counted. At the moment a volunteer counted visitors however an electronic people counting system, similar to that used by the library, was being looked at. Whether Aratoi should be charging was discussed. Unless there was a particular exhibition that had additional costs associated with it, there was no charge as experience had shown that charging decreased visitor numbers and alienated people. Koha did bring in some revenue. Sport Wellington Wairarapa Dayle Clarkson, Michael Woodside and Cameron Hayton presented the six month report from Sport Wellington Wairarapa, highlighting the KPIs and what had been achieved. The new partnership agreement with the Council was discussed and it was noted that it was a change from the previous agreement with the new one focusing on outcomes rather than outputs. Connecting Communities Wairarapa Gretchen Saulbrey and Peter McNeur from Connecting Communities Wairarapa presented their six month report. The timing of the receipt of funding was discussed as the budget showed one amount that had been budgeted in the wrong funding round. It was advised that that didn’t have any impact on the programme as they were still applying for the same amount of money but would receive if in a different financial year. Destination Wairarapa. Robin Dunlop and David Hancock presented Destination Wairarapa’s second quarter report. Tourist numbers were up but it was noted that there had been a cut in Trust House funding. Instead of cutting staff, other costs had been cut and ways to increase revenue had been explored, for example the team had recently been paid to do marketing for an event. Destination Wairarapa were congratulated on the way the statistics told a story in the comparisons they made. In response to a question about whether people were surveyed to find out why they come to the Wairarapa it was advised that the website provided information on what people searched for, the most popular thing was Castlepoint and the second Cape Palliser. Walks were also popular along with family activities. Events also brought people to town. There was a need to seek national level event sponsorship to keep events here. A request was made for Destination Wairarapa to include in their LTP submission what could be done collectively as a region to actively seek big event sponsorship. Whether the Montfort Trimble Trust should report to the Audit and Risk Committee was discussed. It was advised that they were a separate statutory entity and don’t receive any funding from Council through a memorandum of understanding in the same way the other 403 service providers did. It needed to be clarified whether there was any risk for Council if that Trust failed. Moved by Mayor L Patterson That Council receives the quarterly and six monthly reports and financial statements as at 31 December from Destination Wairarapa, Aratoi Regional Trust, Connecting Communities Wairarapa and Sport Wellington Wairarapa. Seconded by Philip Jones and CARRIED

SECOND QUARTER COMMENTARY AND FINANCIAL STATEMENTS (001/18)

The Manager Finance presented Second Quarter Financial Statements and commentary for the six months to 31 December 2017, noting that the Statement of Revenue and Expenditure showed a YTD deficit that was $830,000 better than the planned deficit. This was due to financial contributions and building consent revenue running ahead of plan without costs increasing.

The need to develop a financial contributions policy was discussed as the RMA provisions relating to contributions would be removed from the Act. The current regime would continue for this Long Term Plan but would need to change for the 2021 LTP. Council needs to balance the level of contributions required to fund the infrastructure required (both immediate and long term) by development but not to a point where development is discouraged. The risk in not getting enough revenue from contributions to fund development was something that needed to be noted on the risk register – what that risk is and what Council is doing about it. Moved by Mayor L Patterson That Audit & Risk Committee receives the 6 months to date financial report and commentary, including Operating and Capital Expenditure Statements. Seconded by Philip Jones and CARRIED

SECOND QUARTER NON-FINANCIAL REPORT (002/18)

The report providing council of performance against non-financial measures for the year to date was taken as read.

Moved by Councillor D Davidson That the Audit and Risk Committee receives the Quarter 2 non-financial performance report for the 2017/18 financial year. Seconded by Philip Jones and CARRIED

MATTERS TO BE TAKEN WITH THE PUBLIC EXCLUDED

Moved by Councillor B Goodwin – That the public be excluded from the following parts of the proceedings of the meeting of the Masterton District Council:-

 Minutes of the previous meeting held 22 November 2017 404

The general subject of the matters to be considered while the public is excluded, the reason for passing this resolution in relation to the matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution is as follows:-

General subject of Reason for passing Ground(s) under each matter to be this resolution in section 48(1) for considered relation to each the passing of this matter resolution ______Minutes of Previous Meeting See page 405-406 s48(1)(d) That the exclusion held 22 November 2017 of the public from the whole or the relevant part of the proceedings of the meeting is necessary to enable the local authority to deliberate in private on its decision or recommendation in any proceeding to which this paragraph applies

Seconded by Councillor J Dalziell and CARRIED.

The public was excluded at 3.36pm

The meeting returned to open session at 3.37pm

The meeting concluded at 3.37pm 301

014/18 REPORT OF THE INFRASTRUCTURAL SERVICES COMMITTEE MEETING HELD REAP HOUSE, MASTERTON ON WEDNESDAY 14 FEBRUARY 2018 AT 1.00PM

PRESENT

Councillor Gary Caffell (Chair), Mayor Lyn Patterson, Councillors J Dalziell, B Goodwin, Jonathan Hooker, G McClymont, S O’Donoghue and Ra Smith.

IN ATTENDANCE

Manager Assets and Operations, Manager Finance, Manager Community Facilities and Activities, Manager Strategic Planning, Hood Aerodrome Manager, Senior Advisor Wastewater Strategy and Compliance, one media representative, one member of the public and Governance Advisor.

CONFLICTS OF INTEREST

No conflicts were declared.

APOLOGIES

There were no apologies.

LATE ITEMS FOR INCLUSION UNDER SECTION 46A(7) OF THE LOCAL GOVERNMENT OFFICIAL INFORMATION AND MEETINGS ACT 1987

There were no late items.

FOR RECOMMENDATION

SOLWAY DUMP STATION (012/18)

The Manager Assets and Operations presented the report seeking a Council decision on a proposed campervan dump station at Solway Showgrounds. The dump station at Mawley Park wasn’t accessible to larger vehicles.

It was advised that there was no urgency so the project could go into year one of the LTP.

Moved by Mayor L Patterson That the Infrastructural Services Committee recommends that Council approves the construction of a new campervan dump station at the Solway Showgrounds. Seconded by Councillor J Dalziell and CARRIED

FOR INFORMATION

COMMUNITY FACILITIES & ACTIVITIES INFRASTRUCTURE UPDATE (007/18)

The report providing the Committee with an update on key Community Facilities and Activities infrastructure projects was taken as read.

In relation to Canadian Geese, it was advised that a submission had been made to Greater Wellington Regional Council that geese needed to be added to their Pest Management Plan. 302

(Ra Smith left the meeting at 1.20pm)

In response to a question in relation to the Sports Bowl and how much the repairs to the track had cost, staff would provide that information.

[Note to minutes: Repairs to the track were done under warranty at no cost to Council]

The flower beds on the northern approach to town were discussed and the question of whether they should be modernised was raised. When the beds were last reviewed Council wanted to keep the beds as they were, however that was some time ago. Staff advised that they received a lot of positive feedback about the gardens.

The water take consent for Henley Lake was discussed with concern raised at the high cost of the consent. Staff advised that part of Council’s submission on the proposed Natural Resources Plan was on the affordability of consents.

Moved by Councillor Dalziell That the Infrastructural Services Committee receives the update on progress from Community Facilities and Activities in report 007/18. Seconded by Councillor Goodwin and CARRIED

INFRASTRUCTURE UPDATE (010/18)

The Manager Assets and Operations presented the report providing an update on key infrastructure projects and areas of focus.

In relation to the LED streetlight upgrade the impact of LED lights on insects was raised. It was advised that the lights Council would be using were less attractive to insects.

The QMCI was discussed and it was noted that it was an important measure but was difficult to determine exactly what impacted on it. Council’s discharge to the river may not be the only factor affecting the measure.

Moved by Mayor Lyn Patterson That the Infrastructural Services Committee notes the information contained in report 010/18. Seconded by Councillor S O’Donoghue and CARRIED

NZTA SAFETY IMPROVEMENTS BETWEEN NORTHERN ROUNDABOUT/TE ORE ORE ROAD AND PEDESTRIAN CROSSING IMPROVEMENTS AT KURIPUNI (011/18) The Manager Assets and Operations presented the report providing an update on the NZTA Safety Improvements proposed by the northern roundabout and at Kuripuni. Concern was expressed that the Kuripuni improvements were just a refuge rather than a pedestrian crossing but staff advised that the proposal was in line with the NZTA guidelines for that particular location. Moved by Councillor B Goodwin That Council receives information on the proposed safety improvements to: 303  the northbound section of SH2 between the roundabout and Te Ore Ore Road by reallocating the roading space to improve the safety of pedestrians and cyclists in line with MDC safety objectives.  State Highway 2 at Kuripuni (209 Chapel Street) through the installation of a new pedestrian crossing refuge and kerb build outs. Seconded by Councillor G Caffell and CARRIED The meeting closed at 2.12pm 501 013/18 REPORT OF THE STRATEGIC PLANNING AND POLICY COMMITTEE MEETING HELD AT REAP HOUSE, 340 QUEEN ST MASTERTON ON WEDNESDAY 14 FEBRUARY AT 3.00PM

PRESENT

Councillor Jonathan Hooker (Chair), Mayor Lyn Patterson, Councillors B Goodwin, B Johnson, F Mailman, S O’Donoghue and C Peterson.

IN ATTENDANCE

Manager Strategic Planning, Manager Community Facilities and Activities, Manager Assets and Operations, Manager Finance, Environmental Services Manager, one media representative, one member of the public and Governance Advisor.

CONFLICTS OF INTEREST

No conflicts were declared.

APOLOGIES

There were no apologies

LATE ITEMS FOR INCLUSION UNDER SECTION 46A(7) OF THE LOCAL GOVERNMENT OFFICIAL INFORMATION AND MEETINGS ACT 1987

There were no late items

FOR RECOMMENDATION

FOOD ACT 2014 FAST TRACK PROGRAMME

The Manager Strategic Planning presented the report providing an update on the Food Act 2014 and the opportunity for Council to participate in the MPI Fast Track Programme and seeking a recommendation whether to join the programme or defer the decision until the outcome of the MPI review of the Act is known.

It was advised that four food premises out of the 30 National Programme premises needing verification by the end of February 2019 had been privately verified.

If Council decided to proceed there would be some additional resource needed. Council’s current policy is to recover 50% of the cost via fees. Council could potentially provide that service to the other Wairarapa Councils.

Moved Councillor B Johnson That The Strategic Planning and Policy Committee recommend that Council defer the decision to join Fast Track and invest in systems required to register for National Programme food verification activities until the outcome of the MPI review of the Food Act 2014 is known, noting that this means Council will not be able to provide verification services for food premises registered on the National Programme for the immediate future. Seconded by Councillor S O’Donoghue and LOST 502

Moved by Councillor B Goodwin That the Strategic Planning and Policy Committee recommend Council agree to join Fast Track now and invest in systems required for Council to register for National Programme food verification activities. Seconded by Councillor F Mailman and CARRIED

FOR INFORMATION

ENVIRONMENTAL SERVICES UPDATE (004/18)

The report providing an update on the Environmental Services work programme was taken as read.

Members were reminded about the community meeting on the draft Dog Policy being held on 22 February at 6.30 at the Masterton Club.

Moved by Councillor F Mailman That the Strategic Planning and Policy Committee notes the contents of Report 004/18. Seconded Mayor L Patterson and CARRIED

POLICY AND STRATEGIC/CORPORATE PLANNING UPDATE (005/18)

The report providing the Committee with an update on the Policy team’s work programme was taken as read.

Concern was expressed about the range of questions in the LTP pre-engagement stating it was meaningless to ask questions of the community without the budgets associated. Staff advised that pre engagement was about testing which way the community wanted to go on any particular matter prior to the final draft being put out for consultation and it also allowed the community to raise any other matters they wanted included.

Moved by Mayor L Patterson That the Strategic Planning and Policy Committee notes the contents of Report 005/18. Seconded by Councillor B Goodwin and CARRIED

PLANNING AND BUILDING UPDATE (006/18)

The Manager Strategic Planning presented the report providing an update on the Building and Planning work programme.

The pool inspections were discussed as many people had purchased temporary pools which had not been fenced and were required to empty them as under the Act they were required to be fenced. Retailers had a responsibility to inform purchasers but it was something that Council needed to communicate to the community too.

Moved Councillor B Goodwin That the Strategic Planning and Policy Committee notes the contents of Report 006/18. Seconded Councillor B Johnson and CARRIED

The meeting closed at 3.36 pm 201 027/18 REPORT OF THE COMMUNITY WELLBEING COMMITTEE MEETING HELD IN THE ASB CONFERENCE ROOM KING STREET MASTERTON ON WEDNESDAY 21 FEBRUARY 2018 AT 2.00 PM

PRESENT

Mayor Lyn Patterson (Chair), Councillors Gary Caffell, Deb Davidson, Brent Goodwin, Jonathan Hooker, Bex Johnson, Frazer Mailman, Chris Peterson and Ra Smith.

IN ATTENDANCE

Chief Executive, Manager Community Facilities and Activities, Manager Strategic Planning, Special Projects Lead – Education and Community Development, Manager Connecting Communities Wairarapa, Youth Coordinator Connecting Communities Wairarapa, one media representative and Governance Advisor.

CONFLICTS OF INTEREST

In relation to the item on the Rural Trails Implementation Plan Councillor Peterson declared an interest as a member of the Wairarapa Trails Trust

APOLOGIES

There were no apologies

PUBLIC FORUM

There was no public forum.

LATE ITEMS FOR INCLUSION UNDER SECTION 46A(7) OF THE LOCAL GOVERNMENT OFFICIAL INFORMATION AND MEETINGS ACT 1987

There were no late items.

FOR RECOMMENDATION

MEMORANDUM OF UNDERSTANDING - SPORT WELLINGTON WAIRARAPA (016/18)

The report seeking Committee endorsement of the proposed Partner Plan between Masterton District Council and Sport Wairarapa was taken as read.

Sport Wellington Wairarapa would be invited to brief Council to provide an update on the breadth of work they were doing in the Wairarapa.

Three corrections to the report were noted:  Page 225 our contribution to the Living Well Strategy should be to 30 June 2018, rather than 2020.  Page 226 the Chief Executive Masterton District Council would be signing the agreement, rather than the Manager Community Facilities and Activities  Page 212 the new Partnership Plan was more outcome focused, rather than output focused. 202

Moved by Councillor G Caffell That the Community Wellbeing Committee recommends that Council approve the Partner Plan between Masterton District Council and Sport Wellington and adopt these as new Key Performance Indicators. Seconded by Councillor D Davidson and CARRIED

LANSDOWNE RECREATION PARK (017/18)

The report providing an update on the proposed Lansdowne Recreation Park and seeking a decision on the project commencing was taken as read.

The length of the proposed lease was questioned. Staff advised that they would discuss the lease term with the group undertaking the project to ascertain what the optimal lease length would be for them, as a shorter term might be acceptable. An amendment to the recommendation to reflect that was proposed.

Moved by Councillor B Johnson That the Community Wellbeing Committee recommends that Council approve The Lansdowne Recreation Park Community Group to proceed with development of the park proposed for Gordon St, subject to suitable lease arrangements. Seconded by Councillor C Peterson and CARRIED

TARANAKI ST RESERVE (018/18)

The report seeking Committee approval of entering into a memorandum of understanding with Masterton Primary School over the use of the Taranaki St Reserve was taken as read.

Staff advised that the reserve status would be retained so the public would still have access to the reserve. Staff also advised that the estimated cost to bring the ground up to the standard required was $10,000 but that the Ministry of Education had agreed to contribute.

Moved by Councillor F Mailman That the Community Wellbeing Committee recommends that Council approves the formation of a five year Memorandum of Understanding with Masterton Primary school for the use of Taranaki Street reserve for school sport and recreation activities. Seconded by Councillor D Davidson and CARRIED

RURAL TRAILS IMPLEMENTATION PLAN (025/18)

The report seeking Committee approval of the proposed Stage 1 extension of the existing trails network in the Masterton District was taken as read.

Some members expressed concern at the proposal to spend the amount proposed on a bridge. There was a need for the different options to be discussed further with stakeholders and the community and an amendment to the recommendations to reflect that was proposed.

Moved by Councillor G Caffell That the Committee receives the information in report 025/18 and requests officers to work with the relevant cycling trusts and the community to explore options. 203 Seconded by Ra Smith and CARRIED

FOR INFORMATION

LIBRARY AND ARCHIVE UPDATE (019/18)

The report providing the Committee with an update on progress of the Masterton District Library and Wairarapa Archive was taken as read.

The fantastic work done by the library was acknowledged . Moved by Councillor B Johnson That the Community Wellbeing Committee receives the update on progress of the Masterton District Library and Wairarapa Archive in Report 019/18. Seconded by Ra Smith and CARRIED.

SPECIAL PROJECTS – EDUCATION AND COMMUNITY DEVELOPMENT UPDATE (015/18)

The Special Projects Lead – Education and Community Development report providing an update on the work programme being undertaken was taken as read.

The properties in Cameron Crescent that provided access to the netball courts were discussed. There had been discussions with the East Side community in the past to look at utilising that space. Staff advised that final year design students from Massey University were coming to do an urban design project in the Eastside and that land could be added to that project.

Moved by Councillor D Davidson That the Community Wellbeing Committee receives the update on the Special Projects Lead – Education and Community Development work programme in Report 015/18. Seconded by Councillor C Peterson and CARRIED

ENVIRONMENTAL AND SUSTAINABILITY WORK PROGRAMME UPDATE (021/18)

The report providing an update on the Environmental and Sustainability Work Programme was taken as read.

It was advised that the Wellington Region Climate Change Working Group Terms of Reference would be coming to the 28 March Council meeting, rather than the 28 February meeting as stated in the report.

Air quality was discussed and it was acknowledged that it was a serious issue Council needed to address as, as well as impacting on residents’ health, it would affect people wanting to come and live in Masterton. Staff advised that Council were doing a lot already in the way of community education and were working with Greater Wellington Regional Council on the issue. 204 Sugary drinks were discussed and the question was asked whether Council had a policy against sugary drinks in our facilities. Staff advised that Council doesn’t and that Council hadn’t had that discussion. Staff would investigate the issue and see what other councils were doing and report back.

In response to a question about the timeframe for the CEMARS project, staff advised that it was close to completion.

Moved by Councillor G Caffell That the Community Wellbeing Committee notes the contents of report 021/18. Seconded by Councillor F Mailman and CARRIED.

COMMUNITY DEVELOPMENT UPDATE (020/18)

The report providing an update on the progress of community development work was taken as read. The Connecting Communities Wairarapa (CCW) report (Appendix 1 to the report) was tabled.

The timing of Waifest and the Black Seeds Concert in the same week was discussed as it was felt that it wasn’t the best use of Council funding to have two large events so close together. The final cost of Waifest was requested. Staff advised that timing was brought up at the time the concert funding was approved but it was considered that the two events weren’t in competition. In addition, the timing had meant that the cost of the stage could be shared between the two events.

The work done on the Protecting Our Spaces initiative was commended as it appeared to have reduced the amount of vandalism and tagging.

The Manager Connecting Communities Wairarapa spoke to her report. The school holiday programme was discussed. The approach had been to send out flyers to all schools and provide phone numbers so people didn’t have to have access to the internet to enrol. It was highlighted that the money Council contributed to the programme was targeted to ensure vulnerable children could participate. CCW advised that they were looking at how that might be given effect to more efficiently.

It was also noted that the position of Neighbourhood Support Coordinator had been vacant for three months and CCW advised that it would be advertised this week.

The work Sandy Ryan and Doug Bracewell had done on the school holiday programme was acknowledged.

The CCW Youth Coordinator was acknowledged for the work she had done on the Civic and Youth Awards.

Moved by Councillor B Johnson That the Community Wellbeing Committee receives the update on progress of community development work in Report 020/18 and the report from Connecting Communities Wairarapa. Seconded by Councillor F Mailman and CARRIED. 205 PLAYGROUND AUDIT (023/18) The report providing information on the recent playground audit was taken as read. It was noted that there was funding included in the LTP for playgrounds. Staff also advised that they will be looking at environmentally friendly options for the rubber matting proposed when undertaking upgrades and alternatives to rubber matting would also be explored. Moved by Mayor L Patterson That the Community Wellbeing Committee receives the information regarding the recent playground audit. Seconded by Councillor C Peterson and CARRIED

CHRISTMAS ON QUEEN (024/18)

The report providing a debrief on the Christmas on Queen event was taken as read. Feedback from the community and business owners had been taken on board.

Moved by Councillor G Caffell That the Community Wellbeing Committee receives the debrief report for the Christmas on Queen event. Seconded by Mayor L Patterson and CARRIED

The meeting closed at 3.25 pm 711

031/18 To: Your Worship and Members

From: Pim Borren, Chief Executive

Date: 28 February 2018

Subject: Angel Grace Statue

FOR DECISION

Recommendation: That Council accepts the gift of the Angel Grace statue and agrees that the statue is placed in Robinson Park.

Purpose To seek a decision from Council on the donation of the Angel Grace statue and its placement in a Council park. Background The creator of the Angel Grace statue, Elaine Hurndell came to Council during the 2016 Annual Plan process seeking a financial contribution from Council towards the Angel Grace statue she was creating. Ms Hurndell also requested, once the statue was completed, for it to be situated in the Hosking Garden in Queen Elizabeth Park. Council at that time invited Ms Hurndell to apply for funding as part of the Community Development funding round and advised that Council would need to seek feedback from various groups and the community regarding the proposed location for the statue. The statue is now complete and Ms Hurndell has offered to donate it to Council and has asked that it be situated in Robinson Park. Robinson Park is located between Queen St and Chapel St adjacent to Farriers Bar and Eatery. Prior to Christmas 2017, to gauge community support, Ms Hurndell had the statue placed in Robinson Park. Two celebrations were held on Christmas Eve and New Year’s Eve. The statue has now been removed from the park, but both events were well attended and there has been considerable support expressed by the community through social media for the statue to be reinstated. Given the level of community support for the placement of the statue in Robinson Park, Council now needs to decide whether to accept the donation of the statue and, if it does, to decide where it should be located. If Council accepts the gift of the statue issues of ongoing maintenance will need to be addressed. Recommendation That Council accepts the gift of the Angel Grace statue and agrees that the statue is placed in Robinson Park. 712 713

026/18 To: Council

From: David Hopman, Manager Assets and Operations

Endorsed by Pim Borren Chief Executive

Date: 28 February 2018

Subject: Cycle Lanes Dixon Street (Worksop Road to Crayne Street) Part 2

FOR DECISION

Recommendation: 1. Council supports the continuation of cycle lanes along Dixon Street between Workshop Road and Crayne Street based on the MDC cycle strategy, the improved safety benefits and a survey of parking utilisation. 2. Council resolves to either adopt an amendment to the consolidated Bylaw 2012, part 13 (Traffic) to prohibit parking along the west side of Dixon Street to permit the establishment cycle lanes.

Purpose

To seek a decision to continue the on‐road cycle lanes from Worksop Road to Crayne Street along Dixon Street in conjunction with planned road surfacing early 2018.

Background Dixon Street has been identified as an established cyclist route within the Cycling Strategy 2017 and as such is a route of high importance within the urban cycleway implementation plan. A preferred option has been proposed to Council which continues the cycle lanes along Dixon Street between Worksop and Crayne Street and establishes safe lane widths for both vehicles and cyclists. However, the preferred option requires on‐street car parking to be prohibited on the west side of Dixon Street; as a result of this a public consultation programme was recommended (specifically with the people and businesses directly impacted on Dixon Street) before any final Council resolution. This report presents an analysis of the public responses to the consultation so that Council can make a complete and informed decision on the proposal. The report should be read in combination with the report “Cycle Lanes Dixon Street (Worksop Road to Crayne Street)” – Council agenda 13th December 2017. This report provides background on the relevant safety and crash history, parking demand and the Council’s cycle strategy.

Consultation

The consultation period started 18th December 2017 and finished on the 6th February 2018. A communications plan was developed which included a leaflet outlining the proposed preferred option and invitation to the public to complete a survey questionnaire online. Radio advertising was used during the entire consultation period directing the public to the Council website whereby information on the proposal was available along with the survey questionnaire. 714

110 business and residents who were directly impacted by the proposal on Dixon Street were individually written to and asked to provide feedback on the proposal.

Analysis of survey questions and written submissions

93 people completed the online survey with 54 providing comments to support their position. Eleven further separate written submissions were received, three of which did not complete the online survey giving a total of 96 induvial submissions. 27 responses were from people directly impacted on Dixon Street.

The following is an analysis of the survey responses:

Q1: Overall, do you support the proposal for cycle lanes next to traffic lanes on Dixon Street?

Approximately 70% (64) of responders do not support cycle lanes continuing along Dixon Street. 50 of those responders cited the reduction in parking as the main reason why they did not support the proposal. The 12 who supported the proposal, but with changes, were also concerned around parking notably around Kuripuni and the local second hand car sales yards. Some also suggested the prohibition of parking should be on the residential side of Dixon Street (East).

715

Q2: How important is it to make these proposed changes from Worksop Road to Kuripuni on Dixon Street to connect with our safer Masterton wide Cycling Network?

Analysis 30% of all submitters thought that this part of network was an important part of our wider cycle network. 70% did not see it as important.

716

Q3: Do think this proposal will make cycling safer on Dixon Street?

Analysis 63% of submitters believe that cycle lanes will not improve safety along this section of Dixon Street. 717

Q4: What is your primary relationship to Dixon Street?

Analysis 27 businesses and residents who work or live on Dixon Street (including four written submissions) provided feedback to the proposal. This is approximately 25% of all the people MDC directly contacted on Dixon Street to provide feedback.

20 of those stated they did not support the proposal, one supported the proposal and six would support the proposal but with changes.

The majority of submitter’s primary relationship to the road was a street they regularly travelled along.

718

Q6: Are you making a submission:

Q7: Which of the following age groups do you belong to?

719

Q8: Gender

720

Recommended changes to proposal

The following points are recommend changes that could be incorporated into the design, however, changes may need further investigation and design.

 There is potential for a pedestrian crossing facility at 116 Dixon Street, South of Moore Wilsons, (refuge island with ramps) to help alleviate safety concerns with pedestrians crossing the road in this vicinity. However, a further parking space would be required.  Parking restrictions (P120) could be imposed on the north side of Crayne Street which may help alleviate short term parking concerns in the Kuripuni area.  Parking spaces would be individually marked next the cycle lane to define parking spaces.

Conclusions

The cycle strategy and implementation plan has identified Dixon Street as a strategic route for on road cycle lanes. Crash history data, traffic volume and parking availability supports the continuation of cycle lanes along Dixon Street in line with the Council’s cycling and pedestrian safety objectives.

However, to accommodate a safe cycle lane width requires significant prohibition of parking along the west side of Dixon Street. The survey and consultation has highlighted that for many of the submitters the prohibition of parking is a major concern directly in front of businesses and residential property.

To continue with the preferred option will require a resolution from Council to amend the Traffic Bylaw (part 13) to prohibit parking along the western side of Dixon Street in order to establish and continue cycle lanes.

Recommendations

1. That the Council supports the continuation of the cycle lanes along Dixon Street from Worksop Road to Crayne Street. 2. Council resolves to either adopt an amendment to the consolidated Bylaw 2012, part 13 (Traffic) to prohibit parking along the west side of Dixon Street to permit the establishment cycle lanes.

721

029/18

To: Her Worship and Members

From: David Hopman, Manager Assets and Operations

Endorsed By: Pim Borren, Chief Executive

Date: 28 February 2018

Subject: Draft Te Kauru Upper Ruamāhanga Floodplain Management Plan

DECISION

Recommendation: That Council support Greater Wellington Regional Council in obtaining public feedback on the draft Te Kauru Upper Ruamāhanga Floodplain Management Plan, Volumes 1 and 2, through consultation.

Purpose The purpose of this report is to seek endorsement from the Council for Greater Wellington Regional Council to obtain feedback on the Plan through public consultation.

Executive Summary Greater Wellington Regional Council has prepared a Draft Te Kauru Upper Ruamāhanga Floodplain Management Plan and this has been workshopped with Councillors on a number of occasions over the past months. The Council is happy in principle with the contents of the Plan noting that the urban reach is not included in the Plan as yet and that once this is included, changes may be required to the Plan. Council also notes that it has concerns regarding:

 The Whaitua, Natural Resources Plan, Ruamāhanga Statutory Board and Treaty settlement impacts on the Draft Plan.

 The uncertainty regarding the ongoing costs of works contained in the Plan.

 Concerns around needing further information about sediment laden rivers requiring different management plans. The Council supports the proposed public consultation process including early engagement with key stakeholders, public consultation through media releases, social media, publications and newsletter mail outs. The Council also supports the landowner meetings and the drop‐in centre proposed to discuss the implications of the plan and Members will attend these meetings as required. 722

032/18 To: Your Worship the Mayor and Councillors

From: Tania Madden, Manager Strategic Planning

Endorsed by: Pim Borren, Chief Executive

Date: 28 February 2018

Subject: Draft My Masterton Our People, Our Land Strategy He Hiringa Tangata, He Hiringa Whenua, and draft Education Strategy Te Hiringa i te Mahara

DECISION Recommendation: That Council: 1. Adopts the draft My Masterton Our People, Our Land Strategy He Hiringa Tangata, He Hiringa Whenua and draft Education Strategy Te Hiringa i te Mahara, as included in the attachments to this report.

Purpose

The purpose of this report is to seek Council’s approval of the draft My Masterton Our People, Our Land Strategy He Hiringa Tangata, He Hiringa Whenua, and the draft Education Strategy Te Hiringa i te Mahara.

Background

My Masterton Our People, Our Land Strategy: He Hiringa Tangata, He Hiringa Whenua

Council has an Infrastructure Strategy that focuses on looking after our infrastructure, and a Financial Strategy that guides budgeting and expenditure to support affordability, but a strategic gap was identified when it came to our people.

He Hiringa Tangata, He Hiringa Whenua has been developed to set out Council’s long-term strategic direction for the Masterton/Whakaoriori district across four key focus areas: Social Development, Cultural Development, Environmental Development, and Economic Development.

He Hiringa Tangata, He Hiringa Whenua is written as a suite of documents. An overview/ introduction strategy document provides the overall framework for the strategy. Each of the four development areas are provided in separate documents that detail where we are now, where we want to be, and how we plan to get there.

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Te Hiringa i te Mahara (Draft Education Strategy)

The purpose of the draft Education Strategy is to identify those areas of education that will have the most significant positive impact on the development of the Masterton community and its people (all its people) and to consider how the MDC might best support these aspects of education.

Education is considered a significant factor in developing all four developmental areas of He Hiringa Tangata, He Hiringa Whenua.

Alignment with draft 2018-28 Long-Term Plan

He Hiringa Tangata, He Hiringa Whenua and Te Hiringa i te Mahara are two key strategies (in addition to the Financial Strategy and Infrastructure Strategy) that set Council’s long-term strategic direction and shape our community outcomes.

He Hiringa Tangata, He Hiringa Whenua guides Council’s contribution towards improving the wellbeing of our residents and communities. Te Hiringa i te Mahara is also aimed at our residents and communities, but with a focus on education.

Our community outcomes have been revised to align with the vision statements of He Hiringa Tangata, He Hiringa Whenua (in addition to an infrastructure community outcome).

Community Consultation

The draft strategies were endorsed for public consultation and recommended for adoption for consultation by the Community Wellbeing Committee in November 2017. Council confirmed these resolutions in December 2017.

Consultation with our community on He Hiringa Tangata, He Hiringa Whenua and Te Hiringa i te Mahara was undertaken in December 2017 alongside pre engagement relating to the draft 2018-28 Long-Term Plan.

Our online survey (220 survey responses) reflects strong support for the overall direction of both strategies as well as the strategic directions of He Hiringa Tangata, He Hiringa Whenua (refer Appendix 1 for a summary of the survey results).

In response to feedback received, some minor changes have been made to He Hiringa Tangata, He Hiringa Whenua and Te Hiringa i te Mahara. The amendments have not changed the intent of the strategies. Amendments include updating data/content and/or making factual corrections.

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APPENDIX 1 My Masterton: Our People, Our Land Strategy - He Hiringa Tangata, He Hiringa Whenua Overall Direction of He Hiringa Tangata, He Hiringa Whenua Almost three quarters (72%) of respondents supported the overall direction of He Hiringa Tangata, He Hiringa Whenua. A further 23% were neutral.

Social Development Chapter All five priorities and the 16 supporting strategic directions of the Social Development chapter were well supported. The table below shows the level support for each strategic direction. The three strategic directions with the highest levels of support are highlighted in green. Strategic Direction Support Neutral Oppose Priority 1: Community-Led, Council Supported Building the capacity and capability of individuals and 80% 16% 4% communities Supporting community leadership growth 84% 13% 3% Facilitating opportunities for communities to realise their 82% 14% 4% aspirations Priority 2: Opportunities for Everyone Supporting improved education and employment outcomes 87% 11% 2% Supporting a better standard of living 87% 10% 3% Supporting access to ‘life enhancers’ 71% 25% 4% Priority 3: Pride in ‘Our Place’ Caring for our place 90% 9% 1% Enhancing community safety 90% 9% 1% Sharing and celebrating our diversity 73% 23% 4% Creating spaces, places and opportunities for people to 82% 15% 3% connect 725

Strategic Direction Support Neutral Oppose Building resilience and working together in times of crisis 89% 9% 2% Priority 4: Engaged Communities Making it easier to engage and participate in Council 87% 11% 2% decision making processes Working collaboratively with Iwi, stakeholders and our 70% 23% 7% communities Priority 5: A Masterton District designed to maximise Social Wellbeing Connecting with others 77% 20% 3% Taking notice of the world around you 76% 22% 2% Being Active 85% 13% 2%

Cultural Development Chapter The two priorities and the five supporting strategic directions of the Cultural Development chapter were supported by the majority of respondents. The table below shows the level support for each strategic direction. The two strategic directions with the highest levels of support are highlighted in green. Strategic Direction Support Neutral Oppose Priority 1: Iwi-Council Relationships Strengthen and maintain opportunities for greater decision- 59% 27% 14% making between Council and Iwi Support Iwi, Hapū and Māori communities in the long-term 59% 25% 16% sustainability and wellbeing of local Marae Integrate tangata whenua values, culture and language into the 52% 27% 21% business of Council Priority 2: Language and Culture Increase the number of opportunities to learn and engage in 70% 23% 7% the history and heritage of Masterton/Whakaoriori Support language and culture being celebrated in our district 61% 31% 8%

Environmental Development Chapter All five priorities and the 16 supporting strategic directions of the Environmental Development chapter were well supported. The table below shows the level support for each strategic direction. The four strategic directions with the highest levels of support are highlighted in green. Strategic Direction Support Neutral Oppose Priority 1: Clean Air and Water Improving air quality 87% 12% 1% Improving water quality 97% 2.5% 0.5% Managing water demand 90% 7% 3% Priority 2: Protecting our Natural Heritage and Biodiversity Using land sustainably 91% 8% 1% 726

Strategic Direction Support Neutral Oppose Protecting our natural heritage and wāhi tapu sites 85% 13% 2% Supporting biodiversity 85% 14% 1% Priority 3: Climate Change Action Improving Energy Efficiency/Conservation 85% 13% 2% Minimising waste 91% 8% 1% Enabling and promoting cleaner transport 86% 12% 2% Planning ahead to build resilience 86% 13% 1% Keeping informed and sharing information 89% 10% 1% Priority 4: Creating a Culture of Sustainability Leading by example 90% 8% 2% Informing our community 93% 6% 1% Enabling our community to act by minimising barriers to 90% 9% 1% change Priority 5: Working Together as Kaitiaki Working in partnership and/or collaboratively with Iwi and 65% 26% 9% stakeholders Supporting community-led initiatives 80% 18% 2%

Economic Development Chapter All five priorities and the 13 supporting strategic directions of the Economic Development chapter were supported. The table below shows the level support for each strategic direction. The four strategic directions with the highest levels of support are highlighted in green.

Strategic Direction Support Neutral Oppose Priority 1: Business Attraction and Industry Growth Create a supportive regulatory environment that enables 87% 10% 3% sustainable infrastructure development and growth. Explore opportunities for considered intervention by MDC 89% 11% 0% to attract investment and facilitate development. Enable sustainable growth in traditionally strong industries. 80% 14% 6% Encourage new innovative and entrepreneurial high-value 88% 11% 1% activities. Priority 2: Population Growth Continuing to promote Masterton through the My 77% 19% 4% Masterton campaign and exploring new opportunities or target markets to expand the campaign. Progressing objectives of the Accelerate Wairarapa 76% 21% 3% programme to attract new residents and business. Priority 3: Education Implementing MDC’s Education Strategy to attract both 63% 27% 10% 727

Strategic Direction Support Neutral Oppose domestic and international students Implementing MDC’s Education Strategy to provide skills to 78% 19% 3% local industries. Priority 4: Supporting Tourism Supporting Destination Wairarapa to attract visitors through 87% 11% 2% the promotion of our region to domestic and international tourism markets Supporting and facilitating initiatives and events that attract 84% 13% 3% visitors to the region. Investing in infrastructure that supports the attraction of 85% 12% 3% visitors and tourism-based businesses. Priority 5: Collaborative Partnerships Exploring opportunities to partner with Iwi and/or the 65% 29% 6% private sector to progress our economic development priorities. Working collaboratively with our community and supporting 79% 17% 4% community led initiatives across our economic development priorities.

Education Strategy – Te Hiringa i te Mahara Overall Direction of Te Hiringa i te Mahara Almost two thirds (65%) of respondents supported the overall direction of Te Hiringa i te Mahara. A further 30% were neutral.

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My Masterton Our People, Our Land Strategy He Hiringa Tangata, He Hiringa Whenua

729 CONTENTS

Preface 3

Foreword from the Mayor and Chief Executive 4

Introduction 5

Background 6

Strategy Structure 7

Strategy Framework 9

Monitoring and Implementation 10

References 10

730 PREFACE Naming of our Strategy

Our Council Kaumatua, Mike Kawana, named our strategy. He Hiringa Tangata, He Hiringa Whenua has a local context. ‘Hiringa’ is reference several times in an oriori (type of song/lullaby) that was written about a high chief, Tūteremoana, of the Ngāi Tara and Rangitāne iwi.

‘Hiringa’ can be described as perserverance, energy, determination, inspiration, and vitality. The meaning/interpretation of ‘Hiringa’ fits with what our Council is wanting to achieve through the strategy – strengthening and developing our people and community. Strategy Development

Our Council, Chief Executive, Senior Management team and Wellbeing team members have worked together to produce the My Masterton Our People, Our Land Strategy He Hiringa Tangata, He Hiringa Whenua.

The development of the strategy was progressed via a number of Council workshops. Draft iterations of the strategy documents were also socialised with targeted stakeholders (for example, our Iwi Governance Forum.

Wider community views have been drawn from results from the NRB Communitrak Satisfaction survey, submissions and consultation feedback received for the draft Long-Term Plan 2015-25, draft Annual Plan 2016-17, and draft Annual Plan 2017-18. Consultation with our community was undertaken in December 2017 alongside pre engagement relating to the draft 2018-28 Long-Term Plan.

Council adopted He Hiringa Tangata, He Hiringa Whenua in February 2018.

731 FOREWORD FROM THE MAYOR AND CHIEF EXECUTIVE The Masterton District Council/Te Kaunihera ā- rohe o Whakaoriori (MDC) My Masterton Our He Hiringa Tangata, He Hiringa People, Our Land Strategy He Hiringa Tangata, Whenua provides MDC with an He Hiringa Whenua sets out our long-term overarching framework for strategic direction for the Masterton/ Whakaoriori district across four key focus areas: supporting our people and our Social Development, Cultural Development, communities Environmental Development, and Economic Development. During the 2016-17 Annual Plan process, MDC Our intent is for this strategy to guide MDC’s committed to investing a $400,000 surplus for contribution towards improving the wellbeing of the next three years into our community and our residents and communities. The strategy is our people. This funding has been allocated dependent on everyone working collaboratively towards the establishment of a ‘Wellbeing and all making a contribution. Team’ to progress work across the four wellbeing areas: social, cultural, economic MDC has an Infrastructure Strategy that focuses and environmental, additional resources to on looking after our infrastructure, and a facilitate education opportunities and the Financial Strategy that guides budgeting and development of an Education Strategy Te expenditure to support affordability, but we Hiringa i te Mahara; to support community identified a strategic gap when it came to our development initiatives; and for local projects people. identified by our communities.

During the 2015-25 Long-Term Plan development process, based on feedback from our communities, MDC identified key areas of focus and development:

• Affordability;

• Looking after our Infrastructure;

• Supporting our Community;

• Caring for and Protecting our

Environment; • Growing our Future; • Strengthening our Relationship with Iwi/Māori communities; and • Increasing Community Resilience.

He Hiringa Tangata, He Hiringa Whenua is a vehicle to assist us in further progressing these key areas.

732 INTRODUCTION

He Hiringa Tangata, He Hiringa Whenua is the first strategy that MDC has developed that has a specific focus on our people. It sets out the long-term strategic direction for the Masterton/Whakaoriori district across four development areas: social, cultural, environmental; and economic. For each of the four development areas a framework has been created for the work we do to ensure that we are focusing on the right things for our community.

The four development areas are interconnected and can be viewed as symbolising raranga or weaving. Each development area is represented by a ‘whenu’ or a ‘weaving strip’. Environmental Development represents the ‘base’ of the whenu. We believe that Environmental Development is an integral component of the strategy. It provides the conditions for Social Development, Cultural Development and Economic Development.

If we don’t have a healthy, natural environment, the development of the three other development areas cannot be realised. For example, we have tourism attraction opportunities in our district in terms of our rivers, lakes, beaches, and wetlands. If we are not investing and looking after our natural resources their condition will deteriorate and then will no longer be a tourism drawcard. There is a whakatauki1 that reflects the importance of the environment/land in terms of always being here, but acknowledging things are ever changing and people move on:

Whatungarongaro te tangata toitū te whenua People are lost from sight but the land remains

He Hiringa Tangata, He Hiringa Whenua overlaps with and has connectivity to other policies and plans that MDC has developed (for example, our Wairarapa Rangatahi Youth Strategy). The strategy provides impetus for the development of new strategies and reviewing existing ones. Examples include the development of a new Education Strategy that will significantly contribute across all four development areas of the strategy. The existing Arts, Culture and Heritage Strategy will also be reviewed and updated as a key action under cultural development.

1 Proverb 733

He Hiringa Tangata, He Hiringa Whenua is written as a suite of documents. This document provides the overall framework for the strategy. Each of the four development areas are presented in standalone documents that outline where we are now, where we want to be, and how we plan to get there.

BACKGROUND

WHO WE ARE / OUR PLACE The Masterton district is comprised of urban, rural and coastal areas. The main urban area is located on the Wairarapa Valley between the Ruamahanga, Waipoua and Waingawa rivers. Our district has a strong rural, provincial background that has been shaped by the primary industries that our economy was built on. For a number of decades, our shearing industry has contributed to the cultural make-up of our district. The geography of our coast, mountain ranges, bush and rivers enable an active sporting and recreational culture.

Our population characteristics (as at the 2013 Census) include: • 77.5% of our population living in our urban areas • 83% of our population identifying as European, 18% Māori, 3% Pasifika, and 2% Asian • 24.5% are aged between 0-17, and 25.7% are aged over 60 • The median age is 42.8 – this is projected to increase to 49.2 over the next 30 years. • The Māori population is growing (17% between 2001 and 2013) and with a younger population, we expect a higher proportion of Māori youth. We are also seeing more people from other countries living in Masterton (the percentage of the population that identified as Pacific peoples, Asian or Middle Eastern/Latin American/African increased by 48% between 2001 and 2013). • The proportion of over 65s in the Masterton district is expected to almost double by 2043 (from 19% to 32%) and more “active aged” are also anticipated.

The mana whenua of the Masterton district are Ngāti Kahungunu ki Wairarapa and Rangitāne o Wairarapa, with Ngāti Hamua being the main hapū of the urban area and surrounds. MDC is committed to maintaining a positive relationship with both Iwi and building on opportunities for greater decision-making between MDC and Iwi.

Across most indicators, Masterton’s economy is showing encouraging signs of growth. Our local economy grew by 4% over the year to March 2017, higher than New Zealand as a whole (2.9%) and higher again than the Wellington region (2.4%).

We live in a district that we can be very proud of, but like all communities we are provided with challenges. One of the particular challenges we face as a community are the pockets of deprivation within our district.

A common measure of relative deprivation in New Zealand is the NZDep tool which draws on census data to build a profile of deprivation in our communities at the Census Area Unit (CAU) level. NZDep 2013 ratings across the country range from 1 to 10, with “1” being the least deprived 10% and “10” being the 10% most deprived in New Zealand.

The Masterton District CAUs show a notable gap between rural and urban areas. Masterton’s rural CAUs are all rated 2-3, amongst the third most privileged in New Zealand. In the urban area, ratings range from 7-10, indicating that our urban area is amongst some of the most deprived communities in New Zealand.

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VISION AND COMMUNITY OUTCOMES

Our community outcomes were revised to align with He Hiringa Tangata, He Hiringa Whenua. Our vision and revised community outcomes are:

We want Masterton to be a great place to live, visit and do business, providing the best of rural provincial living

OUR COMMUNITY

OUTCOMES

STRATEGY STRUCTURE The framework for He Hiringa Tangata, He Hiringa Whenua provides consistency in the structure of the four development areas (social, cultural, environmental, and economic). For each area, the following information is provided:

• a vision that reflects where we want to be. • a set of priorities that we will focus on. • for each priority, a set of strategic directions that will assist us to realise our vision. • For all priorities identified, key actions have been developed that reflect planned, intended or potential work streams for consideration.

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The vision for each of the four development areas are:

Social Development Cultural Development Masterton/Whakaoriori is a positive, Masterton/Whakaoriori values the strong, inclusive and self- place and role of tangata whenua determining community with and is proud of our cultural identity equitable opportunities for everyone and heritage

Economic Development Environmental Development Masterton/Whakaoriori has a Masterton/Whakaoriori has rivers strong, sustainable economy that we can swim in and drink from; supports our people and places clean air to breathe green and blue spaces that we can enjoy and share with future generations

PRINCIPLES We have three overarching principles to guide our overall approach to implementing He Hiringa Tangata, He Hiringa Whenua: • Hapori Tahi – A united community • Mahi Tahi – Working together • Whakaaro Tahi – Aligned thinking 736 STRATEGY FRAMEWORK

DEVELOPMENT SOCIAL DEVELOPMENT CULTURAL DEVELOPMENT ENVIRONMENTAL DEVELOPMENT ECONOMIC DEVELOPMENT AREA OUR Masterton/Whakaoriori is a positive, strong, inclusive and Masterton/Whakaoriori values the place and role of Masterton / Whakaoriori has rivers we can swim in and Masterton/Whakaoriori has a strong, sustainable economy VISION self-determining community with equitable opportunities tangata whenua and is proud of our cultural identity and drink from, clean air to breathe, green and blue spaces that that supports our people and places for everyone heritage we can enjoy and share with future generations

COMMUNITY LED – COUNCIL SUPPORTED IWI-COUNCIL RELATIONSHIPS CLEAN AIR & WATER BUSINESS ATTRACTION AND INDUSTRY GROWTH OPPORTUNITIES FOR EVERYONE PROTECTING OUR NATURAL HERITAGE & BIODIVERSITY POPULATION GROWTH OUR PRIDE IN ‘OUR PLACE’ LANGUAGE AND CULTURE CLIMATE CHANGE ACTION EDUCATION PRIORITIES ENGAGED COMMUNITIES CREATING A CULTURE OF SUSTAINABILITY SUPPORTING TOURISM A MASTERTON DESIGNED TO MAXIMISE SOCIAL WELLBEING WORKING TOGETHER AS KAITIAKI COLLABORATIVE PARTNERSHIPS COMMUNITY LED – COUNCIL SUPPORTED IWI-COUNCIL RELATIONSHIPS CLEAN AIR AND WATER BUSINESS ATTRACTION AND INDUSTRY GROWTH • Building the capacity and capability of individuals and • Strengthen and maintain opportunities for greater decision- • Improving air quality Progressing the objectives of the Accelerate Wairarapa communities making between Council and Iwi • Improving water quality programme to: • Supporting community leadership growth • Support Iwi, Hapū and Māori communities in the long-term • Managing water demand • Create a supportive regulatory environment that enables • Facilitating opportunities for communities to realise their sustainability and wellbeing of local marae sustainable infrastructure development and growth aspirations • Integrate tangata whenua values, culture and language into PROTECTING OUR NATURAL HERITAGE & BIODIVERSITY • Explore opportunities for considered intervention by Council the business of Council • Using land sustainably to attract investment and facilitate development OPPORTUNITIES FOR EVERYONE • Protecting our natural heritage and wāhi tapu sites • Enable sustainable growth in traditionally strong industries • Supporting improved learning and employment outcomes LANGUAGE AND CULTURE • Supporting biodiversity • Encourage new innovative and entrepreneurial high-value • Supporting a better standard of living • Increase the number of opportunities for residents and visitors activities • Supporting access to ‘life enhancers’ to learn more about the history and heritage of CLIMATE CHANGE ACTION Masterton/Whakaoriori Reducing our impact on climate change (mitigation) by: POPULATION GROWTH PRIDE IN ‘OUR PLACE’ • Support language and culture being celebrated in our district • Improving Energy Efficiency/Conservation • Continuing to promote Masterton through the ‘My Masterton’ • Caring for our place • Minimising waste campaign and exploring new opportunities or target markets • Enhancing community safety • Enabling and promoting cleaner transport to expand the campaign

• Sharing and celebrating our diversity • Progressing objectives of the Accelerate Wairarapa • Creating spaces, places and opportunities for people to Preparing for Future Changes (adaptation) by: programme to attract new residents IONS connect • Planning ahead to build resilience • Building resilience and working together in times of crisis • Keeping informed and sharing information EDUCATION Implementing Council’s Education Strategy to: ENGAGED COMMUNITIES CREATING A CULTURE OF ENVIRONMENTAL SUSTAINABILITY • Attract both domestic and international students and • Making it easier to engage and participate in Council decision • Leading by example • Provide skills to local industries making processes • Informing our community • Working collaboratively with Iwi, stakeholders and our • Enabling our community to act by removing or reducing SUPPORTING TOURISM communities • Supporting Destination Wairarapa to attract tourists through

OUR STRATEGIC DIRECT barriers to change the promotion of our region to domestic and international A MASTERTON DESIGNED TO MAXIMISE SOCIAL WELLBEING WORKING TOGETHER AS KAITIAKI tourism markets • Connecting with others • Working in partnership and/or collaboratively with Iwi and • Supporting and facilitating initiatives and events that attract • Giving stakeholders visitors to the region • Taking notice of the world around you • Supporting community-led initiatives • Investing in infrastructure that supports the attraction of • Being active tourists and tourism-based businesses

COLLABORATIVE PARTNERSHIPS • Exploring opportunities to partner with Iwi and/or the private sector to progress our economic development priorities. • Working collaboratively with our community and supporting community led initiatives across our economic development priorities. • Working with an exploring opportunities through central government

NGĀ MATAPONO / PRINCIPLES Hapori Tahi – A united community Mahi Tahi – Working together Whakaaro Tahi – Aligned thinking

737 738 MONITORING AND IMPLEMENTATION Monitoring and implementation of the He Hiringa Tangata, He Hiringa Whenua will be led by the Wellbeing Team.

Implementation plans will be developed for each development area of the strategy. These plans will give effect to the key actions outlined in the strategy documents, as well as prioritising projects and initiatives. Any key actions that are carried through will be reflected in the implementation plans.

The strategy and each development focus area will be subject to regular reviews in order to ensure best practice and continuous service improvement.

REFERENCES Statistics New Zealand website: www.stats.govt.nz

Te Ara Encyclopedia of New Zealand website: https://teara.govt.nz/en/music/44159/pinepine-te-kura

739 MY MASTERTON OUR PEOPLE, OUR740 LAND STRATEGY HE HIRINGA TANGATA, HE HIRINGA WHENUA

SOCIAL DEVELOPMENT

Whakaputa i a koe ki runga te tūranga matua Come forth and take your rightful place in the world - “Each of us has an inherent right to be here”

INTRODUCTION

This document is focused on the social development area of the My Masterton Our People, Our Land Strategy He Hiringa Tangata, He Hiringa Whenua. This part of the strategy provides a framework for priorities that contribute toward improving the social wellbeing of our community.

Social wellbeing is a broad concept that refers to those aspects of life that contribute to our individual and collective happiness, quality of life, and welfare1.

Masterton District Council/Te Kaunihera ā-rohe o Whakaoriori (MDC) is committed to supporting a positive, strong, inclusive and self determining community with equal opportunities for all. MDC contributes to the social wellbeing of our community through creating environments where our people can meet and/or play; facilitating opportunities for our people through community development initiatives; funding or supporting community groups; promoting voting and enabling participation in local decision making processes; promoting safety; and advocating on behalf of our communities on national or regional issues that impact locally.

BACKGROUND MDC STRATEGIC CONTEXT MDC’s commitment to social development is reflected in our current Long-Term Plan (LTP) and more recent Annual Plans. In the LTP, key areas of focus and development include supporting our community and increasing community resilience. Recent Annual Plans reflect an additional provision for resources to facilitiate education opportunities, to develop an Education Strategy; and support for community initiatives and local projects identified by our communities. He Hiringa Tangata, He Hiringa Whenua will complement existing strategies that contribute towards the social wellbeing of our community. Examples include the Wairarapa Rangatahi Development Strategy (jointly developed by Masterton and Carterton District Councils) and our Positive Ageing Strategy. The Wairarapa Rangatahi Development Strategy sets out how the two Councils will work together to improve and intergrate their work for rangatahi aged 12-24. The strategy aims to: • strengthen rangatahi voice by providing opportunities to positively participate in Council and community affairs; and • support rangatahi to reach their full potential and grow into vibrant, optimistic and connected adults.2 The Positive Ageing Strategy identifies actions MDC will undertake to improve the quality of life of all older people within the district. Key focus areas of this strategy include housing, transport, footpaths, parking and signage, safety, leisure, recreational and community activities, and communication and participation.

1 Ministry of Social Development (2016) The Social Report, Wellington, pages 17-18 2 Carterton and Masterton District Councils (2016) Wairarapa Rangatahi Development Strategy 2016-2021, pages 5-6 741

MDC is committed to being a truely accessible place. The holistic approach of the three pillars of accessibility is a great starting point for this mission3.

The Three Pillars of Accessibility True accessibility will only be possible when the three pillars of life: the physical, the social and the personal, are addressed together:

• Physical Pillar: By creating an accessible physical and information environment we will enable each other to get in, enjoy and share in all our district has to offer.

• Social Pillar: By inspiring us all to think differently about access we will raise the hopes and dreams of all people.

• Personal Pillar: By building individual and collective leadership and capacity, together we will create the environment for transformative conversations and engagement. MDC’s Education Strategy will also play a significant part in contributing towards achieving the aspirations of He Hiringa Tangata, He Hiringa Whenua. The Education Strategy identifies those areas of education that will have the most significant impact on the development of the community and its people—all its people—and considers how MDC might best support these aspects of education.

IWI STRATEGIC CONTEXT/PERSPECTIVES Kahungunu ki Wairarapa and Rangitāne o Wairarapa have their own aspirations in the social development/wellbeing area. MDC want our social development aspirations to align with Iwi to enable us to work towards shared outcomes for greater results.

The Kahungunu ki Wairarapa He Mahere Whakaneke Whakanuku Strategic Plan 2015-19 has six overarching goals including Enhance the social health and wellbeing of whānau with the ultimate outcome of our people thriving. Strategies to achieve this goal are Iwi involvement with key agencies, quality kaupapa Māori services made available to whānau, and promoting healthy lifestyles. The strategy also includes the goal of Educational advancement of our whānau with whānau succeeding in educational pursuits as outcomes to be achieved. Strategies to achieve this goal are the implementation of their He Heke Tuna, He Heke Rangatira Education Strategy 2014-2020, supporting whānau in their educational pursuits, and providing opportunities for whānau to develop te Reo me ona Tikanga.4

Two focus areas for Rangitāne o Wairarapa are education and the provision of Iwi social services and working with whānau to create positive change and achieve solutions. Iti Kahurangi is the Rangitāne o Wairarapa education curriculum that includes information and resources for teachers to use. This is supported by an updated Rangitāne educational website. Rangitāne o Wairarapa take a holistic approach to this work that is consistent with principles of kaupapa Māori and Rangitānetanga. Examples include whānau support, social workers in schools, working with youth, and youth mentoring.5

NATIONAL POLICY CONTEXT There are a number of Government agencies with responsibilities for various aspects of social wellbeing. All of these agencies have specific goals and targets for their respective areas. Examples include the Ministry of Social Development and the Ministry of Health.

3 www.beaccessible.org.nz 4 Kahungunu ki Wairarapa (2015) He Mahere Whakaneke Whakanuku 2015-2019/Strategic Plan July 2015-January 2019 5 Rangitāne o Wairarapa website www.rangitane.iwi.nz 742

With regard to social development, MDC is focused on or advocates for others to deliver on the social wellbeing areas referred to below:

• The Ministry for Social Development identifies ten outcome domains or areas of peoples lives in its 2016 Social Report: health; knowledge and skills; paid work; economic standard of living; civil and political rights; cultural identity; leisure and recreation; safety; social connectedness; and life satisfaction.

WHERE ARE WE NOW?

CURRENT SITUATION This section provides some key indicators of where we are now in relation to social development:

• Household income levels - Household incomes in Masterton are below the national average with one third earning less than $33,000 in 2013. • Work opportunities – work opportunities and income are intertwined. The unemployment rate for Masterton was 7.3% in 2013, slightly higher than the New Zealand average of 7.1%. • Household poverty levels – The New Zealand Deprivation Index is a measure of relative deprivation in New Zealand. In 2013, Masterton’s deprivation index was 1,018. The mean is 1,000. • Diversity of Population/Growing Māori population – The Māori population is growing (17% between 2001 and 2013) and with a younger population, we expect a higher proportion of Māori youth. We are also seeing more people from other countries living in Masterton (the percentage of the population that identified as Pacific peoples, Asian or Middle Eastern/Latin American/African increased by 48% between 2001 and 2013). • Ageing Population – the proportion of over 65s in the Masterton district is expected to almost double by 2043 (from 19% to 32%) and more “active aged” are also anticipated. • Housing Availability – demand for good quality, affordable rental housing exceeds the availability of suitable properties. The rental housing affordability measure increased from 76% in 2006 to 78% in 2015, meaning rental housing has become slightly less affordable. • Voter Participation - Participation in local authority elections in Masterton has dropped from 54.4% in 2010 to 44.6% in 2016. In the 2014 national election, 80% of enrolled voters in the Wairarapa participated. • Volunteer Hours - In 2013, 16.6% of the Masterton population completed voluntary work through an organisation. This was a similar level to 2006 (16.3%).

CURRENT ACTIVITY Below is a ‘snapshot’ of some of the social development activities and initiatives that MDC is currently involved in:

• Supporting safer communities, for example, regulatory activities that support public health and wellbeing; the provision of funding towards Masterton Neighbourhood support; and maintaining a network of security cameras in public areas. • Partnerships and collaboration with local Iwi, Hapū, and whānau that provide opportunities to work together and grow our understanding and knowledge of each other’s kaupapa, for example Waitangi Day celebration events, development and installation of the signage at the end of River Road naming the ‘Junction’ as ‘Wai-Rua’. 743

• Providing and managing a range of high quality community places and spaces such as the Library and Archive, Queen Elizabeth Park, and Sportsfields that enable activities and events, learning opportunities, physical activity and opportunities to connect with each other. • Supporting improved educational outcomes for the Masterton District via the development of an Education Strategy. • Facilitating and encouraging participation in events that provide opportunities for our communities to come together, celebrate together and connect with each other, for example, Whānau/Family Day and the Lions Free Rugby Screening. • Providing Library and Archive services that are accessible to the public; that keep pace with the latest technology, and encourage and enable access to the digital world. • Providing and facilitating a wide range of opportunities for people to be physically active, for example, the Trust House recreation centre and recreational trails. • Supporting community and sports groups, and their volunteers. For example, Friends of the Park and Henley Lake Trust. • Enabling community led development for communities to achieve their goals. An example of this is the Riversdale Beach Surf Lifesaving Club facilities upgrade. • Funding a range of community clubs, organisations and initiatives via the Community Development grants. These projects, plans and actions provide a strong foundation for Masterton/Whakaoriori to move forward and explore other potential opportunities.

COMMUNITY VIEWS Feedback from our community during the draft Long-Term Plan 2015-25 process reflected a directive for more of a focus on our community. As part of the draft Annual Plan 2016-17 we asked whether there was support for investing an additional $400,000 per annum in our people. There was strong support for this with 76% of those who made submissions indicating that they agreed or strongly agreed with this proposal. Feedback from our community via long-term and annual plan submissions also provides some insight into our community’s views on areas of priority. Key social and community development themes over the past two years have been:

• Improving the ‘look and feel’ of neighbourhoods e.g. bus shelters, rubbish bins, picnic tables, parks & playgrounds, public art, community gardens & fruit trees. • Community safety e.g. traffic calming measures (judder bars) • More inclusive decision making /community empowerment • Better sharing of information / communication • Affordability – e.g. housing costs and access to recreational activities/opportunities • Housing availability, affordability and the standard of housing • Support for community events / activities e.g. free pool days and community events • People are extremely positive about the Library and Archive. We consider that enabling a community-led development approach to identify aspirations is a productive path to take. Community led development principles include: • shared local visions or goals drive action and change • use existing strengths and assets • many people and groups working together • building diverse and collaborative local leadership • adaptable planning and action informed by outcomes. 744

The 2017 NRB Communitrak survey that asks Masterton residents about levels of satisfaction with Council services and functions reported that as a place to live, 91% of people believe Masterton is the ‘same’ (53%) or ‘better’ (38%) than it was three years ago. 91% of people believe Masterton is generally a safe place to live.

OPPORTUNITIES AND CHALLENGES Opportunities and Challenges for social development in Masterton / Whakaoriori that have been identified include: Opportunities Challenges • Council-Iwi Relationships • Areas of high deprivation • Leaders committed to improving social • Affordability wellbeing • Employment opportunities • Local Trusts that provide housing and • Unemployment rate support educational and community • Housing – affordability, availability and initiatives standards • Diverse communities • Health and wellbeing – access to services; • Range of education choices addiction challenges • Growing Māori population and youth • Qualifications for school leavers population • Large geographical area • Growing diversity • Lower housing prices (compared to other areas of Aotearoa/New Zealand) • Strong, grassroots community • Passionate volunteers and volunteer organisations • Strong sporting and recreation groups and communities

WHERE DO WE WANT TO BE?

People are at the heart of everything we do and we want all people in the Masterton district to have opportunities to thrive and succeed. This can be achieved by:

• Empowering our community. • Building on all of the positive things that are already happening in the Masterton district. • Providing opportunities for people who live in Masterton to feel part of the community and to be proud of who they are and where they come from, or call ‘home’ now. • Facilitating and enabling access to opportunities that enable our communities to succeed and reach their full potential in all aspects of life, from education and employment to their cultural, recreational and spiritual interests. • Supporting an engaged community where people actively participate in determining their own futures and the future of our district.

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HOW WILL WE ACHIEVE THIS?

The table below sets out our vision, priorities and strategic directions for Social Development:

OUR VISION FOR SOCIAL DEVELOPMENT Masterton/Whakaoriori is a positive, strong, inclusive and self-determining community with equitable opportunities for everyone PRIORITIES OUR STRATEGIC DIRECTIONS Community Led – • Building the capacity and capability of individuals and communities Council Supported • Supporting community leadership growth • Facilitating opportunities for communities to realise their aspirations Opportunities for • Supporting improved learning and employment outcomes Everyone • Supporting a better standard of living • Supporting access to ‘life enhancers’ Pride in • Caring for our place ‘Our Place’ • Enhancing community safety • Sharing and celebrating our diversity • Creating spaces, places and opportunities for people to connect • Building resilience and working together in times of crisis Engaged • Making it easier to engage and participate in Council decision making Communities processes • Working collaboratively with Iwi, stakeholders and our communities A Masterton District • Connecting with others designed to • Giving maximise Social • Taking notice of the world around you Wellbeing • Being Active

PRIORITY 1: COMMUNITY LED – COUNCIL SUPPORTED

MDC has adopted a “community led - Council supported” approach to community development which is both an outcome and a way of doing things. Community led processes create opportunities for people to work together around common issues and aspirations. This approach sees MDC taking more of a support role and enabling neighbourhoods or community groups to achieve the outcomes that they themselves have identified. By working with communities in this way, MDC will better understand the needs and desires of communities, and their preferred ways of engaging with Council, which strengthens relationships as well as progressing outcomes and achieving goals.

We have three strategic directions to support this priority: • Building the capacity and capability of individuals and communities • Supporting community leadership growth • Facilitating opportunities for communities to realise their aspirations

BUILDING THE CAPACITY AND CAPABILITY OF INDIVIDUALS AND COMMUNITIES

Different communities, neighbourhoods and groups have different strengths and resources. Sometimes capacity or capabilities need to be built or nurtured to enable a community to realise its aspirations. This may mean training or development to grow the skill set of an individual or a 746

community; connecting with others, accessing their skills and strengths and working collaboratively; or recognising the skills that already exist within a community and realising the value and potential in these. In community led development building capacity and capability is considered both a process and an outcome.6

SUPPORTING LEADERSHIP GROWTH MDC sees value in supporting leadership growth. Leaders within communities generate enthusiasm for projects and initiatives, and encourage and enable others to get involved creating momentum and making things happen7.

FACILITATING OPPORTUNITIES FOR COMMUNITIES TO REALISE THEIR ASPIRATIONS Support for communities comes in many forms, for example: • advocacy and advice to connecting knowledge and skill sets; • funding for community projects; and • human resource to fill specific skill gaps, for example a project manager. The support required is best determined on a case by case basis depending on the leadership, capacity and resources of the community or group and the individuals involved.

Community Led, Council Supported Potential Key Actions There has been a growing emphasis nationally and globally in the last five years on the neighbourhood and local community scale. Organisations involved with community development have found great success in focusing their efforts at these smaller scales and a grass roots approach. This is seen in initiatives such as Neighbours Day, Neighbourly, Inspiring Communities and the new community led development focus of the Department of Internal Affairs8.

• Continue to create momentum with community led, council supported projects and initiatives • Build on our knowledge of the socio-demographic characteristics and strengths in, community organising, of neighbourhoods and communities, including their strengths, challenges and the resources that are available to them. • Provide and support leadership opportunities. • Ensure that decision-making is made as close as possible to the group/s that it is relevant to. • Advocate for neighbourhoods and community groups on issues that will impact or affect them. • Support the community in accessing resources. • Share our learnings. • Support and celebrate those who are making positive contributions for our community.

PRIORITY 2: OPPORTUNITIES FOR EVERYONE

MDC wants everyone who lives in the Masterton district to have equal access to opportunities that enable a happy and healthy lifestyle. Our district has lower household income levels, higher rates of unemployment and the working age population have fewer qualifications compared to the national

6 Inspiring Communities (2013) Understanding and accelerating community-led development in Aotearoa New Zealand. Lotteries NZ Community Sector Research Grant: Final Report

8 http://www.superu.govt.nz/sites/default/files/Community-level%20change%20report_1.pdf

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average. These things can create barriers for individuals and whānau to have access to good quality housing, food, health care, education and recreational opportunities. We have three strategic directions to support this priority: • Supporting improved education and employment outcomes • Supporting a better standard of living • Supporting access to ‘life enhancers’ Housing unaffordability or poverty is complex with interconnected issues that require people from different walks of life and sectors to work together to create meaningful solutions. As well as the three strategic directions, Council can play a brokering roles that connects players with each other.

SUPPORTING IMPROVED LEARNING AND EMPLOYMENT OUTCOMES Knowledge and skills enhance people’s ability to meet their basic needs, widen the range of options open to them, and enable them to influence the direction their life takes. The skills people possess can also enhance their sense of self-worth, security and belonging; and directly impact employment decisions and career choices. Those with relatively few educational qualifications are more likely to be unemployed and, on average, have a lower income when in work reducing their access to other resources that support health and wellbeing.

SUPPORTING A BETTER STANDARD OF LIVING Housing is an issue for our community. While houses are cheaper to buy and rent in Masterton compared to other areas of New Zealand, given our lower than average incomes, housing affordability is still a challenge. The availability of good quality houses, especially for those who are looking to rent, is limited and demand currently exceeds availability. When demand exceeds supply, market forces come into play and rents can increase. For lower income households especially, high housing costs relative to income are often associated with severe financial difficulty and can leave households with insufficient income to meet other basic needs such as food, clothing, transport, medical care and education. Feedback from our community indicates that there are long waiting lists for good rental properties and people living in temporary and crowded accommodation because they can’t access and/or afford housing9. The cost of food is challenging for many families in our community. Good quality, fresh and healthy food often costs more and is unaffordable for some. A two litre of milk, for example, is generally more expensive than a two litre of soft drink. Families can be forced into choosing lower quality and less nutritious food and/or going without food.

SUPPORTING ACCESS TO ‘LIFE ENHANCERS’ Access and opportunity to ‘life enhancers’ such as the outdoors, culture, leisure, recreation and social opportunities are also important and can open doors to new experiences, social connections, physical and mental health. Barriers to access could include affordability, transport, childcare, a lack of knowledge or understanding, or perhaps a lack of confidence and/or social connections to support and encourage participation. Addressing potential barriers can encourage greater access to and participation in life enhancing opportunities.

9 Wairarapa Housing Needs Assessment 2016; presentation prepared for Connecting Communities Wairarapa; Dr. Chrissy Severinsen, Rachel Hansen

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Potential Key Actions: • Considering affordability in all Council decision making • Ensuring social wellbeing implications are considered and mitigated or optimised in all Council decisions, activities, policies and plans • Removing barriers to access and/or participation in Council related activities, services, infrastructure, processes and information • Prioritising resources and activities that increase opportunity and participation for everyone • Implementing MDC’s Education Strategy • Advocating on behalf of our community for matters such as housing and health

PRIORITY 3: PRIDE IN ‘OUR PLACE’

The physical environment that we live in impacts on our physical and mental health at an individual and community level. The ‘look and feel’ of a place can contribute to a sense of belonging and pride, and can help to encourage and facilitate social connections.10 A crucial element for a vibrant community is having diversity. The Masterton district has many communities and individuals with a diverse range of interest, skills and experiences. We need opportunities to connect with each other and learn from each other. Through exchanges of information and resources, social capital can grow increasing the resilience of a community. We have five strategic directions to support this priority: • Caring for our place • Enhancing community safety • Sharing and celebrating our diversity • Creating spaces, places and opportunities for people to connect • Building resilience & working together in times of crisis

CARING FOR OUR PLACE We want the Masterton district to be a place where people are proud of where they live and that attracts visitors. Part of this is about caring for our district in making it a better place. Growing pride in our town and our neighbourhoods can help to reducing graffiti, litter and vandalism.

ENHANCING COMMUNITY SAFETY We want our residents and visitors to feel safe at the places they frequent. Things that we do that support community safety include our neighbourhood support groups. There is also a regulatory aspect to safety, for example, food safety and animal control.

SHARING AND CELEBRATING OUR DIVERSITY Our population is becoming more diverse. Greater diversity is expected to influence demand for services/service delivery and the way that we engage with and work with our communities. At the same time, this presents new opportunities for Masterton/Whakaoriori. Similarly, an ageing population may enjoy different leisure activities and need different service standards, such as footpaths to accommodate scooters, to enable access to these activities. We also need to think about our youth and providing services and opportunities that keep them active and engaged.

10 Placemaking New Zealand website www.placemaking.org.nz 749

CREATING SPACES AND PLACES FOR PEOPLE TO CONNECT MDC acknowledges the need to support and facilitate community hubs as spaces and places for our communities to connect. Our library is an example of a community hub where people access a range of services and programmes and have opportunities to meet and interact. We want to build on and enhance these opportunities.

BUILDING RESILIENCE & WORKING TOGETHER IN TIMES OF CRISIS MDC wants to support the building of community resilience and being able to work and adapt during challenging situations. The Wellington Region Emergency Management Office are dedicated to helping communities improve their resilience. This means the communities are ready and capable to prepare for, respond to, and recover from an emergency.11

Pride in Our Place Key Actions • Implementing neighbourhood design practices that support safe and vibrant environments • Facilitating and encouraging neighbourhood clean-up initiatives • Supporting our children and whānau to feel safe in their homes, schools as well as places of work and leisure day and night • Ensuring we have a supportive regulatory framework • Civil Defence Emergency Management planning • Creating quality ‘community spaces’ that support and enable vibrant neighbourhoods • Supporting neighbourhood initiatives and activities • Review and update our Positive Ageing Strategy • Promoting services and resources that are available to the community

Underlying all of these actions is MDC’s intention of engaging, working with and supporting local neighbourhood involvement.

PRIORITY 4: ENGAGED COMMUNITIES

We want to have engaged communities that actively engage and participate in things that are happening within our district. Having engaged members of the community having their say on what MDC does helps us improve the way in which we do things and how we deliver our services.

We have two strategic directions to support this priority: • Making it easier to engage and participate in MDC decision making processes • Working collaboratively with Iwi, stakeholders and our communities

MAKING IT EASIER TO ENGAGE & SUPPORTING PARTICIPATION IN COUNCIL DECISION MAKING PROCESSES Feedback from our communities has included the need for more opportunities for our community to engage and participate in MDC decision making processes. We are committed to looking at new and different ways this can be achieved. Voter turnout in our district for local elections is lower than what we would like. This is another area we would like to address.

11 Wellington Region Emergency Management Office website www.getprepared.org.nz 750

WORKING COLLABORATIVELY WITH IWI, STAKEHOLDERS AND OUR COMMUNITIES MDC cannot achieve its vision for our community alone. We are committed to working in partnership and/or collaboration with Iwi, stakeholders and our community to realise our collective aspirations for our district.

Potential Key Actions • Exploring partnership opportunities • Identifying ways to increase access to MDC meetings • Looking at how we can better share information • Increasing opportunities for more input • Sharing our learnings • Adapting our approaches – not one size fits all

PRIORITY 5: A MASTERTON DISTRICT DESIGNED TO MAXIMISE SOCIAL WELLBEING

We want the Masterton district to be a place where social wellbeing can be maximised.

We have four strategic directions to support this priority12: • Connecting with others • Taking notice of the world around you • Being Active

CONNECTING WITH OTHERS Connectivity is a fundamental element in the health of a community. The physical space our community inhabits plays a large role in its ability to connect with others. Masterton’s built environment should prioritise and facilitate clear connections to and between potential hubs and gathering places, and remove the design and planning barriers to everyday interactions.

Potential Key Actions • MDC adopts the New Zealand Urban Design Protocol as criteria for new development and planning. • MDC ensures we have high quality signage and maps throughout the district so residents and visitors have an easy time understanding the attractions and connectivity of our district • Our streetscapes, parks, and public spaces should enable lingering, relaxing, and recreating by providing high quality seating, spaces, and attractions. • MDC to ensure all existing bylaws are necessary and don’t unduly restrict cooperative activity in our public realm.

GIVING The importance of giving or altruism to community wellbeing cannot be over-stated. We believe that cooperative pursuits towards the collective good are essential to community wellbeing. Thus Masterton’s built environment should include flexible places and environments that prioritise, accommodate and give explicit consent to cooperative community activity.

12 Strategic directions adapted from Rhiannon Corcoran and Graham Marshall’s article, Journal of Urban Design and Mental Health; 1st May 2016 751

Potential Key Actions • MDC to ensure all existing bylaws are necessary and don’t unduly restrict cooperative activity in our public realm.

TAKING NOTICE OF THE WORLD AROUND YOU The built environment should encourage people to be engaged and actively aware of their surroundings. Current neuroscientific research shows that when we are disengaged in actively processing sensory information we tend to dwell in our internal world of thoughts and feelings. Further evidence shows that low mood has a tendency to cause people to dwell more in this internal world with a focus on pessimistic or worrying thoughts13.

Therefore a dynamic and engaging urban fabric should be supported to bring people’s attention to the outer world and promote more social interaction. This can be achieved by thoughtful design which from time to time introduces surprise, wonder, or gentle reorientation of people’s attention. It is the duty of good urban design to engage us with our environment. This means streetscapes and public places that inspire us to remove our earbuds, look up from our smartphones, and engage with our surroundings. A side effect of this is a higher chance to take notice of each other, thus engaging culturally and socially.

Masterton’s built environment should promote people’s conscious awareness of place, of each other, and our relationships.

Potential Key Actions • MDC to encourage public displays of art and culture which change throughout the year inviting the community to slow down, explore, and engage while traveling through the district.

BEING ACTIVE A person’s likelihood to take active modes of transport i.e. walking, biking, and skating is hugely influenced by the fabric of the built environment. Careful design and planning can support our community’s wellbeing through this mechanism.

Masterton’s built environment should promote active movement to and between potential hubs and gathering places to facilitate the pursuit of everyday physical activity.

Potential Key Actions • MDC to enrich the pedestrian corridors between points of interest such as the railway and bus stops, natural attractions, and retail with high quality planting, street furniture, lighting, crossings, and paving materials. • MDC to support cycle commuters with dedicated bike paths, divided bike lanes, and safe cycle crossings through intersections and bridges. • Planning department to limit urban sprawl so that all residents are within walking district to local shops, amenities, and public transport.

REFERENCES

13 Journal of Urban Design and Mental Health; 1st of May 2016

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Carterton and Masterton District Councils (2016) Wairarapa Rangatahi Development Strategy 2016- 2021, Masterton

Inspiring Communities (2013) Understanding and accelerating community-led development in Aotearoa New Zealand. Lotteries NZ Community Sector Research Grant: Final Report

Kahungunu ki Wairarapa (2015) He Mahere Whakaneke Whakanuku 2015-2019 - Strategic Plan July 2015-January 2019

Ministry of Social Development (2016) The Social Report 2016, Wellington

Rhiannon Corcoran and Graham Marshall’s article, Journal of Urban Design and Mental Health; 1st of May 2016

Wairarapa District Health Board (2008) Health Needs Assessment

Wairarapa Housing Needs Assessment 2016; presentation prepared for Connecting Communities Wairarapa; Dr. Chrissy Severinsen, Rachel Hansen

Websites

Placemaking New Zealand www.placemaking.org.nz

Rangitāne o Wairarapa www.rangitane.iwi.nz

Statistics New Zealand www.stats.govt.nz

Wellington Region Emergency Management Office website www.getprepared.org.nz

Journal of Urban Design and Mental Health www.urbandesignmentalhealth.com

753 MY MASTERTON OUR PEOPLE, OUR754 LAND STRATEGY: HE HIRINGA TANGATA, HE HIRINGA WHENUA CULTURAL DEVELOPMENT

Haramai e tama puritia ki te aka mātua Come now and grasp the parental vine - “we are all linked in some way”

INTRODUCTION

This document is focused on the cultural development area of the My Masterton Our People, Our Land Strategy He Hiringa Tangata, He Hiringa Whenua. This part of the strategy provides a framework for priorities that contribute toward our aspirations for cultural development (both internally as an organisation and looking externally towards our community).

Culture connects and strengthens communities, instils a sense of pride and identity and improves individual and community health and wellbeing. Māori culture, in particular, is central to our sense of New Zealand’s uniqueness as a place, a society and a nation, and is a defining feature of our identity in the world.1

Our roles for Cultural Development include being a funder, partner, collaborator, leader and facilitator (for example collaborating with iwi on Waitangi Day celebrations and providing funding to protect, maintain, restore and/or develop our local marae). We want our Cultural Development priorities to complement the aspirations of Rangitāne o Wairarapa and Kahungunu ki Wairarapa.

We aspire to be a leader in Cultural Development. By this, we mean championing and taking a leadership role in having a sense of pride in our country’s culture and heritage, and valuing the role and place of tangata whenua within our district. This is what we want for the Masterton district and our people.

BACKGROUND

MDC STRATEGIC CONTEXT

Cultural Development is a priority area for Masterton District Council/Te Kaunihera ā-rohe o Whakaoriori (MDC). In the 2015-25 Long-Term Plan, we stated our commitment to engaging more effectively with Iwi and Māori communities to achieve our goal of true partnership and greater co- governance across MDC’s business activities.2 More recently, MDC has been focused on working towards becoming a more bicultural institution.

IWI STRATEGIC CONTEXT/PERSPECTIVES

Kahungunu ki Wairarapa and Rangitāne o Wairarapa have their own aspirations for Cultural Development. MDC want our cultural development aspirations to align with Iwi to enable us to work towards shared outcomes for greater results.

The Kahungunu ki Wairarapa Strategic Plan 2015-2019 has six overarching goals that includes Cultural and spiritual opportunities for our people with the ultimate outcome of whānau being proud of their identity. Strategies to achieve this goal are ensuring that Marae are utilised and supported, Wairarapatanga wānanga are held for whānau, and cultural interactions are supported. The strategy also includes the goal of Educational advancement of our whānau with whānau succeeding in

1 Ministry for Culture and Heritage (2014) Cultural Sector Strategic Framework 2014-2018, page 3 2 Masterton District Council (2015) Long-Term Plan 2015-25, page 1 755

educational pursuits as the outcome to be achieved. Strategies to achieve these goal are the implementation of their He Heke Tuna, He Heke Rangatira Education Strategy 2014-2020, supporting whānau in their educational pursuits, and providing opportunities for whānau to develop te Reo me ona Tikanga.3

Rangitāne o Wairarapa supports the cultural development of Rangitāne people to provide the basis for the participation of Rangitāne people socially and economically.4

Rangitāne o Wairarapa provides a range of cultural services including advice on the adoption and use of Māori names, pōwhiri and whakapapa. The Akona Rangitāne II revised education website provides information about Rangitāne o Wairarapa and Māori of the Wairarapa region5.

NATIONAL POLICY CONTEXT

There are a number of national strategies, plans and frameworks that provide leadership and guidance for the arts and cultural sectors. Examples that resonate with what we are trying to achieve in the Cultural Development include the Ministry for Culture and Heritage’s Cultural Sector Strategic Framework and the Te Puni Kōkiri Te Rautaki Reo Māori – Māori Language Strategy.

Ministry for Culture and Heritage Cultural Sector Strategic Framework

The Ministry for Culture and Heritage/Manatū Taonga (MCH) is the government’s leading advisor on media, cultural and heritage matters. The MCH developed a cultural sector strategic framework for 2014-2018 that sets out their approach for leading and working with the culture sector. Their vision for the cultural sector is:

New Zealand’s distinctive culture enriches our lives Mā tō Aotearoa ahurea ahurei tātou e whakarāwai

This vision recognises that our distinctive culture is core to what makes New Zealand a great place to live, and that cultural expression, engagement and understanding are fundamental to a vibrant and healthy society and help define what it is to be a New Zealander.6 Five focus areas were identified to improve outcomes for New Zealanders:

• Fostering inclusive New Zealand identity • Supporting Māori cultural aspirations • Front footing transformative technology • Improving cultural asset sustainability, and • Measuring and maximising public value.

Te Rautaki Reo Māori / Māori Language Strategy

In 2014, Cabinet approved the Government’s new Māori Language Strategy (MLS). The MLS outlines the Crown’s approach to supporting the revialisation of the Māori language. The MLS includes new result areas, indicators and targets, principles, and confirms the roles of government. In addition to this, the strategy proposes legislation for improving the status of the Māori language and revised arrangements for Māori language entities7. The MLS has five result areas8:

3 Kahungunu ki Wairarapa (2015) He Mahere Whakaneke Whakanuku Strategic Plan 2015-2019 4 http:www.rangitane.iwi.nz 5 http://rangitaneeducation.com/ 6 Ministry for Culture and Heritage (2014) Cultural Sector Strategic Framework 2014-2018, page 1 7 Te Puni Kōkiri (2014) Te Rautaki Reo Māori – Māori Language Strategy 2014, page 1 8 Te Puni Kōkiri (2014) Te Rautaki Reo Māori – Māori Language Strategy 2014, page 2

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1. Te Mana o te Reo: increasing the status of the Māori language in New Zealand society 2. Te Ako i te Reo: increasing the number of whānau Māori and other New Zealanders who can speak Māori 3. Te Mārama Pū ki te Whakaora Reo: Increasing critical awareness about Māori language revitalisation 4. Te Kounga o te Reo: supporting the quality and appropriate use of the Māori language and iwi dialect maintenance 5. Te Kōrerotanga o te Reo: Increasing the use of the Māori language among whānau Māori and other New Zealanders, especially in the home.

WHERE ARE WE NOW?

The section below provides a cultural ‘snapshot’ of the (1) people, services, organisations, and resources we have in the Masterton district and (2) initiatives and projects that have been undertaken over the last 2-3 years by either the community, organisations, Iwi or MDC:

People/Organisations – The Masterton district is fortunate to have two Iwi offices based here – Kahungunu ki Wairarapa and Rangitāne o Wairarapa. Masterton has kaupapa Māori organisations including those that focus on providing health and support services including Whaiora and Te Hauora Rūnanga o Wairarapa Inc.

Treaty Settlements – The Ngāti Kahungunu ki Wairarapa Tamaki Nui-ā-Rua Trust and the Rangitāne Settlement Negotiations Trust were established to progress the respective treaty claims of Kahungunu ki Wairarapa and Rangitāne o Wairarapa. The Crown, Rangitāne o Wairarapa and Rangitāne o Tamaki Nui-ā-Rua signed a Deed of Settlement on 6 August 2016. The Crown and Ngāti Kahungunu ki Wairarapa Tamaki Nui-ā-Rua Trust reached Agreement in Principle in May 2016.

Te reo Māori learning pathways - The Masterton district has Māori language learning opportunities for children/students. There are Māori-medium education opportunities at Te Kura Kaupapa Māori o Wairarapa and three Kōhanga Reo (Wāhi Reka Kōhanga Reo, Ngāti Hamua Kōhanga Reo, Hinetearorangi Kōhanga Reo). Secondary schools offer Māori language as a subject.

Adults have Māori language learning opportunities via courses at UCoL. There are also Iwi/community -led Māori language learning opportunities. In 2016 an inaugural Kura Reo, a week-long te reo Māori immersion wānanga with some of the best tutors from around the country taking different subject areas in the Māori language, was held. Masterton District Library also offers a te reo Māori programme for pre-schoolers and a te reo Māori summer reading programme.

Iwi Education Strategies - Both Iwi have developed their own Iwi Education strategies, with Iti Kahurangi – the Rangitāne o Wairarapa Education curriculum and He Heke Tuna, He Heke Rangatira – the Kahungunu ki Wairarapa Iwi Education Strategy.

Iwi Resources – In 2017, Rangitāne o Wairarapa launched a revamped education website Akona Rangitāne II. This website includes an extensive range of information about Rangitāne o Wairarapa and Māori of the Wairarapa region9.

There is an increasing number of resources being written by local authors. For example, a number of books were published in 2016 by Maxine Hemi based on tribal stories, events and local people. An

9 Akona Rangitāne II website: rangitaneeducation.com 757

example is First Flight: A collection of stories from Ngāti Kahungunu ki Wairarapa. The Akona Rangitāne II features resources written by Joseph Potangaroa. An example is a story called Waikekeno – Helpful Kaitiaki.

Increasing the visibility of te reo Māori - Te Wiki o te reo Māori / Māori Language Week is a nationwide promotional campaign to encourage and normalise the Māori language. Council participates in these activities on an annual basis. Council is also working to increase the use of bilingual signage in its offices and spaces that it is responsible for. The education, health and community sectors also use varying levels of bilingual signage throughout the district.

Kapa Haka – Te Kura Kaupapa Māori o Wairarapa performed at the Te Mana Kuratahi National Primary School Kapa Haka Competition held in Gisborne on 6-10 November 2017, placing 29th overall out of a total of 57 schools throughout the country.

The 2017 Kapa Haka Festival was held on 19-20 October 2017 at Fernridge School. The Kapa Haka Festival is held annually and is open to all Wairarapa schools to participate and celebrate Māori performing arts.

A Guinness World Record was achieved in November 2016 with a performance of the haka ‘Ko Wairarapa’ by approximately 7,000 children, parents and teachers. This initiative was led by Russell Thompson, principal of Masterton Intermediate School.

A new Senior Kapa Haka group Te Rangiura o Wairarapa was formed in late 2015. Te Rangiura o Wairarapa is mainly comprised of ex-students of Te Kura Kaupapa Māori o Wairarapa. This group made their debut performance in 2016 and competed at the Kahungunu regional level kapa haka competition in Hastings. This is the first time that a Wairarapa/Masterton district adult group has competed in the Kahungunu Regional Kapa Haka competition in over 10 years.

A Wairarapa Kapa Haka Academy was first held in 2015 for secondary school students across the Wairarapa region. The vision of the Academy is to inspire young people to strengthen kapa haka in the region’s secondary schools, and raise the self-esteem and mana of young people from the skills and relationships developed through kapa haka10.

Wairarapa ki Uta ki Tai is a kapa haka group that were first established in 2008. This group is comprised of students from secondary schools across the Wairarapa. In 2015, they were the first Wairarapa secondary school kapa haka group to compete regionally in several years.

Arts/Heritage – We have many Arts, Culture and Heritage spaces in the Masterton district including Aratoi – Museum of Art and History, the Masterton District Library and Wairarapa Archive. Te Patukituki o Wairarapa, King Street Artworks, Te Awhina Cameron Community House, and the Wool Shed.

Examples of initiatives in the Arts/Heritage space, Aratoi is currently holding an exhibition, Te Marae o Rongotaketake - Redressing our Kahungunu History, the largest exhibition of Ngāti Kahungunu taonga ever held. Te Awhina Cameron Community House has also been holding Raranga or weaving workshops in 2017.

Arts/Heritage Resources – A number of resources that have been produced locally about our people, places and history. Among these resources are books written by our District Archivist Gareth Winter,

10 Trust House website: www.trusthouse.co.nz 758

including Two Men of Mana and other Stories: A Celebration of Wairarapa’s Early Days published in 2010. The Wairarapa Archive houses a heritage collection which is dedicated to collecting and preserving the unique heritage of the Wairarapa. The Masterton District Library and Wairarapa Archive website also features a number of heritage related resources.

Cultural Events and Celebrations – Key events on our calendar include annual Waitangi Day celebrations, Matariki celebrations, the Whiti te Rā community event, citizenship ceremonies held at the Marae, and local kapa haka festivals for schools.

Building our Cultural Capacity – MDC is committed to building our cultural capacity. Examples of this include pōwhiri for staff, Council meetings held at the Marae, and staff appointments (Kaumatua position, Māori Liaison position, Māori Policy Advisor position).

Iwi-Council Relationships – In terms of Iwi-Council relationships, MDC has Memoranda of Partnerships (MoP) with both Rangitāne o Wairarapa and Kahungunu ki Wairarapa.

MDC currently allocates funding to protect, maintain, restore and/or develop Marae structures. Citizenship ceremonies run by MDC are also held at our local Marae. MDC is also holding meetings on Marae.

The Iwi Governance Forum was established to provide MDC with advice and support to enhance the way in which it works with Iwi and Māori communities. The Iwi Governance Forum is comprised of representatives from Rangitāne o Wairarapa and Kahungunu ki Wairarapa, as well as the Chief Executive, Mayor and one Councillor representing MDC. Meetings are held quarterly.

The Homebush Working Group Party has representation from Rangitāne o Wairarapa and Kahungunu ki Wairarapa to ensure an iwi perspective for the MDC wastewater upgrade project.

In 2016, Council agreed to the appointment of two Iwi representatives with speaking rights (not voting rights) on Council and membership on the Community Wellbeing, Infrastructural Services, and Strategic Planning and Policy Council Committees.

COMMUNITY VIEWS

Community views via consultation for the 2015-25 Long-Term Plan, 2016-17 Annual Plan, and 2017- 18 draft Annual Plan have largely focused on MDC having a greater commitment towards arts and culture. Examples include calls for increased funding for arts and culture, having a living arts, culture and heritage strategy, and more arts programmes (refer Appendix for more information).

OPPORTUNITIES & CHALLENGES

Challenges and opportunities for cultural development that have been identified include:

Opportunities Challenges • Creating more effective synergies between • Funding/resources sector organisations / community groups • Balancing changing/conflicting priorities • Leadership • Apathy • Opportunities to collaborate on projects / • Attitudes initiatives • Capacity/capability • Increasing the visibility of te reo Māori • Managing expectations • Normalisation of Māori culture as part of our wider New Zealand heritage and identity

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WHERE DO WE WANT TO BE? MDC want to build on all of the things occurring in our community that are reflected in our ‘cultural snapshot’. We want Masterton/Whakaoriori having a sense of pride in our culture and heritage, and valuing the role and place of tangata whenua within our district. We acknowledge the contribution of tangata whenua values and knowledge to our overall cultural wellbeing. We also want to focus on our organisation having a more bicultural focus.

HOW WILL WE ACHIEVE THIS? The table below sets out our vision, strategic directions and priorities for Cultural Development:

OUR VISION FOR CULTURAL DEVELOPMENT

Masterton/Whakaoriori values the place and role of tangata whenua and is proud of our cultural identity and heritage OUR PRIORITIES OUR STRATEGIC DIRECTIONS Iwi-Council • Strengthen and maintain opportunities for greater decision-making Relationships between Council and Iwi • Support Iwi, Hapū and Māori communities in the long-term sustainability and wellbeing of local Marae • Integrate tangata whenua values, culture and language into the business of Council Language and • Increase the number of opportunities to learn and engage in the Culture history and heritage of Masterton/Whakaoriori • Support language and culture being celebrated in our district

IWI-COUNCIL RELATIONSHIPS We are committed to working with Rangitāne o Wairarapa and Kahungunu ki Wairarapa to strengthen relationships and increase opportunities for meaningful partnerships and collaboration.

We have three strategic directions that fall under the Iwi-Council Relationships:

• Strengthen and maintain opportunities for greater decision-making between Council and Iwi • Support Iwi, Hapū and Māori communities in the long-term sustainability and wellbeing of local Marae, and • Integrate tangata whenua values, culture and language into the business of Council. Strengthen and maintain opportunities for greater decision-making between Council and Iwi Council are committed to engaging more effectively with Iwi and Māori communities to ensure they have opportunities to contribute to MDC decision-making processes. Priorities identified by the Iwi Governance Forum will primarily guide our work in this area.

Potential Key Actions

• Iwi Governance Forum to develop and implement a work programme that includes consideration of opportunities for greater decision-making between Iwi and MDC • Work with Iwi and Māori communities to identify further opportunities for greater decision- making between Iwi and MDC • Review existing Memoranda of Partnership with each Iwi 760

Support Iwi, Hapū and Māori communities in the long-term sustainability and wellbeing of local Marae We acknowledge the importance of Marae as a focal point for spiritual, ancestral, and cultural values of Iwi, Hapū and Māori communities.

We are committed to supporting Iwi, Hapū and Māori communities in contributing to the long-term sustainability and wellbeing of Marae in the Masterton district.

Potential Key Actions

• Continue to support local Marae via the Marae Development Fund • Review funding criteria for Marae Development Fund • Work with Iwi, Hapū and Māori communities to identify potential collaboration projects that contribute to the long-term sustainability of local Marae

Integrate tangata whenua values, culture and language into the business of Council We are committed to integrating tangata whenua values, culture and language into the business of MDC, and is one of the ways in which we can assert our national identity and bring us together as New Zealanders.11

Te reo Māori is central to Māori culture and identity. It forms part of the cultural identity and heritage of New Zealand. In 1987, te reo Māori was made an official language of New Zealand.12 In the Masterton district, te reo Māori was the most commonly spoken language after English. Te reo Māori is also the 2nd most common language spoken across the country.

We have been working incrementally to increase the Yes, te reo Māori is an official visibility of te reo Māori in our spaces and within the work language of New Zealand but it is that we do. The Minister for Māori Development, Hon Te more than that because it belongs to Ururoa Flavell, aptly summarises the direction we want to no other country but ours. A head in: beautiful language. Your language. Our language. Every day, the public visit your offices. You have the eyes and ears of many on you. Right now, you are in a position Hon Te Ururoa Flavell (Minister for of influence to make a difference for te reo Māori. To make Māori Development) it visible. To make it normal. One way in which we will achieve this is to ensure te reo Māori is more visible to the communities we work in13.

Integrating tangata whenua values and culture into MDC operations and the way in which we do things is important to us. An example of something we do now is conducting staff pōwhiri.

We are committed to role modelling positive attitudes towards Māori culture and correct pronunciation of te reo Māori.

Going forward, and with the leadership and advice of our Kaumatua and Kaitakawaenga (Māori Liaison Officer), as well as the Iwi Governance Forum, we want to continue to work towards being a more bicultural organisation.

11 Te Taura Whiri i te Reo Māori / Te Puni Kōkiri (2016) Māori-English Bilingual Signage: A guide for best practice, page 3 12 Statistics New Zealand website: www.stats.govt.nz 13 Ibid, page 2 761

Potential Key Actions

• Increase the use and visibility of bilingual signage in public and office spaces of MDC, as well as the use of te reo Māori in reports and publications • Support our staff in developing their reo Māori and cultural capacity (including council and staff undertaking Treaty workshops) • Undertake a stocktake of what MDC does in relation to including tangata whenua values and culture into the organisation • Develop a work programme on how MDC can include more tangata whenua values and culture into the organisation

LANGUAGE AND CULTURE We want Masterton/Whakaoriori to have pride in our Aotearoa/New Zealand culture and identity. We want to take a more proactive approach to increasing the number of opportunities to celebrate our culture and identity. We also want people who live in Masterton and for visitors to the district to have access to resources and opportunities to learn more about the history and heritage of Masterton/Whakaoriori.

We have two strategic directions that will contribute towards Masterton/Whakaoriori being proud of our cultural identity and heritage: • Increase the number of opportunities for residents and visitors to learn more about the history and heritage of Masterton/Whakaoriori • Support language and culture being celebrated in our district Increase the number of opportunities to learn and engage in the history and heritage of Masterton/Whakaoriori We want to contribute towards the promotion and preservation of our district’s history and heritage for future generations. One of the ways we can do this is by providing opportunities for the community and visitors to the Masterton district to learn and engage in our history and heritage. Part of this is about promoting the services that we have and the existing resources that are available. Examples include the Wairarapa Archive and the Rangitāne o Wairarapa interactive map to locate and learn about significant places such as Marae, Papakāinga and Urupa14.

We can also build on what we have and look at new ways and initiatives that focus on the history and heritage of our district. An example of this could include looking at ways in which MDC could better reflect our heritage in public and community spaces.

Potential Key Actions

• Work with Iwi, Hapū, Māori communities and key stakeholders to develop new resources about the history and heritage of Masterton/Whakaoriori • Identify ways in which we can increase the visibility of our stories and histories in the Masterton district • Promote landmarks and sites of significance to the Masterton district • Review/update the current Arts, Culture and Heritage Strategy

14 http://rangitaneeducation.com/wairarapa-map/ 762

Support language and culture being celebrated in our district We want to take a more proactive approach to increasing the number of opportunities to celebrate our language and culture. Examples include Waitangi Day celebrations, Matariki celebrations and Te Wiki o te Reo Māori. We also want to take a more strategic and planned approach towards supporting our arts and cultural sectors/communities.

Waitangi Day celebration events are held throughout the country. The main intent of these events is to commemorate the signing of the Treaty of Waitangi, and promote nation and community building. For a number of years, we have worked with Iwi and the community to hold Waitangi Day celebration events in the Masterton district. We are committed to continuing to provide support for these events and take a more proactive role in making these celebrations more accessible and inclusive.

Te Wiki o te Reo Māori/Māori Language Week is a promotional initiative to get New Zealanders celebrating te reo Māori and using the language more. Te Taura Whiri i te Reo Māori/Māori Language Commission is responsible for organising Te Wiki o te Reo Māori / Māori Language Week15. A number of Councils participate in this annual promotional campaign. We are committed to promoting and celebrating Te Wiki o te Reo Māori / Māori Language Week and its intent.

Matariki signals the Māori New Year. It is a time of renewal and celebration in New Zealand that begins with the rising of the Matariki star cluster (the Pleiades or Seven Sisters).16 Matariki celebrations are held in June. Iwi have to date taken a lead role in holding Matariki celebrations in the Masterton district. We acknowledge the significance of Matariki and are keen to continue providing support and taking a more proactive role in celebrating and increasing the visibility of Matariki.

We acknowledge and want to support all of our people in the Masterton district being able to celebrate their language, culture and heritage.

Potential Key Actions

• Continue to support and take a more proactive role in Waitangi Day celebrations • Work with Iwi and key stakeholders to develop an annual Matariki programme of events • Increasing the promotion of, and participation in te wiki o te reo Māori / Māori Language Week • Identify ways in which we can celebrate all languages and cultures in the Masterton district • Review and update the existing Arts, Culture and Heritage Strategy

15 http://www.tetaurawhiri.govt.nz/our-work/events-and-promotions/maori-language-week/ 16 https://www.tepapa.govt.nz/learn/matariki-maori-new-year 763

APPENDIX

COMMUNITY VIEWS

2017-18 Draft Annual Plan Consultation

The following community views are drawn from community consultation for the 2017-18 draft Annual Plan: • Lack of Māori arts programmes and engaging children in these types of programmes at Aratoi • Get more kids to Aratoi

2017-18 Draft Annual Plan Submissions

The following community views are drawn from community consultation for the 2017-18 Annual Plan:

• That Council lead the delivery of a series of Matariki events

2017 Online Community Satisfaction Survey

Approximately 33 respondents provided comments/feedback relating to Aratoi and the arts sector. The majority support Aratoi and made suggestions for enhancing/improving the facility. Examples include more funding for Aratoi so they are less restricted in what services they can provide, having a mentoring programme for young people who have an interest in art/museums, and displaying/engaging more local artists. Others felt that it should be user pays for Aratoi, and that they receive too much funding.

2016 Online Community Satisfaction Survey

The only reference to arts and culture as part of the feedback/comments for this survey was opposition to the ascension sculpture.

2015-25 Long-Term Plan / 2016-17 Annual Plan

The following community views are drawn from community consultation for the 2015-25 Long-Term Plan and the 2016-17 Annual Plan:

• Not enough spent on arts and culture • Need to reflect a greater strategic commitment to directly supporting arts and culture • Need to have a visible arts and culture policy or strategy • That a arts, culture and heritage strategy have a strong economic development emphasis • Continue support for arts, culture and heritage providers (for example, King Street Live, Aratoi, Toi Wairarapa, Kokomai, WaiArt) • That a region-wide art trial weekend be supported and developed as a tourist product • Support for Māori arts infrastructure (e.g. carving) • Build a permanent stage at Henley Lake for outdoor events

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REFERENCES

Kahungunu ki Wairarapa (2015) He Mahere Whakaneke Whakanuku 2015-2019 - Strategic Plan July 2015-January 2019

Masterton District Council (2015) Long-Term Plan 2015-25

Ministry for Culture and Heritage (2014) Cultural Sector Strategic Framework 2014-2018

Statistics New Zealand (2013) 2013 QuickStats about culture and identity

Statistics New Zealand (2013) Social Well-Being in New Zealand: Insights from the New Zealand Social Survey 2012

Te Taura Whiri i te Reo Māori / Te Puni Kōkiri (2016) Māori-English Bilingual Signage: A guide for best practice

Te Puni Kōkiri (2014) Te Rautaki Reo Māori – Māori Language Strategy 2014

Websites

Akona Rangitāne II website: rangitaneeducation.com

Ministry for Culture and Heritage www.mch.govt.nz

Rangitāne o Wairarapa www.rangitane.iwi.nz

Te Papa Tongarewa Museum www.tepapa.govt.nz

Te Taura Whiri i te Reo Māori www.tetaurawhiri.govt.nz

Tourism New Zealand media.newzealand.com

765 MY MASTERTON OUR PEOPLE, OUR766 LAND STRATEGY HE HIRINGA TANGATA, HE HIRINGA WHENUA

ENVIRONMENTAL DEVELOPMENT

Te maruaroa o te mātahi o te tau, te pūtanga mai o te hinu The time of year when food is plentiful “when all elements are working together well, there is generous bounty”

INTRODUCTION

This document is focused on the environmental development area of the My Masterton Our People, Our Land Strategy He Hiringa Tangata, He Hiringa Whenua. This part of the strategy provides a framework for priorities that contribute toward improving the environmental wellbeing of our community.

Our view is that our environment is critical for all other areas of development. We rely on the environment for clean air, water and for the food we grow. It supports industries and our economy, and can provide opportunities for social connection. The environment also contributes to cultural development through better understanding of Iwi values/kaupapa, the preservation of our natural heritage and through our national icons like the kiwi, silver fern, koru. The environment also provides significant economic benefits through the ecosystem and natural capital.

Our aspiration is for Masterton/Whakaoriori to be a leader in environmental development, with Council, Iwi, stakeholders and our community working together as kaitiaki/stewards to preserve and enhance our natural environment and to create a better future for our people. BACKGROUND

MDC STRATEGIC CONTEXT

Masterton District Council/Te Kaunihera ā-rohe o Whakaoriori (MDC) made a commitment in its 2015-25 Long- Term Plan (LTP) to achieving a Sustainable Healthy Environment for our people. The priorities we identified through that process included caring for and protecting our environment, and increasing community resilience. More recently the Mayor, with Council support, signed the Mayoral Declaration for Climate Change, committing MDC to taking action in this area.

IWI STRATEGIC CONTEXT

The Kahungunu ki Wairarapa He Mahere Whakaneke Whakanuku Strategic Plan 2015-2019 identified environmental protection as a major goal. Key strategies KKW have identified for achieving this are: • the protection and management of culturally significant sites • engaging in key decision making forums • providing opportunities for whānau to learn about environmental protection and conservation. Rangitāne o Wairarapa have identified the following environmental priorities: • wāhi tapu (sites of significance) and water, in particular reducing pollution and discharge to waterways which have spiritual significance to Iwi, and • exploring irrigation options to alleviate pressure on our water resources.

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NATIONAL AND INTERNATIONAL CONTEXTS

Local government operates in a highly regulated environment and is guided by a range of national legislative and policy frameworks that require consideration of, or action to support our environment, for example the Resource Management Act 1991 (RMA), Climate Change Response Act 2002 (CCRA) and Waste Minimisation Act 2008 (WMA). There are also a range of environmental standards that we must achieve, and strategies that consider environmental matters from a national viewpoint. For example, the Biodiversity Strategy focuses on restoring New Zealand's native biodiversity or the Predator Free 2050 Government’s Plan with the goal of eradicating all pests that threaten New Zealand's natural taonga1. At a more local level, the Regional Policy Statement (RPS) for the Wellington region provides a framework for sustainable development in our region; and the Proposed Natural Resources Plan is a key document being consulted on at present. This Plan proposes more stringent natural resource management practices that will require change. If it is adopted, MDC, and subsequently our community, will need to invest to ensure compliance.

Meanwhile, the international community has agreed on a series of important long-term sustainability goals via the 2015 United Nations Sustainable Development Goals and the Paris Agreement on Climate Change. For New Zealand, key challenges identified by the United Nations (2016) included Food Security and Sustainable Agriculture, Climate Change, Marine Resources, Forests and Land Use, and Partnership Work for Goals.

WHERE ARE WE NOW?

CURRENT SITUATION AND TRENDS

Planning for environmental sustainability and development requires consideration of future change. There is a level of uncertainty about what the future holds and what environmental impacts and climate change “really mean”, but what we do know is that currently:

On a global scale: • We are using resources faster than these can be reproduced, polluting and putting stress on our environment in the process and generating waste that needs to be managed. Ultimately this will have a negative impact on our environment and lead to a shortage of resources such as oil, water and land. • Temperatures are increasing and our climate is changing. The use of fossil fuels contributes to this. The consequences of climate change include more variable and extreme weather; melting ice caps and glaciers, sea level rises; more droughts and floods; new and different pests and diseases; and impacts on food production and water availability. On a local scale: • We have challenges with air quality in our urban area over winter months. • Our water quality is generally assessed as “good” or “very good” (8 out of 9 monitored sites in 2015/16), but we know our community have higher aspirations and want this to be even better. • We are managing demand for water, but climate change implications and more restrictive consent conditions in future could challenge this. • Waste received for transfer to landfill has remained relatively static over the past seven years, but recycling out has been increasing.

1 Department of Conservation http://www.doc.govt.nz/predator-free-2050 768

COMMUNITY VIEWS

Submissions on our long-term and annual plans, our annual satisfaction survey and other targeted surveys all provide insight into the areas of concern and/or priority for Masterton residents.

• A survey undertaken in November 2014 to inform our LTP attracted responses from 345 people who indicated their priorities across a range of planned and proposed projects. There was a strong directive from our community that environmental development is a key priority. • A survey of Wairarapa stakeholders and the community in October 2015 identified environmental priorities as stakeholder engagement, legal compliance (resource consents), climate change including energy conservation, biodiversity, solid waste, water quality and air quality. • In 2017 MDC’s annual Communitrak survey showed a drop in the level of satisfaction with preservation of the natural environment compared to the previous year. Reasons for dissatisfaction included pollution of rivers/streams and concerns about run-off from farms, sewerage, perceptions of room for improvement and that MDC could do more, and opposition to proposed dam/irrigation plans. • The survey was replicated online to enable wider participation. In the online survey “Preservation of the natural environment” had the highest level of dissatisfaction (45%) across all MDC services.

CURRENT ENVIRONMENTAL DEVELOPMENT ACTION

MDC has a range of current initiatives and projects that have environmental sustainability at their heart, including:

• Water conservation efforts over summer and pipe improvements to reduce water leakage; • Plans to reduce treated effluent discharge to water even further over time; • Waste management and recycling services; • Supporting environmental education – for example, funding for Enviroschools and membership of the Sustainable Living Trust which enables our community to access information on sustainability; • Committing to the CEMARS scheme to better understand and then reduce our carbon footprint; • Developing an energy efficiency plan and choosing energy efficient/low carbon options where we can e.g. changing to LED street lights and exploring electric vehicles; • Air quality bylaws and information; • Providing cycling networks and footpaths, which also support cleaner transport; and • Providing, maintaining and protecting parks, reserves and green spaces.

There are also a range of strategies, plans, policies and bylaws to support environmental protection including the Wairarapa Combined District Plan; draft Wairarapa Sustainability Strategy; Wairarapa Biodiversity Strategy; Air Quality Action Plan; Wellington Region Waste Management and Minimisation Plan; Water Demand Management Plan and Reserve Management Plans.

Supporting, driving and challenging MDC to do better, and to do more, is a committed community. We are lucky to have passionate individuals and active community groups who want to ensure that we do our best to achieve our environmental outcomes. Groups like Sustainable Wairarapa are made up of committed volunteers who want to make a difference.

“The spontaneous and ardent work of community groups and initiatives suggest strong support for sustainability”2

2 Masterton District Council (2015) Wairarapa Draft Sustainability Strategic Plan 769

STRENGTHS AND CHALLENGES

Strengths Challenges • Political will to act • Climate change - uncertainty regarding timelines • Iwi values, commitment and leadership and potential implications • • Community interest and support Understanding our carbon footprint and local impact on climate change • A sound base of actions and projects to build on • Global influences beyond our control • Affordability for community and for Council • Resourcing to take action and implement strategies/ plans • Managing community expectations – those that want to do more sooner vs cost of and capacity to act

Masterton has lower incomes than the New Zealand average and the urban area, where the vast majority of our people live, is more deprived than most New Zealand neighbourhoods. A key challenge for MDC will be managing our resources to achieve desired environmental outcomes whilst minimising the rates impact. There will also be challenging decisions to be made in balancing the desire for economic development against environmental outcomes as tensions between economic growth and green values come to play. The current policies, plans and actions of MDC, Iwi and others in our community however, provide a strong foundation for Masterton/Whakaoriori to move forward and to explore new opportunities too.

WHERE DO WE WANT TO BE?

MDC want to build on the positive actions that are occurring in our community to achieve our vision for environmental development. We want Masterton/Whakaoriori to be a leader in environmental sustainability and to create a better future for our people. Our vision is that:

Masterton/Whakaoriori has rivers we can swim in and drink from, clean air to breathe, and green (and blue) spaces that we can enjoy and share with future generations.

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HOW WILL WE ACHIEVE THIS?

The table below sets out how we’re going to achieve our overall vision for environmental development.

OUR ENVIRONMENTAL DEVELOPMENT VISION

Masterton/Whakaoriori has rivers we can swim in and drink from, clean air to breathe, green and blue spaces that we can enjoy and share with future generations.

OUR PRIORITIES OUR STRATEGIC DIRECTIONS

• Improving air quality Clean Air and • Improving water quality Water • Managing water demand Protecting our • Using land sustainably Natural Heritage • Protecting our natural heritage and wāhi tapu sites and Biodiversity • Supporting biodiversity • Reducing our impact on climate change (Mitigation) by: - Improving Energy Efficiency/Conservation - Minimising waste - Enabling and promoting cleaner transport - Working towards a more circular vs linear economy - Working towards low carbon economy/achieving government target of Climate Change 50% reduction in New Zealand greenhouse gases emissions from 1990 Action levels by 2050. • Preparing for future changes (Adaptation) by: - Planning ahead to build resilience - Keeping informed and sharing information - Being open to economic opportunities generated by 'a low carbon economy' Creating a Culture • Leading by example of Sustainability • Informing our community • Enabling our community to act by minimising barriers to change Working Together • Working in partnership and/or collaboratively with Iwi and stakeholders as Kaitiaki • Supporting community-led initiatives

PRIORITY 1: CLEAN AIR AND WATER

Air and water are essential for human life, and contribute to our food supply and the production of raw materials. We need to ensure that our people have access to clean air and water.

We have three strategic directions that support this priority:

• Improving air quality • Managing water demand • Improving water quality

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1.1 Improving Air Quality Air quality is fundamental to health and wellbeing. Particulate matter and nitrogen oxide emissions can have a negative impact on health and contribute to premature death. Fine particles from domestic wood burners are a particular concern and health risk.

Air quality has been a challenge for Masterton, especially in winter. Over the three winters from 2013-2015 Masterton’s urban area exceeded national air quality standards for PM10 particles (one measure of air quality) on 33 occasions. The national standard requires that the number of exceedances be reduced to no more than one per annum by 20203.

Whilst our geography is a factor, home heating is the key contributor with 89% of annual PM10 emissions, and 98% of winter PM10 emissions, in Masterton resulting from home heating. The balance is from industrial sources (3% annual/1% winter); outdoor burning (6% annual/0% winter) and traffic (2% annual/1% winter)4.

Wood burners are the primary source of heating for our people with approximately two thirds of Masterton households reporting using solid fuels for heating in winter5. The quality of wood that is used is a factor with damp or wet wood contributing to poorer air quality. The cost of dry wood and/or no storage space to keep wood dry have been identified as barriers to using better quality wood.

MDC has been working with Greater Wellington Regional Council (GWRC) on air quality initiatives and participated in a Ministry for the Environment pilot to test the effects of different behaviour change approaches. We have also developed an Air Quality Management Plan that is to be implemented.

Potential Key Actions: We need to take or continue action to:

• Review and implement the Air Quality Management Plan, including behaviour change opportunities • Explore regulatory mechanisms to support reduced emissions from home heating, transport and industry.

1.2 Improving Water Quality Fresh clean water is needed for drinking and growing food. Beaches, coastlines, rivers and streams provide recreational opportunities such as swimming, fishing, diving and surfing, contributing to our liveability and to tourism. Māori have a close relationship with water in all its forms, both spiritually and physically. Water is a taonga of huge importance to Iwi and enhancing the health and wellbeing of waterways is a priority for many Iwi6. Council recognise cultural sensitivity around this issue. Water is also essential for economic development.

A key concern for the people of Masterton is the protection and restoration of our waterways. Water pollution contributors can include urban and agricultural run-off, industrial activity, cross-contamination between stormwater and sewage, and discharges to water4.

GWRC monitor recreational water quality over summer months. Of the nine sites located within the Masterton district that were monitored in 2015/16, four were graded ‘A’ (very low risk of illness), four ‘B’ (low risk of illness) and one site a ‘D’ (caution). GWRC did note that last year’s dry summer meant that water quality was particularly good and that people should still take precautions and not swim in our rivers for at least two days after heavy rainfall as this flushes contaminants into the water. We also need to consider the

3 Greater Wellington Regional Council (2016) Air Quality – Meeting the National Environment Standard for PM10 4 Land Air Water Aotearoa (2017) Air Quality Data 5 Greater Wellington Regional Council (2016) Our Environment at a Glance: Environmental Science Annual Summary Report 6 Greater Wellington Regional Council (2010) Wai Māori – Māori values in Water 772 contribution of our waterways further down the valley. Lake Onoke, the ultimate receiving environment for most Wairarapa valley water, is in very poor health7.

Masterton’s wastewater has been an area of focus for the Masterton community. Our community aspire to restoring the Ruamahunga River by eventually eliminating all discharges of waste water. Currently only treated wastewater is discharged under set conditions as per MDC’s resource consent, which helps to minimise any environmental impact. MDC has a long term plan to continue to reduce the amount of treated wastewater that is discharged to water.

Potential Key Actions

We need to take or continue action to:

• Progress plans to decrease wastewater discharge to water • Support conservation efforts to improve our waterways e.g. stream restoration

1.3 Managing Water Demand Water shortages and drought can have huge impacts socially and economically, especially for agricultural and horticultural based economies.

In our urban area the water supply is more secure than in many other parts of the world but should still be considered a precious resource. MDC has a Water Demand Management Plan that encourages water conservation over the summer period and this has been successful to date. However, should future consent conditions reduce the amount of water that we can take, demand management may become more challenging in the future.

In rural areas of the district water shortages are a greater concern, especially over hot dry summers where drought can negatively impact our farming and horticultural communities. The Wairarapa Water Use project is exploring options to provide greater water security for our region and could increase water availability. We need to ensure that environmental aspects of that project are considered and managed too.

We need to continue to monitor water demand and implement appropriate demand management strategies. Future opportunities could include promoting rainwater harvesting and utilisation to mitigate water shortages and to secure water for emergency situations.

Potential Key Actions

We need to take or continue action to:

• Monitor water demand and implement demand management strategies • Improve water resource knowledge • Promote rainwater harvesting and utilisation to mitigate water shortages and secure water for emergencies. • Improve water infiltration.

7 Greater Wellington Regional Council (2016) Our Changing Climate Presentation 773

PRIORITY 2: PROTECTING OUR NATURAL HERITAGE & BIODIVERSITY

Our natural heritage includes land, landscapes, geological features and natural character. Biodiversity includes all living species in a habitat and supports healthy ecosystems vital for wellbeing.

Our unique natural heritage and biodiversity contribute to our sense of place and our collective identity, or culture8. Our indigenous biodiversity inspires national icons like the kiwi, silver fern and koru that are part of ‘who we are’ as New Zealanders; and places like Castlepoint, Riversdale and the Tararua ranges are part of ‘who we are’ and inspire ‘what we do’ (visiting the beach, fishing, tramping etc.) as people from Masterton. These features of our landscape, sites of significance and our unique biodiversity also attract tourists, and in that sense contribute to our economy.

For tangata whenua the contribution to identity is even more significant given ancestral and spiritual connections with the natural environment. Māori traditionally introduce themselves in relation to their tribal boundaries and their tūrangawaewae (standing place) with reference to mountains, land and waterways9. Wāhi tapu (sites of significance), traditional practices such as rongoā (traditional Māori medicine) which uses native plants, are important aspects of Māori culture10.

Our natural heritage and biodiversity is affected by the impacts of human activity via habitat loss, degradation, fragmentation and pollution; and needs careful management to ensure that wider cultural and ecosystem values are recognised and protected.

We have three strategic directions that support this priority:

• Using land sustainably • Protecting our natural heritage and wāhi tapu sites • Supporting biodiversity

MDC protects the natural and physical resources of our district, and supports the sustainable management of these, via the Wairarapa Combined District Plan (WCDP). The WCDP provides guidance to carefully manage development and protect natural areas, notable trees and sites of significance/wāhi tapu. MDC also has reserve management plans to protect and manage green spaces, and supports environmental restoration, for example through the Wairarapa Biodiversity Strategy and community-based dune restoration carried out with the Riversdale Beach Dune Management Committee. In addition, the Masterton district has numbers of QEII covenanted land sites and many private covenants that protect biodiversity11.

Another important consideration is the sustainable management of contaminated land. The Resource Management Act 1991 requires Councils to record contaminated sites within their districts. We currently have five contaminated sites listed in our District Plan12). These sites need to be managed to avoid and/or mitigate potential effects on surrounding land, water or air resources.

Potential Key Actions

We need to take or continue action to:

• Protect and restore our wāhi tapu sites, natural heritage and biodiversity through policies and tools like our District Plan and resource consent processes and appropriate regulation. • Ensure that all significant landscapes, areas of indigenous biodiversity and wāhi tapu are identified and protected, managed appropriately and considered when making decisions about the district.

8 Auckland City Council (2012) The Auckland Plan 9 Waikato Regional Council https://www.waikatoregion.govt.nz/Community/Your-community/iwi/A-Maori-Perspective-Te-Ao-Maori 10 Auckland City Council (2012) The Auckland Plan 11 Refer Section 11 of the Wairarapa Combined District Plan 12 Refer Section 30 of the Wairarapa Combined District Plan 774

• Explore opportunities to work with Iwi and our wider community to enhance biodiversity to complement and improve land use and lifestyles. • Manage contaminated sites appropriately. • Promote and encourage conservation initiatives.

PRIORITY 3: CLIMATE CHANGE ACTION

“Climate change is the biggest environmental challenge we face and will affect everyone in the region” 13 Work is continuing to better understand the nature and extent of future impacts of climate change. In the meantime this poses a challenge for MDC in ascertaining the nature and extent of responses. Given the level of uncertainty there is a need to plan for different scenarios and to be flexible in our approach. This adds a level of complexity that can make it harder for some members of our community to understand; and a lack of understanding along with changing/evolving information can cause some people to question the validity and/or need to change. We do know that climate change will have a substantial impact on our environment and our people4. Implications of climate change include sea level rise, more floods and droughts, coastal erosion, biodiversity changes, increased fire risk, potential new pests and diseases, and impacts on water quality and availability14. The impacts of climate change are expected to increase in extent and magnitude over time15. According to the National Institute of Water and Atmospheric Research (NIWA) Climate Change Report it is predicted that the Wairarapa Region is likely to warm significantly in the lifetime of the current generation. Annual number of ‘hot’ days (where temperature is over 25°C) may increase from 24 days a year to 94 days by 2090. It is also expected that much of Wairarapa will experience 10% less rainfall in spring, summer and autumn16 . There is strong scientific consensus that greenhouse gas emissions (GHG) from human activities, especially the use of fossil fuels, are the key cause of our changing climate17. New Zealand’s biggest GHG emission sectors are agriculture (46%), energy (42%), industrial processes (7%) and waste (5%). New Zealand has unique challenges compared to other western countries in that we have around half the emissions from energy and six times the emissions from agriculture9 with agriculture also being key to our economy.

We have two strategic directions that support this priority: • Reducing our impact on climate change (Mitigation) by: - Improving Energy Efficiency/Conservation - Minimising waste - Enabling and promoting cleaner transport - Working towards a more circular vs linear economy - Working towards low carbon economy/achieving government target of 50% reduction in New Zealand greenhouse gases emissions from 1990 levels by 2050.

• Preparing for future changes (Adaptation) by: - Planning ahead to build resilience - Keeping informed and sharing information - Being open to economic opportunities generated by ‘a low carbon economy’

13 Greater Wellington Regional Council (2016) Our Changing Climate Presentation 14 LGNZ, The 2050 Challenge: Future Proofing Our Communities 15 Ministry for Environment (2016) Climate Change Projections for the Wellington and Wairarapa Region 16 National Institute of Water and Atmospheric Research (2017) Climate Change Report 17 Intergovernmental Panel on Climate Change (2015) The Fifth Assessment Report of the Intergovernmental Panel on Climate Change 775

3.1 Reducing Our Impact on Climate Change (Mitigation) 3.1.1 Improving Energy Efficiency / Conservation Energy consumption contributes to greenhouse gases (GHGs) and therefore climate change18. Analysis by GWRC in 2014 identified energy consumption as a key contributor to GHGs in our region, accounting for 88% of the Wairarapa stationary emissions.

Reducing our energy consumption would have environmental benefits and could also result in cost savings. A survey on energy efficiency was undertaken in October 2015 and almost 90% of respondents agreed Council should have an energy policy. Affordability can be a challenge however when up-front investments are required to install ‘greener’ and/or more energy efficient technology. For example, installing insulation or energy efficient heating options may not be affordable for all of our community. Council have joined the Certified Emissions Measurement and Reduction Scheme (CEMARS) programme and an assessment will be completed in 2017. This will help to inform priority actions for energy efficiency and reducing our energy consumption.

Potential Key Actions

We need to take or continue action to:

• Develop an action plan/policy to reduce our energy consumption based on information from our CEMARS assessment • Continue to make our homes and businesses more energy efficient • Encourage commercial and farming sectors to reduce their energy consumption • Inform and enable our community to choose cleaner and greener options 3.1.2 Minimising Waste The manufacture, distribution and use of goods and food, as well as managing the resulting waste, requires energy and contributes to GHG emissions19. Hazardous waste also contains toxins that can impact on our environment that need to be managed carefully. We need to manage waste via recycling (converting waste to something else), re-using (e.g. via second hand shops or for another purpose) and/or reducing production and consumption in the first place. By reducing the amount of waste generated, we can also reduce costs associated with waste management.

MDC recently reviewed the Waste Management and Minimisation Plan developed in conjunction with Councils in the Wellington region; provides recycling services and special waste facilities; education on waste management and has funding in the budget for a recovery centre.

Potential Key Actions

We need to take or continue action to:

• Implement the revised Waste Management and Minimisation Plan • Promote waste minimisation and encourage reducing, reuse and recycling in that order of priority. • Analyse our waste streams to better understand our waste production and needs • Ensure hazardous waste to managed and disposed of appropriately • Keep informed of new developments and best practice in managing waste and explore how these options might work for Masterton.

18 Intergovernmental Panel on Climate Change (2007) Fourth Assessment Report of the Intergovernmental Panel on Climate Change 19 Intergovernmental Panel on Climate Change (2007) Fourth Assessment Report of the Intergovernmental Panel on Climate Change

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3.1.3 Enabling & Promoting Cleaner Transport While access to a vehicle enables many social and economic benefits, such as access to services, education, leisure and shopping, there is international recognition that diesel and petrol powered vehicles contribute to greenhouse gas emissions and are unsustainable in the long-term. GWRC’s 2014 analysis identified road transport as another key contributor to Wairarapa GHG emissions. Transport emissions also impact on our air quality, as noted above. As we reach ‘peak oil’, petrol and diesel will also become less available/more expensive, which is another driver for change. We also need to be aware of the coming transition away from fossil fuel powered vehicles to electric powered vehicles. The UK and France, for example, plan to ban the sale of new diesel and petrol cars by 2040.

MDC currently provides footpaths, cycling lanes and networks that support alternative transport such as cycling and walking. We continue to advocate for improved train services and have recently supported the installation of electric vehicle charging stations. We are also exploring electric vehicles for our council fleet. Potential Key Actions

We need to take or continue action to:

• Enable and support the promotion of alternative transport e.g. biking, walking and ridesharing. • Advocate for better public transport links, noting that in a rural provincial environment public transport will never offer a complete solution. • Choose, and encourage our community to choose, cleaner and greener fuel options.

3.2 Preparing for Future Changes (Adaptation) Research suggests likely implications for the Masterton district include more frequent and heavy rain/ storm events with associated flooding, landslides and erosion issues; droughts in the summer and coastal events. These changes, and the flow on effects, would have a substantial impact on our district for development across the four well beings. While there is uncertainty regarding the exact timing and impacts of climate change, general scientific and economic consensus is that doing nothing will ultimately have a higher cost6.

MDC has signed the Mayoral Declaration for Climate Change and committed to reviewing the 2006 Wairarapa Communities for Climate Protection Plan. Provisions in the WCDP and MDC’s Infrastructure and Asset Management Plans also consider climate change impacts.

We also need to understand the vulnerabilities of our community and our economy in relation to climate change and adapt or build resilience to cope with this change; and consider the opportunities that climate change might present for our region. For example, a changing climate may enable new crops to be grown or the expansion of existing crops, and a warmer climate may attract more tourists.

Given the information available, and our understanding of this, is evolving all the time, we need to plan for different scenarios, keep informed and be willing to adapt our thinking and responses as new information comes to light.

Potential Key Actions

We need to take or continue action to:

• Understand what climate change means for our community and economy – both challenges and opportunities • Build resilience to cope with this change and plan to adapt to climate change based on best knowledge 777

PRIORITY 4: CREATING A CULTURE OF SUSTAINABILITY

Creating a culture of sustainability is core to achieving MDC’s vision for the environment and for our community. We want sustainable practices to be ‘the way we do things’ at Council, and in the wider community.

We have three strategic directions that support this priority:

• Leading by example • Informing our community • Enabling our community to act by minimising barriers to change

MDC has a leadership role to play in promoting environmental sustainability as a central value. We need to ensure our staff and the wider community are informed and understand the drivers for change; and are encouraged and supported to respond.

This will involve all staff and all aspects of MDC business. We need to be considering environmental impacts in the management of MDC’s infrastructure and assets and ensuring policies and plans support environmental sustainability. We also need to understand our organisation’s carbon footprint (CEMARS) and use this information to inform actions to reduce our impact on the environment, and report on our progress with this.

Equally important is enabling action by minimising barriers to change. Cost can be a barrier as ‘green’ options can be more expensive or require a capital investment up front. Other actions can actually save money but people need to know about them. Potential Key Actions

We need to take or continue action to:

• Promote environmental sustainability as a central value • Consider environmental impacts in the management of MDC’s infrastructure and assets • Ensure policies and plans support environmental sustainability • Understand our organisation’s carbon footprint (CEMARS) and report on this • Address barriers to action for our organisation and our community, e.g. the cost of greener options or a lack of information.

PRIORITY 5: WORKING TOGETHER AS KAITIAKI

MDC cannot achieve its vision for our environment alone - we need to work together as kaitiaki, or stewards, of our local environment. Holistic and collaborative efforts are needed if we want to succeed in realising a better future.

We have two strategic directions that support this priority:

• Working in partnership and/or collaboratively with Iwi and stakeholders • Supporting community-led initiatives. Rangitāne o Wairarapa and Kahungunu ki Wairarapa are tangata whenua and provide leadership in terms of tikanga and kaitiakitanga in our District. MDC has made a commitment to working with Māori, and to working to better understand Māori cultural views, which align very much with concepts of sustainable development. Other stakeholders in our community also have particular environmental interests and/or are 778 taking action to improve environmental outcomes for our community. By building relationships, sharing knowledge and resources, and working together, we will achieve better outcomes.

We need to take or continue action to:

• Explore opportunities to work in partnership and/or collaboratively with Iwi and stakeholders to progress our environmental priorities. • Ensure the views and cultural values of tangata whenua/Iwi are included when we consider environmental actions. • Support community-led initiatives across our environmental priorities.

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REFERENCES

Auckland City Council (2012) Auckland’s Environment. Chapter 7 of the Auckland Plan.

Greater Wellington Regional Council (2016) Air Quality – Meeting the National Environment Standard for PM10

Greater Wellington Regional Council (2016) Our Environment at a Glance: Environmental Science Annual Summary Report 2014/15

Greater Wellington Regional Council (2016) Our Changing Climate Presentation

Greater Wellington Regional Council (2010) Wai Māori – Māori values in Water

Intergovernmental Panel on Climate Change (2007) The Fourth Assessment Report of the Intergovernmental Panel on Climate Change

Intergovernmental Panel on Climate Change (2015) The Fifth Assessment Report of the Intergovernmental Panel on Climate Change

Kahungunu ki Wairarapa (2015) He Mahere Whakaneke Whakanuku Strategic Plan 2015-19

Land Air Water Aotearoa (2017) Air Quality Data

LGNZ (2016) The 2050 challenge: future proofing our communities.

National Institute of Water and Atmospheric Research (2017) Climate Change Report

Masterton District Council (2015) Long-Term Plan 2015-2025

Masterton District Council (2015) Wairarapa Draft Sustainability Strategic Plan

Ministry for Environment (2016) Climate Change Projections for the Wellington and Wairarapa Region

Carterton, Masterton and South Wairarapa District Councils (2011) Wairarapa Combined District Plan

Websites

Rangitāne o Wairarapa www.rangitane.iwi.nz

Waikato Regional Council www.waikatoregion.govt.nz

Department of Conservation www.doc.govt.nz/predator-free-2050

MY MASTERTON OUR PEOPLE, OUR780 LAND STRATEGY HE HIRINGA TANGATA, HE HIRINGA WHENUA ECONOMIC DEVELOPMENT

E mau to ringa ki te kete tuauri, ki te kete tuatea, ki te kete aronui Hold fast to the opportunities offered by education - “Knowledge is a powerful tool”

INTRODUCTION

This document is focused on the economic development area of the My Masterton Our People, Our Land Strategy He Hiringa Tangata, He Hiringa Whenua. This part of the strategy provides a framework for our economic development. It has connectivity with other policies and plans that Council has developed, and with the other areas of focus that together form He Hiringa Tangata, He Hiringa Whenua. A strong economy is an enabler for many other areas of people development e.g. improving work opportunities, incomes and affordability for our community, and opening doors for new and innovative industries including opportunities for more environmentally friendly technology and businesses.

BACKGROUND

MDC STRATEGIC CONTEXT

As part of the development of the 2015-25 Long-Term Plan (LTP) Masterton District Council/Te Kaunihera ā-rohe o Whakaoriori (MDC) consulted on a range of planned and proposed projects. Our community ranked developing and implementing an economic development programme for Masterton number one, with 91.6% of respondents either supportive or extremely supportive. MDC subsequently made a commitment in the LTP to achieving a Strong Resilient Economy for our people.

IWI/MĀORI STRATEGIC CONTEXT/PERSPECTIVES

The Kahungunu ki Wairarapa (KKW) He Mahere Whakaneke Whakanuku Strategic Plan 2015-19 identifies economic development as a goal. KKW aspire to achieving a robust and sustainable economic base. Key strategies for achieving this are:

• alignment to the Post settlement Governance Entity; • Iwi involvement in key economic networks and decision making bodies; and • providing and promoting training opportunities focused on financial literacy and economic development.

KKW have expressed a desire to work collaboratively with others in achieving this aspiraration, e.g. via identifying shared opportunities, regular participation in key economic networks, and contributing to the Economic Regional Development Plan.

MDC is commited to working collaboratively with both Rangitāne o Wairarapa and Kahungunu ki Wairarapa in the economic development space.

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NATIONAL POLICY CONTEXT

National and international trends and legislative frameworks can influence much of our local economy. Examples of these can include interest rates, trade agreements and government policy. While limited, there are avenues that local government can pursue to facilitate local economic growth. These are reflected in our “current economic development activity” outlined below.

In May 2017 the Ministry of Business, Innovation and Employment (MBIE) published Growing New Zealand for All, an economic narrative that identifes five key focus areas for New Zealand:

• More dynamic and fair business environment • Increased number of highly skilled people and innovative firms • More productive and prosperous people, sectors and regions • The built environment better supports a well-functioning economy • Greater value sustainably derived from the natural environment

Our local strategy is consistent with these priorities.

WHERE WE ARE NOW?

MASTERTON’S ECONOMY – CURRENT SITUATION AND TRENDS Across most indicators, Masterton’s economy is showing encouraging signs of growth. Our local economy grew by 3.7% in 2017, higher than New Zealand as a whole (3.6%) and higher again than the Wellington region (2.5%).

Key indicators of economic performance show that in year to September 2017:

• $18m worth of non-residential building consents were issued. A total of 52 new residential building consents were issued, compared with 24 at the same time in the previous year. • Commercial vehicle registrations, a key forward-looking indicator of business activity, rose 20%. A total of 1,181 cars were registered in the Masterton district. This is above the 10 year average of 747. • Traffic flows in Masterton district increased by 6.0%, well ahead of the national average of 2.3%. • The housing market remains healthy. The number of house sales dipped by 6.5%, but are still high by historical standards. House price growth has accelerated to more than 25% pa in September. That was the strongest rate for a decade.

While our economy is buoyant we need to ensure that this is sustainable for the long term. We also want to ensure that everyone benefits from our economy and has opportunities to succeed, in alignment with our social and cultural development areas; and that any development that supports our economy is not at the expense of our environment.

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COMMUNITY VIEWS

As highlighted, there was a strong directive from our community as part of the 2015 LTP process to prioritise economic development and MDC has acted on that. In addition, our 2017 Satisfaction Survey included some questions that relate to our economy and economic development activities:

• 79% of residents were very satisfied/satisfied with the efforts MDC makes to attract visitors or tourists to the area. • 92% of residents were very satisfied/satisfied with the district's community events. • 66% of households had attended a community event in the last 12 months (71% in 2016). Of these, 92% were very satisfied/satisfied.

One of the survey questions also asked residents whether they thought that the district was better, about the same or a worse place to live than it was three years ago, in the context of amenities and activities that MDC can influence. Over the last three surveys, an average of 38.7% report that they think Masterton is a better place.

CURRENT ECONOMIC DEVELOPMENT ACTIVITY My Masterton Like most regional areas in recent decades, the Masterton district has long struggled to maintain sustained growth in population and this was highlighted as a potential barrier to successful business attraction.

Given that, in 2014 MDC launched the My Masterton campaign which focuses primarily on attracting residents from larger urban centres to Masterton. The expected ‘flow on’ effect of population growth is the attraction of new and complementary industry.

MDC set a population growth target of an average 2% per annum, which would see Masterton’s population increase to nearly 30,000 by 2025. Achieving this would put Masterton in a good position to achieve other goals such as:

• 1-2% pa average income growth • 1-2% GDP per capita growth • Employment growth

The campaign started with a huge community engagement exercise that involved local residents in identifying what is great about Masterton. This feedback was then used to promote the district to people in the Auckland and Wellington regions in particular.

The My Masterton campaign has proven to be successful in building local pride in our town and in attracting new residents to Masterton.

The My Masterton Facebook page currently has over 5,500 followers and is a key tool for engaging with our community on a range of topics including economic development. The My Masterton website is a key source of information for people and business interested in considering a move to Masterton, as well as those who live here now.

Local real estate firms have indicated an increase in farm, lifestyle and house sales to new residents from Auckland, Wellington and other larger urban centres. This has been equally beneficial to Carterton and South Wairarapa districts.

Infometrics’ Masterton District economic profile shows a 3.8% increase in population since 2010. This compares to 5.9% across the wider Wairarapa over the same period. 783

Local Economic Development Programme In 2016 MDC undertook to produce an innovative, council-facilitated, community-driven, local economic development initiative for the district. The aim of the programme is to empower industry- led activity, focused on strengthening Masterton’s economy.

Reflecting MDC’s commitment to local economic development, it will set out our vision of success, our desired outcomes and an action plan to achieve those outcomes.

Set to be in place in 2017-2018, the Economic Development Programme aims to foster:

• Ownership : Wider involvement in taking positive action • Partnership: Stronger public private partnerships • Culture: Strengthening the spirit of collaboration

Accelerate Wairarapa MDC has played a lead role in developing Accelerate Wairarapa, an innovative community driven programme focused on business investment, attraction and retention. The overall aim of the programme is to empower industry-led activity focused on strengthening Masterton. MDC is also committed to work with Carterton and South Wairarapa districts to expand this programme of work across the wider Wairarapa. MDC’s investment in the programme reflects our commitment to local economic development.

Key objectives of Accelerate Wairarapa are to:

1. Establish a working group of key stakeholders to oversee a broader engagement process with the sector. A working group has been established 2. Develop a future-focused collaborative strategic plan that clearly identifies opportunities for improving business investment and attraction for the Masterton district 3. Ensure MDC’s organisational culture will be supportive of the programme’s planning outcomes 4. Investigate options for developing a regional brand that can support the implantation of the strategy 5. Ensure a steering group of sector representatives is in place to oversee the ongoing implementation of the plan. A steering group has been established.

Accelerate Wairarapa and five working groups, each with a different focus, have been established. The groups are led by industry and supported where appropriate by MDC. The steering group oversees the programme, provides guidance and ensures these five groups are communicating and sharing information and ideas. The groups are:

1. Wairarapa Prospectus – tasked with exploring options for promoting the region as a destination for new residents, business and investment. 2. Talent Attraction - developing initiatives that attract specific talent from outside the region, as determined by industry needs. 3. Growing Local Talent - growing Masterton’s existing talent base from the ‘ground up’ to meet the skills needed by new and existing local employers. The objectives of this group are to: o Establish a small number of explicit activities to grow local talent with an end focus on business development/attraction. Provide support to existing organisations such as YETE o Promote the Licence to Work across all businesses o Create Education-Business Partnerships o Create Scholarship/internship partnerships with business. 784

4. Innovation – to achieve the group’s vision that Wairarapa is “A place where innovation happens”. The group has identified short, medium and long term measures of success: o Short-term: identify the organisations and people in the region already practising innovation, and provide them the information they need to discover others doing the same o Medium-term: Actively create opportunities for ‘innovation collisions’ to occur. o Long-term: Attract organisations and investment to the region based on the strength of the innovation occurring. 5. Regional Intelligence – identifying opportunities for improving access (road, rail, air and telecommunications) to Wairarapa. In addition to these work streams, a small group of local industry leaders have set up a working group dedicated to considering issues and solutions around access. This includes transport such as rail, air and road as well as connectivity such as rural broadband.

Re-orientating our Regulatory Approach MDC has re-orientated its regulatory approach to better enable a ‘community-led, council-supported’ way of working, and to prioritise education and engagement first.

While MDC must still work within the legislative framework set by central government and our own regulatory framework, improved communication, information, processes and customer service helps to better facilitate development. Pre-lodgement meetings in our planning and building areas, for example, enable all those involved to better understand the needs of both parties (and the regulations), and to work together to facilitate a smooth and timely consent process.

Investing in Our Infrastructure to Support Growth and Development Over the past decade, MDC has invested significantly in key infrastructure. This has ensured that the district can actively pursue an increase in population and attract new businesses and industry.

The Masterton water treatment plant, for example, delivers the highest grade water supply at lower- than-average cost. Recent investments have also ensured that essential components of the plant are seismically sound.

MDC’s sewerage scheme has been designed for increased urban and trade waste. A nearly $50m investment in this facility has ensured that the scheme is future-proofed for greater demand.

Such key infrastructure, in conjunction with an extensive roading network that has the capacity for higher traffic flows, can give potential new residents and industry confidence that Masterton is equipped to cater for significant growth.

In addition, MDC has invested extensively in recreational assets. Facilities include an athletics track, world-class artificial rugby and football turf, walking tracks, swimming pools, and Henley Lake. These facilities ensure that there is an attractive environment – providing a standard of living that can assist industry to attract new employees to the district.

STRENGTHS AND CHALLENGES

Masterton’s economy, like every other regional economy, has many strengths while facing some significant challenges, which in themselves can also present further opportunities. Masterton/Whakaoriori district’s economic development potential and performance depends on the quality of all available resources. This includes our people and communities, which underpin the district’s strengths and challenges. 785

Masterton district has several sources of current and potential economic advantage, many of which are unique in New Zealand. MDC is committed to exploring ways in which the district can build on these sources of advantage. At the same time, Masterton district faces a number of challenges to improving its economic performance. While some are shared with other regional districts in New Zealand, other challenges are less widespread. In order to plan for economic development in Masterton, understanding the challenges assist MDC to identify corresponding opportunities.

Masterton/Whakaoriori strengths and challenges are summarised in the table below and discussed in more detail under each of the identified priorities.

Strengths: Challenges: • Location • Population • Cost of Living • Connectivity • Lifestyle • Talent Base • Housing Affordability • Transport • Education • Employment • Diversification • Earthquake Prone Buildings • Infrastructure

Key Challenges: Population: While some encouraging population growth has been experienced since 2012, Masterton’s relatively small population presents a challenge to economic growth. Larger districts benefit from the productivity gains that a higher concentration of people and businesses provides. The opposite can often be said for districts that have struggled to grow in size. Small populations can challenge markets, availability of required skills and access to customers and suppliers. Masterton district therefore is reliant on the wider Wairarapa valley and Wellington regional economy to provide resources, talent and investment. It could also be true that potential investment is hampered by the perceived disadvantages and restrictions of a smaller population.

Masterton’s population is also disproportionally older, with a higher proportion than the New Zealand average in every age bracket between 55-59 and 85+. This raises challenges to MDC infrastructure and planning, healthcare needs, as well as concerns over an ageing workforce.

Talent Base: Masterton’s talent pool is less qualified than the New Zealand average. 72% of people aged 15 years and over (working age population) in Masterton district have a formal qualification, compared with nearly 80% of people in New Zealand. 12% of the working age population in Masterton hold a bachelor's degree or higher as their highest qualification, compared with 20% for New Zealand as a whole. Source: Statistics NZ. This suggests that Masterton struggles to bring back those who have grown up in the district and left for tertiary study, as well as to attract new talent.

Employment: Masterton’s sustained economic growth since 2011 has seen our unemployment rate decrease to an annual average of 5.9% in 2016. This is an improvement on the peak of 6.6% in 2013. Nevertheless, there was still a 3.0% increase in the average number of people receiving Jobseeker Support over the past year, which indicates that there is a group of vulnerable people that are not able to take advantage of some of these employment opportunities. Source: Infometrics 786

Connectivity: Much of urban Masterton now has access to ultra-fast broadband. This has assisted businesses to increase their productivity and allowed Masterton to remain attractive as a destination for work-from-home practitioners and new businesses. Nevertheless, much of the rural areas of Masterton district still struggle to access reliable broadband and mobile coverage, affecting profitability and employment opportunities.

Transport: The regular commuter and off-peak train services is a strength in terms of accessibility to Wellington. However, this service is comparatively irregular, particularly when placed alongside the Hutt services and the electrified Kāpiti Coast lines. Improving access to Wellington via the train services could be a key economic driver, particularly if it encourages population growth into Masterton as Wellington’s population drifts north. Similarly, reintroducing a flight service between Masterton and Auckland is seen as a potential economic driver. Access to Masterton as a conference and tourism venue was significantly hampered by the loss of the Air New Zealand service in September 2013. In terms of business attraction, reinstating this air route should prove beneficial when competing with other regional economies that may have direct air routes to Auckland.

Earthquake prone buildings: Masterton’s historic central business district, in particular its main retail street of Queen Street, houses a number of buildings which will require significant investment over the next decade in order to reach new seismic building standards. Some buildings may need to be removed. This presents a challenge in regards to business attraction and the CBD development project.

WHERE DO WE WANT TO BE? As part of the establishment of an Economic Development Strategy, stakeholders were asked to identify their vision for the development of Masterton’s economy:

Masterton/ Whakaoriori has a strong and sustainable economy that supports our people and places

This vision acknowledges that economic development is intrinsically linked with community development.

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HOW WILL WE ACHIEVE THIS? The table below sets out how we’re going to achieve our overall vision and aspiration for economic development.

OUR VISION FOR ECONOMIC DEVELOPMENT

Masterton/Whakaoriori has a strong and sustainable economy that supports our people and places

OUR PRIORITIES OUR STRATEGIC DIRECTIONS Business Attraction • Progressing the objectives of the Accelerate Wairarapa programme to: and Industry - Create a supportive regulatory environment that enables sustainable Growth infrastructure development and growth. - Explore opportunities for considered intervention by MDC to attract investment and facilitate development. - Enable sustainable growth in traditionally strong industries. - Encourage new innovative and entrepreneurial high-value activities. Population Growth • Continuing to promote Masterton through the My Masterton campaign and exploring new opportunities or target markets to expand the campaign. • Progressing objectives of the Accelerate Wairarapa programme to attract new residents and business. Education • Implementing MDC’s Education Strategy to: - Attract both domestic and international students - Provide skills to local industries. Supporting Tourism • Supporting Destination Wairarapa to attract visitors through the promotion of our region to domestic and international tourism markets • Supporting and facilitating initiatives and events that attract visitors to the region. • Investing in infrastructure that supports the attraction of visitors and tourism-based businesses. Collaborative • Exploring opportunities to partner with Iwi and/or the private sector to Partnerships progress our economic development priorities. • Working collaboratively with our community and supporting community led initiatives across our economic development priorities. • Working with and exploring opportunities through central government

BUSINESS ATTRACTION AND INDUSTRY GROWTH Business attraction and growth have been identified as priorities via the Accelerate Wairarapa programme. New businesses and industry growth can both encourage diversification and build resilience in our economy, as well as facilitating population growth and potentially attracting further investment and development.

While the Masterton/Whakaoriori economy has traditionally been heavily reliant on our primary industries, a comparative analysis of similar regional economies highlights that Masterton district remains in a relatively encouraging position, with significantly less reliance on the primary industries.

In Central Hawke’s Bay, Ashburton and Horowhenua, the primary sector’s share of GDP is 30.4%, 26% and 16.4% respectively. Furthermore, an analysis using the Herfindahl-Hirschman Index (HHI), which 788

measures the level of diversification of an economy, shows that Masterton has a far more diverse economy that that of the New Zealand average (across all 66 territorial authorities).

Masterton district had a standardised HHI of 28.0 in 2015. Conversely, New Zealand had a standardised HHI of 57.0 (the higher the index, the more concentrated economic activity is in a few industries).

Diversification Diversification of industry is vital for a district to ensure resilience and sustainability of its economy. If a local economy is disproportionately reliant on a small number of industries it is vulnerable to shocks that could impact key sectors, such as climatic conditions and commodity price fluctuations.

Despite a slight decrease in diversification since 2000, Masterton remains well placed compared with similar regional economies.

Primary industries hold an 11.6% share of Masterton District’s GDP, compared with 7.8% for the whole country. Secondary industries account for 17% of Masterton’s GDP, and 19% of New Zealand’s. Tertiary and quaternary industries account for similar shares of both Masterton and New Zealand’s GDP1.

Resilience MDC has an opportunity to work constructively with industry groups and membership-based organisations such as Federated Farmers, to explore areas for further collaboration with their industry. Exploring possibilities where MDC can assist in facilitating industry-led initiatives is a key opportunity to build resilience within an industry while also exploring any potential opportunities for investment. This may include opportunities to explore the best way to secure IT infrastructure upgrades, with a particular focus on broadband upgrades for rural areas and the mobile network. An example of this is the recent Council-facilitated application to the Sustainable Farming Fund to implement a Cropping Strategy across Wairarapa. This was partly in response to the Pea Weevil outbreak and was seen as an opportunity to work constructively with the arable crops and seeds industry.

Potential Key Actions MDC will: • Continue to support the implementation of Accelerate Wairarapa to achieve the desired outcomes of business investment, attraction and retention which align with this strategy. • Develop and implement an economic development strategy for existing industries located within the Masterton district. • An example of how this might work is the industry-led, council supported cropping strategy working group. It’s aims are: 1. Establish a working group of key cropping stakeholders to oversee a broader engagement process with the industry. 2. Develop a future focused collaborative strategic plan for the sector that takes into consideration the current Pea Weevil issue. 3. Ensure a Steering Group of sector representative is in place to oversee the ongoing implementation of the plan. MDC will use the Cropping Strategy as a test case for how a partnership could be developed across Primary Industries.

1 The primary sector extracts or harvests products from the earth and includes agriculture, forestry, fishing, and mining. The secondary sector produces manufactured and other processed goods and includes manufacturing, electricity, gas and water, and construction. The tertiary sector includes all service industries that are not knowledge intensive, such as retail trade, and food and accommodation services. The quaternary sector includes knowledge intensive service industries. Source: Infometrics 789

POPULATION GROWTH Masterton’s proximity to Wellington, weather, infrastructure, quality of life, high-quality education providers and cost of living provides a compelling proposition for moving here. People can have the best of country living, on the doorstep of New Zealand’s capital city. Masterton offers the choice of lifestyle and connectivity – be that by either working in Wairarapa and getting their city fix in the weekend, or taking advantage of the comfortable and scenic commuter train trip to Wellington. In the time it takes to get from Auckland Airport to the Sky Tower!

As the eyes of those who want to secure less frenetic futures start to look outside the cities, Masterton district stands out as a place where it’s easy to make a home. Land and houses are affordable, and opportunities to forge a satisfying future are everywhere.

People want to make this beautiful part of the word their home because at its heart is a town that has everything they are looking for – big brand stores, all of the services needed and sporting and recreational amenities all within a five-minute drive or short walk.

The My Masterton website says it best, “Masterton offers a place where smart 20-somethings can secure their futures with canny property investments, where IT entrepreneurs work for the world from their home offices and 50-somethings embrace a sophisticated social fabric, richly studded with ever- changing good food, wine and leisure activities.”

A recent survey showed that Masterton residents are the most satisfied with their lives in the region that boasts the greatest percentage of happy people.

Potential Key Actions Council will: • Continue its ‘My Masterton’ campaign to promote the district to potential new residents. • Explore new opportunities and target markets to expand the My Masterton campaign. • Continue to support the implementation of Accelerate Wairarapa to achieve the desired outcomes which includes population growth by attracting the skills needed by locally-based industries. EDUCATION The Education sector is one of Masterton’s largest employers, and offers considerable potential in terms of economic growth, particularly in regards to attracting international students.

The Masterton district, both rural and urban, is well serviced by an eclectic network of high quality early childhood services and schools. Masterton is unique in that such a variety of primary and secondary providers are on offer in a district of only 24,600 people.

Tertiary education and training is also offered by the Wairarapa branch of the Universal College of Learning (UCOL) and the Taratahi Agricultural Training College, just south of Masterton.

There are 21 early childhood providers in Masterton, including kindergartens, child care and education centres, home-based services, play centre and Kōhanga Reo. This, along with the district’s 12 primary schools, means parents enjoy a wide range of options. Masterton also offers parents a great variety of secondary education opportunities – far more so than most communities of its size, or indeed major urban areas.

As identified in the Economic Development Programme, education offers many opportunities for economic development in the Masterton District. There are opportunities in working with each educational provider to assist in identifying points of difference which can be leveraged in order to ensure sustainable growth in student numbers and attract international students. 790

An example is Solway College, which has been identified as having strong links with the equestrian sector. This Council-facilitated initiative saw the establishment of the Solway Equestrian Academy Trust which will oversee the development of an Equestrian Academy for students, located at world-class facilities only a few kilometres from the school. It is clear that there are many opportunities for MDC to assist other education providers in identifying similar points of difference and leveraging them. There is also an opportunity to explore the feasibility of increasing the presence of tertiary education providers in the district, such as Massey University or Victoria University. In addition, Masterton benefits from community initiatives with an education focus such as the Masterton Trust Lands Trust and the recently formed Youth Education, Training and Employment Network (YETE). MDC can look to further support these initiatives and align resources and efforts in the whole of the Wairarapa to support our young people to reach their vocational and/or educational potential.

Potential Key Actions MDC will: • Implement the Education Strategy developed by MDC. This includes: 1. A focus on enhancing the employability of local students and the attraction of domestic and international students. 2. Establishing a steering group of sector representatives to oversee the ongoing implementation of the plan.

SUPPORTING TOURISM Masterton’s proximity to Wellington is ideal for its reputation as Wellington’s playground. As international flights into Wellington grow, increasing opportunities for growth in international tourism too.

Tourism offers many opportunities for the Masterton district and the wider Wairarapa region. MDC is committed to working constructively with Destination Wairarapa, our Regional Tourism Organisation, which is responsible for promoting the Wairarapa region to domestic and international visitors and seeing 3% growth in tourism GDP per annum for the Masterton district.

Destination Wairarapa promotes the region at business events and trade shows, through online marketing campaigns and works with Tourism New Zealand and the Wellington Regional Economic Development Agency (WREDA) on strategic marketing campaigns. Recent tourism product developments include: a coastal guided tour, a new mountain bike park and growing the Remutaka Cycle Trail. In addition they are currently working on the Five Towns Trail, which is a new cycle route connecting Featherston with Masterton and the 2017 Lions Tour. Destination Wairarapa also delivers and promotes New Zealand’s only Union Cycliste Internationale (UCI) sanctioned race held in the country, the New Zealand Cycle Classic, and instigated Huri Huri: the Wairarapa Bike Festival. They also deliver workshops to raise the capability of tourism operators in the region, including recent workshops on becoming ‘China ready’.

As tourism’s share of Masterton’s GDP continues to grow, MDC sees further opportunities to work constructively with the industry.

New Opportunities

MDC owns and manages community infrastructure such as Hood aerodrome, parks, recreation facilities and our natural environment that contribute to tourism by attracting visitors and/or enabling events and other initiatives. Hood Aerodrome, for example, is a MDC-owned facility, catering for local users and wider Wairarapa aviation needs. The Aerodrome offers considerable opportunities for the district. 791

Hood is an ideal stop off or transit airfield for pilots flying in the lower North Island. It is also home to multiple collections of rare aircraft and is the home of the world-class biennial Wings Over Wairarapa air show. MDC is committed to assisting projects that seek to enhance the viability of Hood Aerodrome as a regional hub for aviation.

Potential Key Actions MDC will: • Continue to support Destination Wairarapa to promote our district to domestic and international visitors. • Continue to support events and activities that attract visitors to Masterton. • Explore, facilitate and, where feasible and affordable, support new ventures and opportunities that will attract visitors to Masterton. • Maintain and develop community infrastructure (hood aerodrome, parks, recreation facilities and our natural environment etc.) that help to make the district attractive to visitors.

COLLABORATIVE PARTNERSHIPS This strategy identifies priorities that cannot be achieved by MDC alone. We need to be working together collaboratively and/or in partnership. In the context of economic development, this means:

• Exploring opportunities to partner with Iwi and/or the private sector to progress our economic development priorities. • Working collaboratively with our community and supporting community led initiatives across our economic development priorities. • Working with and exploring opportunities through central government. 792

REFERENCES

Kahungunu ki Wairarapa (2015) He Mahere Whakaneke Whakanuku Strategic Plan 2015-19

Masterton District Council (2015) Long-Term Plan 2015-2025 793 794

Te Hiringa i te Mahara Draft Education Strategy

Tom Hullena [email protected] 1 795

Acknowledgement

The naming of our draft Education Strategy was put forward by Rawiri Smith – Council’s Kahungunu ki Wairarapa iwi representative and supported by our Council Kaumatua, Mike Kawana.

‘Te Hiringa i te Mahara has a local context. ‘Te Hiringa i te Mahara’ is included in one of the verses of an oriori (type of song/lullaby) that was written about a high chief, Tūteremoana, of the Ngāi Tara and Rangitāne iwi. The word ‘Hiringa’ is also reference several times throughout this oriori.

‘Te Hiringa i te Mahara’ can be interpreted as ‘the power of the mind’ which fits with the intent of our education strategy.

‘Hiringa’ can be described as perserverance, energy, determination, inspiration, and vitality.

‘‘Ko te manu e kai ana te miro The bird that feeds on the miro

Nōna te ngahere His or her preserve is the forest

Ko te manu e kai ana te mātauranga The bird that feeds on knowledge

Nōna te Ao.” His or her preserve is the world

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Table of Contents

Page Introduction 3 Communities and Education – A Compelling Model 3 The Themes in Summary 5 The Significance of the Themes 6 Suggested Council Strategies to Promote and Support the Key Themes 12 Appendices 17

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Introduction

During the period 1st of March to 30th of June 2017 an investigation (including a stakeholder consultation) was undertaken to identify those aspects of education considered most significant for the future development of the Masterton District and its people – all its people. The key findings, in terms of the common themes arising from this investigation, are summarised in Part 1 of this document. In particular, Part 1:

- shares the common themes arising from the investigation - gives explanation to the themes, and finally, - suggests how the Masterton District Council (MDC) might support and promote these themes by way of a MDC Education Strategy.

Part 2 of this document consists of a set of appendices. They provide information related to:

- the current provision of education in the district - the support provided by the MDC for education in the district - the specific findings from the various groups/documents consulted - the statistics referenced, and - the resources and documents consulted

Communities and Education – A Compelling Model Before examining the common themes arising out of this investigation, however, it is worthwhile considering the UNESCO vision of a “Learning City or Learning Community”. This concept emphasises lifelong learning for all. The foundations, pillars, and outcomes of such a learning community are aptly demonstrated in the diagram below.

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UNESCO defines a learning community as one that:

• effectively mobilises its resources in every sector to promote inclusive learning from basic to higher education • revitalises learning in families and communities • facilitates learning for and in the workplace • extends the use of modern learning technologies • enhances quality and excellence in learning, and • fosters a culture of learning throughout life

In doing so, the community enhances the concepts of:

• individual empowerment • social inclusion • economic development • cultural prosperity, and • sustainable development

Lifelong learning is key to creating sustainable cities and societies. In the quest for sustainable societies, we must learn to live sustainably. People require certain skills, values and attitudes if they are to contribute to the creation of sustainable societies and address the challenges they face in helping achieve this goal. In today’s fast-changing world, where social, economic and political contexts are constantly being reshaped and re-evaluated, learning must be continuous and lifelong. Lifelong learning and education must, therefore, become a main driver in developing the resources necessary for people to achieve sustainable environmental, social and economic advancement.

Communities are on the frontline in the battle for sustainable development. They are the scene not only of rapid economic growth and technological innovation but also of extreme poverty, socio- economic inequality and excessive consumption. They are also sites of continuous exchange of knowledge and ideas; places where people live, work and learn. As such, every community has enormous potential to stimulate and support learning among their inhabitants in ways that can help tackle existing issues, strengthen social cohesion and solidarity, and transform the prospects of urban communities for the better.

In the search for effective long-term solutions to these challenges, more and more communities are reinventing themselves as learning communities and taking concrete actions to realise that vision. In doing so, they aim to ensure that education and learning are accessible for all inhabitants, regardless of age and setting.

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The Themes in Summary

Five core themes and two sub-themes emerged from the MDC investigation. They include:

1. Transitions and Pathways: Enhance the effectiveness of transitions and pathways from senior school (or foundational education) to further education/training, employment and work.

2. Educational Equity: Enhance the educational opportunities and outcomes for all learners but especially those disadvantaged by poverty and/or cultural-minority status  Culturally Responsive Practice: Strengthen teaching practice that is responsive and embracing of minority cultures (especially Māori) and those disadvantaged by economic circumstances.  Early Learners: Improve early learning opportunities/incentives for young mothers and children disadvantaged by minority status and/or economic circumstances.

3. 21st Century Teaching and Learning: Enhance educational practice that develops the competencies (skills, attitudes, and tools) necessary for success in the 21st Century.

4. Life Long Learning/Tertiary Opportunities: Enhance access to and the availability of relevant life-long learning opportunities for all.

5. Communities of Learning (Kāhui Ako): Support the development of communities of learning.

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The Significance of the Themes

 Transitions and Pathways (from Senior Secondary and Foundational Learning) Secondary schooling marks an important time in the life of a young person. It is a formative time when learners develop a greater awareness of the world and begin to pursue education, training and employment opportunities linked to their future (Education Review Office, 2013, p.12). Ensuring youth make a successful transition from school into further education or employment has become an increasingly important focus in New Zealand not in the least due to very high numbers of unemployed 15-24 year olds. For instance, statistics from 2014 show that the official unemployment rate for 15–24 year old New Zealand youth was 15%, almost three times that of the next highest age group (Ministry of Social Development, 2016). Similarly, Johnson (2016) notes that upward of 75,000 young workers under 25 in 2016 were unemployed, unengaged and often without any marketable skills.

Conversely, businesses are desperate for ‘work ready’ youth who can “hit the ground running” and know how to be a part of a successful workforce. Unfortunately, too many youth are not work ready for their first jobs (irrespective of qualifications) which has potentially serious and long term effects not only on their attitudes to work but significantly their future work prospects. More than ever, successful work transitions must be seen as a key measure of educational success and ideally with foundational work-readiness being learned well before young people turn up for their first jobs.

In a Wylie and Bonne study (2016), obtaining a qualification, preparing their children for work or a career, and preparing their children for further study were considered, by parents, the most important outcomes of secondary schooling. Accordingly, there is now a real need for the secondary school and tertiary sector to provide not only a foundation education that leads into higher post-secondary study, but also one that effectively prepares young people for the world of work (Ministry of Social Development, 2004).

A key mechanism supporting improved transitions into work and further study is the establishment of personalised learning pathways, especially in the senior secondary school, that focus on a students’ interests, preferred pathways and related learning needs. Such pathways, given their personalised and future-focussed designs are likely to be more meaningful and therefore engaging and as a result more likely to result in learning and success both at and beyond school – something many would argue (as opposed to qualifications) is the true measure of a school’s effectiveness.

Most schools however are still not yet set up to provide multiple pathways that meet the multiple needs and preferences of diverse students. Accordingly, if schools are to move towards the provision of a more personalised education approach with a focus on successful transitions they will need support including that from the wider community – i.e. parents, whānau, iwi, social service providers, councils, and especially the business community if the goal of work-readiness beyond school is to be achieved.

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Finally, work has long been important for the livelihood, dignity, and happiness of humankind. It helps us meet our most basic and complex needs, providing a path towards financial security, mental and physical health, dignity and meaning. It is therefore incumbent that our formal education sector and especially senior secondary school play a significant part in preparing our young people for success in the work place.

 Educational Equity . Culturally Responsive Practice A higher level of education, given the current exponential growth in knowledge and technology, will not only be required for most jobs but it is also associated with higher earnings, better health, and a longer life. Conversely, the long term financial and social impact of low educational attainment is increasingly costly. Those without the skills to participate economically and socially pay a high personal cost while our communities bear the brunt of increased tax burdens to cover the rising costs associated with the provision of welfare services that tend to accompany lives of dependency.

Accordingly, an education system that ensures the advantages of education are available and effective for all (i.e. one high in equity) is one of the most powerful levers we have to make society more equitable, inclusive, just and fair. Unfortunately, New Zealand scores poorly in terms of educational equity. Valentine (2017) states that New Zealand is the 27th worst of 29 OECD countries with regards to educational equity. The single most significant obstacle standing in the way of educational equity is poverty. Children from poorer homes in OECD countries are three to four times more likely to be amongst the lowest achievers in terms of their foundational learning and overall educational attainment (Valentine, 2017). An equitable approach to education would address the varied and multiple aspects of disadvantage that stand in the way of an effective education and especially for those young people from backgrounds of poverty.

Similarly, an equitable approach to education would also see strong action being taken to overcome the disadvantages faced by ethnic minorities when it comes to educational success. According to Professor Elizabeth McKinley, Director of the Auckland Starpath Project, “equity is the most persistent and enduring problem of our time in New Zealand and particularly so in relation to Māori education”. International reports repeatedly note that New Zealand’s compulsory education sector has high overall quality but low equity for both social class and ethnic background and in particular for Māori. Unfortunately, for many young Māori this means having to contend with the disadvantaging effects of both culture and poverty (OECD Policy Brief, January 2008).

Despite the above there are growing bastions of improved Māori achievement and therefore hope. In all but the rarest cases this has been associated with a teaching philosophy and practice that champion’s cultural responsiveness. In general, Culturally Responsive Practice includes: taking the time to build better connections/relationships with Māori students, utilising teaching strategies (e.g. student-centred approaches) proven to be successful for all students but particularly Māori, holding high expectations for Māori students and their achievement, seeking and valuing student voice, working together and valuing working 8 802

together with family and whānau, committing to and valuing Te Ao Māori (e.g. te Reo Māori, tikanga Māori, etc.), providing on-going professional learning for teachers in this area, and of course developing the capacity of educational leaders to lead philosophical and systemic change that challenges a ”one size fits all” approach.

The key to overcoming equity issues is to take action that mitigates the disadvantages that many students from poverty or cultural difference face in our education systems. Identifying and adopting measures to overcome educational equity however often results in strong resistance from community leaders, parents, and even teachers. This is often the case because the provision of extra support for one group tends to defy traditional beliefs of fairness which demands all groups or everyone receive exactly the same level of support – despite differences (e.g. in needs, level of learning, culture, background, etc). Ironically, attempts to address issues of disadvantage and educational equity are often dismissed on grounds of unfairness.

. Early Learners Success through-out a young person’s educational journey is crucially linked to the establishment of a strong early learning foundation. In fact, successful learning in the early years is a key precondition for young people to not only remain engaged in formal schooling and beyond but the benefits of early learning are life lasting. In ensuring a strong early learning foundation it is crucial that educators, children, and whānau be closely aligned. High-quality interactions are essential for the child both in the home and in the education setting as is the interaction between care-giver and teacher both at school and prior to starting school.

The evidence is indisputable that successful early learning and successful home-school transitions are vital for all young people. What is also indisputable is that this is particularly so for children disadvantaged by backgrounds of poverty and/or their ethnic minority status especially if they are Māori. For example, in New Zealand by the end of Year 1, literacy achievement for Māori children is lower than for any other ethnic group, even when the starting point is similar. Early literacy difficulties generally persist and lead to other issues such as attitudinal and behavioural challenges in the later years (MOE, 2017).

Ensuring effective early years’ educational experiences, strong home-school partnerships, effective home-school transitions, and the development of strong early-years foundations in literacy and numeracy is crucial for successful long term educational outcomes for all children. Success in the early years is also a powerful mechanism mitigating the risks faced by children disadvantaged by poverty, minority culture or both.

 21st Century Teaching and Learning “The present education system was designed for the 19th century industrialism and it’s overheating in a dangerous way. Reforming education isn’t enough. The real task is transformation. It will depend on the vitality, diversity and creativity of all its people.” (Sir Ken Robinson, 2011) 9 803

For the past century the dominant compulsory education model has involved “mass schooling”. That is, it has been teacher-centred involving a knowledge transmission approach. Traditionally, universities and other higher education organisations have determined what has been considered important for future generations to learn. In line with this teachers have been recruited, trained and equipped (in the main) as content experts in such fields and then been sent to teach in classrooms, on “mass” to students who have been expected to compliantly absorb and regurgitate whatever they have been taught. When this model of education was first set up the world was changing relatively slowly and what was taught in school in general could be applied beyond school. However, this traditional mechanism of education was designed for the industrial age and will not prepare young people for our rapidly changing times. The current rate of change facing the modern world is unprecedented and presents an enormous challenge for education, economies and communities.

Rapid changes in technology, access to new knowledge soon to double every twelve hours (Winthrop, McGivney, 2016) and the increasingly interconnected nature of global economies via new technologies and trade, are driving the world’s economies in new directions. Success in this new direction is demanding a new set of skills and competencies. Google for example currently looks for employees whose top skill sets are their learning ability and leadership rather than their content expertise or qualifications (Skills for a Changing World, 2016).

The old industrial pedagogic model underlying many of our classrooms will no longer cut it. A new model is needed if we are to successfully prepare our young for jobs that do not yet exist, to use technologies that have yet to be invented, and to solve problems that are yet to be created. This will require a rethink of education. This will require closing the gap between what is currently being taught and what needs to be learned. This will also require new ways of learning.

Implementing practices that develop deeper learning will need to be at the heart of this new way of learning. Active learning strategies that take into consideration the social and collaborative nature of learning and that place the child at the centre of the learning (e.g. self-directed learning, project learning, real world learning, work-place learning, and inquiry learning) are seen as the necessary mechanisms to ensure learning is effective in developing the range of competencies essential for success in dynamically changing 21st century communities.

In the wake of such change educators, scientists and policy makers are advocating for a growing number of skill sets and competencies considered critical for preparing today’s learners for tomorrow’s challenges. Examples of the types of competencies (i.e. the values, attitudes, and skills) considered necessary to help mitigate the known challenges posed by our rapidly changing world include:

- Thinking and Digital Skills: The new digital economy will require individuals to filter, analyse and create meaning from vast amounts of online information. This will demand skills such as complex reasoning and creative thinking. Digital literacy will also become essential as societies continue to digitise. Lacking digital skills will be like not being able to read or write. Skills from navigating, exploring, to building 10 804

content and coding, and collaborating with others in online communities will be essential.

- Technical and Soft Skills: As industries change new jobs will require young people to learn new skills many of which will require not only technical expertise but also interpersonal, intrapersonal and higher order thinking skill sets. Examples include: dependability, perseverance, motivation, social skills, team work, communication, collaboration, critical thinking, creativity, and so on.

- Character Development: Global citizenship will require the development of values and character and citizens who actually care about humanity, the world, and are able to work together to solve problems and who are proactive contributors to more peaceful and inclusive societies.

(Skills for a Changing world, 2016)

 Life Long Learning Opportunities Life-long learning – the ability to continuously learn and develop over the life span is now considered essential for each individual to develop both the content and competencies necessary to gain and retain marketability. The increasing rate at which new knowledge and new technology is created will continue to provide new work opportunities but it will also make the previous opportunities redundant. People will need to upskill to meet the challenges of these new opportunities. Self-directed and ongoing life-long learning will be increasingly required. Adaptive expertise – the ability to acquire and apply new knowledge and higher order skills and apply them in a variety of new contexts and situations will be essential in this new environment. Examples of the types of expertise necessary are likely to include being able to: - Generate, process and sort complex information - Think systematically and critically - Make decisions weighing forms of evidence - Ask meaningful questions - Be adaptable and flexible to new information - Be creative - Justify and solve real world problems - Acquire a deep understanding of complex concepts - Develop media literacy - Develop teamwork, social and communication skills.

(The Nature of Learning, 2012)

If communities are to ensure their on-going success in a time of dynamic technological, social and economic change, it is essential that provision exists for learners to access and be supported with ongoing opportunities for education that are relevant and meaningful (personally, socially and economically) given their specific contexts and environments.

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 Establishing Communities of Learning (Kāhui Ako) The research on the power of collaborative cultures in terms of getting better results has been accumulating for over 40 years. It points to the power of social capital – the agency and impact of strong and effective groups – to improve their own and student learning. In collaborative cultures, responsibility for the success of all students is shared among all members of the community (Fullan. M., Rincon-Gallardo, S. and Hargreaves, A., 2015).

In 2014 the Government introduced Kāhui Ako or Communities of Learning (CoLs) as part of their Investing in Educational Success Policy. The core aim of the initiative is built around improving student outcomes by promoting effective collaboration between schools and strengthening the alignment of education pathways (i.e. early childhood, primary, secondary, tertiary, etc).

Effective CoLs need to be clear about their purpose and the focus of their collaboration. The learner needs to be firmly at the centre, and being clear about what really matters in order to improve learner outcomes underpins the vision, purpose and focus of the CoL. Leaders and teachers within a CoL play a crucial role in driving the development of a compelling and collective vision inclusive of priority goals and targets that represent the perspectives and aspirations of all community participants, particularly students, parents and whänau. It is this collective commitment or “buy-in” by the community in terms of what really matters in teaching and learning and in learner outcomes that is crucial for a CoLs success (MOE, 2016).

Outside of a student’s family and background, the most important influence on learning, achievement and progress is the effectiveness of teaching (Hattie, 2012). That is, in terms of student outcomes there is a difference between expert and average teachers. Certain “ways of being” and certain “teaching practices” have a higher probability of being successful in promoting learning than others. CoLs attempt to address the challenge of variability in student outcomes both within and across educational organisations by shifting the focus to one of collaboration and away from one of competition.

Although, still in their infancy in New Zealand, CoLs have been designed and implemented to raise achievement by: - improving teaching practice across a collection of schools by enabling teachers to work together and benefit from each other’s knowledge and experience - helping all children benefit from the skills and knowledge of great teachers from across a group of schools/early learning services - achieving equitable outcomes for those who have been under-served by the system and particularly Māori and Pacific students, and - helping schools work together so it is easier for children to more effectively transition through the education system

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interventions, and then evaluate how successful this has been, will be critical to the success of CoLs. Suggested Council Strategies to Promote and Support the Themes

This document has been written following a thorough and lengthy consultation process. It has explicitly identified the key aspects of education that will likely have the most significant impact on the Masterton District and its future development (personal, social, and economic).

Having said that, MDC is not in a position and cannot be expected to ensure the success of these themes single handed. A collective approach involving many sectors of the community working together will be required. MDC is, in its current position, however, able to support the delivery of these themes by way of advocacy, leadership, resource provision (e.g. annual and other grants), and more formally through direct educational provision (e.g. programmes at the Masterton district library).

In line with this thinking, it is felt MDC could support the key themes via the following strategic actions. These are however, tentative in nature and in need of further consideration by both council and a potential Community Education Advisory Group once it is established.

OUR VISION

“Whakaoriori: Centre of Educational Excellence”

Priorities Strategic Direction

Meaningful Pathways Promoting and supporting effective transitions and pathways from and Coherent senior secondary school (and/or foundational education) to further Transitions education, training, employment or work

Educational Equity Promoting and supporting solutions for overcoming the barriers that lead to inequitable educational outcomes

21st Century Teaching Promoting and supporting the competencies, pedagogy and tools and Learning necessary for success in the 21st Century

Lifelong Learning Promoting and supporting the provision of, and ease of access to, relevant and effective lifelong learning opportunities

Communities of Promoting and supporting the establishment of complimentary and Learning effective communities of learning

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PRIORITY 1: Meaningful Pathways and Coherent Transitions

Strategic Direction: Promoting and supporting effective transitions and pathways from senior secondary school (or foundational education) to further education, training, employment and work

. Key Council Action

- Resource the work of YETE (financially and in kind via a MDC staffing allocation). See YETE Annual Plan for specific actions/outcomes.

PRIORITY 2: Educational Equity

Strategic Direction: Promoting and supporting solutions for overcoming the barriers that lead to inequitable educational outcomes

. Key Council Action

- Strengthen culturally responsive teaching and learning (for Māori and Pasifika) via the establishment of an expert advisor to work in ECE and schools in the Masterton District one day a week.

. Key Council Action

- Support the establishment and sustainability of Te Pātukituki o Wairarapa - A Centre for teaching, promoting, and celebrating Māori Arts (i.e. Toi Māori) with a key focus on enhancing: personal growth and development; language, identity, culture; healing, and wellbeing through the arts.

. Key Council Action

- Deliver, via the Library and Library Learning Centre, free-of-charge programmes and services that support families with preschool children disadvantaged by low socio- economic status and/or cultural-minority status, to ensure their children are ready and able to learn in a formal education environment.

. Key Council Action

- Deliver, via the Library and Library Learning Centre, free-of-charge programmes and services that support families with preschool children disadvantaged by low socio- economic status and/or cultural-minority status, to establish a rich, caring, supportive, and age-relevant learning environment in the home.

. Key Council Action

- Deliver via the Library and Library Learning Centre, free-of-charge programmes, for primary school children disadvantaged by low socio-economic status and/or cultural-minority status that support the development of literacy in the widest sense, including reading, numeracy and digital literacies.

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PRIORITY 3: 21st Century Teaching and Learning

Strategic Direction 3: Promoting and supporting the competencies, pedagogy and tools (digital) necessary for success in the 21st Century

. Key Council Action - Establish a Community Education Advocacy Group (CEAG) to promote and advocate for the development and use of 21st Century competencies, pedagogy, and tools in the districts education institutions.

. Key Council Action - Deliver via the Library Learning Centre (and Fab Lab), programmes that enhance the capacity of participants (including programmes for primary school children) to gain 21st Century competencies (e.g. collaboration, communication, innovation and creativity, critical thinking and problem solving, citizenship, and character) via the use of 21st Century digital technologies.

. Key Council Action - Deliver programmes in primary schools (disadvantaged by access to digital technologies) that enhance learning opportunities and learning outcomes via the use of digital technologies. For example, by providing coding and robotics programmes and design and maker opportunities.

. Key Council Action - Integrate Fab Lab into the Library Learning Centre and collectively provide developmentally appropriate digital learning opportunities across the full age range.

. Key Council Action - Promote and support the establishment of programmes that develop entrepreneurship and business enterprise in young people.

PRIORITY 4: Lifelong Learning

Strategic Direction: Promoting and supporting the availability of, and access to, relevant and effective lifelong learning opportunities

. Key Council Action - Establish a Community Education Advocacy Group (CEAG) to promote lifelong learning for self-development, employability, economic advancement, leisure and social activity

. Key Council Action - Establish professional collaborations and/or a higher-learning Community of Learning (COL) with the districts tertiary providers and businesses to: better identify community learning needs; to establish complimentary as opposed to competitive tertiary education provision; to strengthen pedagogy and programme delivery; and to ensure institutional sustainability within the Masterton District.

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. Key Council Action - Investigate the provision of a “One-Stop” digital platform (e.g. on the Masterton Council Website) specifically built to communicate and provide clarity of information and ease of access to all ongoing education opportunities available locally and regionally. - Extend this platform to include national and international on-line-learning opportunities.

. Key Council Action - Further develop and expand the Library and Library Learning Centre to better support life-long educational opportunities for the community including that of higher education, training, employment skills, and business development.

. Key Council Action - In line with the key directions of the MDC’s “Smart Development” document, investigate the provision of targeted higher education in Masterton through Massey University and/or other higher education providers.

. Key Council Action

- Deliver, via the Library and Library Learning Centre programmes and services that: o support families of preschool children establish a rich, caring, supportive, and age-relevant learning environment in the home o support families of preschool children better ensure their children are ready and able to learn in a formal education environment o support primary school children enhance their reading, numeracy and digital literacies

PRIORITY 5: Communities of Learning

Strategic Direction: Promoting and supporting the establishment of complimentary and effective communities of learning (CoLs).

. Key Council Action - Develop a higher learning CoL to better align and support the provision and sustainability of tertiary learning opportunities within the Masterton District. . Key Council Action - By way of CEAG, support the development of and provide advocacy to MOE-funded CoLs in the Masterton District.

OTHER Strategic Direction: Promoting and supporting the establishment of international fee-paying students in Masterton

. Key Council Action - Promote and support the enrolment and integration of foreign fee-paying students in Masterton District schools. 16 810

- Investigate the establishment of an international school catering for fee-paying students in Masterton.

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Appendices Page Overview of Current Providers of Education in the Masterton District 18 Overview of the Educational Provision by MDC 19 Education Performance and Related data for the Masterton District 21 Methodology Used to Inform this Document 23 Overview of the Findings 29 Statistics Referenced/Resources Consulted 31-32

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Overview of Current Providers of Education in the Masterton District

. The Masterton District, both rural and urban, is well served by a network of high quality early childhood services and schools. The district is quite unique in the number of formal education providers that exist given a total population of only 24,600 people. . These providers consist of 21 early childhood centres (including kindergartens, child care and education centres, home-based services, play centre, and kōhanga reo), twelve primary schools, and six secondary schools. . Tertiary education and training is also offered by the Wairarapa branch of the Universal College of Learning (UCOL) and the Taratahi Agricultural Training College, just south of Masterton. . The town is also served by a range of Youth Guarantee providers catering for youth (16-19 year olds) who have left school without formal qualifications and, particularly without NCEA Level 2. Included amongst these are the Wānanga o Aotearoa (TWOA) and a range of Private Training Establishments comprising of the YMCA, the Salvation Army, Trade and Commerce, and Ngā Kanohi Marae. . Masterton is also served by Wairarapa Rural Education Activities Programme (REAP), who provide supplementary and complementary services to education providers along with the direct provision of education to learners. . A number of other community organisations (whether council funded, community-grant funded, church funded, and or volunteer run) exist within the community and offer a range of educational programmes and services to the public. Examples of such providers include the Masterton District Library and the Citizens Advice Bureau.

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Overview of Educational Provision by the Masterton District Council

A wide range of council activities contribute directly or indirectly to supporting education and education-related learning in the Masterton District. The table below illustrates recent contributions by MDC:

Services Programmes/Programme Grants and Other Funding Support Support Wairarapa Road Safety Creative Communities Major Services o o Road Safety Education Aratoi Library: o o Ltd (RYDA Program) Wairarapa REAP . General information Civil Defence/Emergency services o Access Radio Management . Internet assistance Arts workshops (e.g., drawing, Enviro-schools . Adult literacy o puppetry, film-making, creative Paper4Trees . Adult IT support, courses o writing, writing and performing Flexi-wage workers and qualifications o poetry, drama, printmaking, choral) MDC Internships . Free online education o Community Development Grants Student work o services (Lynda.com) o Aratoi experience . Adult book clubs and Wairarapa Youth Education Training Wairarapa Youth reading groups o and Employment Network (YETE) Education Training and . Seniors Celebrate Employment Network Wairarapa Resource Centre, . Pre-school reading (YETE) Partnership Wairarapa Community Centre programmes School holiday Wairarapa Volunteer Centre . Youth reading o programmes Wairarapa Women’s Centre programmes Youth Council Wairarapa Community Counselling . Youth math programmes o Life Education Trust Centre . IT programmes, e.g. o Dog Safety Presentation Connecting Communities Wairarapa coding, robotics o for schools Stopping Violence Services . Maker/creator activities Solway Equestrian Wairarapa Road Safety Council . Class and community o Academy Road Safety Education Ltd visits Life Education Trust Wairarapa Archives o Wairarapa Citizens’ Advice Bureau o Community facilities, e.g., pools, halls Masterton Family Education and Support Centre o Parks, cycleways, walkways, etc Henley Men’s Shed Riversdale Beach Surf Lifesaving Club Advisory Services Literacy Wairarapa (Adult Learners) o Road Safety SPELD o Building, Planning, o Sponsorship Regulatory, Roading, and 10th Annual Aspiring Leaders Forum, Services Tuia te Heretangata leadership o Waste management and development course for Māori youth Minimisation o Scholarships o Civil Defence/Emergency Murray King Memorial Scholarship, Management Peter Laing Memorial Scholarship, o Economic Development UCOL Scholarship Advisory Long Term Council Community o Plan/Annual Plan Other Services Aratoi, • MDC website Pukaha Mount Bruce • Neighbourly Wairarapa Youth Education Training • Information signage, e.g., and Employment Network (YETE) historical, cultural Connecting Communities Wairarapa REAP 20 814

• Community development Sustainable Wairarapa support and guidance Wairarapa Youth Council, • Waitangi Day celebrations Wairarapa Youth Strategy (education and culture) Enviro-schools • International student Neighbourhood Support, Junior support Neighbourhood Support • Teacher exchange with Te Awhina Cameron Community Changchun, China House • Mayors’ Taskforce for Jobs Ko te Aroha Children’s Centre Parent Education Programme Wairarapa Women’s Centre Wairarapa Workforce Development Literacy Wairarapa (Adult Learners) Safer Wairarapa Safe Communities Wairarapa Physical Activity Strategy Te Kura-a-Rangi Trust WINZ work schemes Masterton East Youth Group Fab Lab Masterton Shear History Trust Cobblestones

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Education Performance and Related Data for the Masterton District

Student Achievement and Other Education-Related Data – Masterton District

Indicator Masterton DC New Zealand Masterton Status

EARLY CHILDHOOD December 2015 – All December 2015 – All o Masterton slightly above the EDUCATION – BPS Target 2 99% 96.2% national average and in line In 2016, 98% of children with Better Public Services starting school will have (BPS) Target 2. participated in quality early childhood education Ethnic breakdown Ethnic o Masterton Māori about the Māori : 95.2% breakdown Māori: national average but below 94.6% BPS Target 2.

NATIONAL STANDARDS – 2015 – All 2015 – All o Overall, Masterton slightly BPS Target 3 Reading: 79.6% Reading: 78% below national averages and In 2017, 85% of students ‘at’ Math: 73.2% Math: 75.5% considerably below BPS or ‘above’ national Writing: 69.7% Writing: 71.4% Target 3. standards for reading, Gender breakdown Gender breakdown o Overall, Masterton boys (M) writing and mathematics Reading: Reading: at about national averages. M – 75.3%; F – 83.8% M – 73.9%; F – 82.4%% o Masterton girls (F) slightly Math: Math: below national averages. M – 73.3%; F – 73.1%: M – 74.8%; F –76.2%: o Masterton boys significantly Writing: Writing: below girls for reading and M – 62.5%; F – 76.8% M – 63.9%; F – 79.4% writing Ethnic breakdown Ethnic breakdown o Overall, Māori slightly below Māori: Māori: Māori national averages. Reading: 70.9% Reading: 68.8% o Masterton Māori significantly Math: 62.8% Math: 65.4% below combined cohort Writing: 58.8% Writing: 61.6% averages for Masterton. o Masterton Māori considerably below BPS Target 3 School Leavers with NCEA 2015 2015 o Overall, Masterton students Level 2 Males: 76% Males: 76% slightly above national Females: 87% Females: 82% averages. All: 81.8% All: 79.1% Actual: 341 out of 417 Ethnic breakdown Ethnic breakdown o Masterton Māori significantly Māori: 72% Māori: 62% above national averages for European: 84% European: 83% Māori. o Masterton Māori significantly below European and combined cohort averages. 18 year olds with NCEA 2015 2015 o Masterton above national LEVEL 2 - BPS Target 4 Males: 84.9% Males: 81% averages. In 2017, 85% of 18-year-olds Females: 88.9% Females: 85.8% will have achieved NCEA All: 87.2% All: 83.3% Level 2 or an equivalent Actual: 375 out of 430 qualification 22 816

Ethnic breakdown Ethnic breakdown o Masterton Māori significantly Māori: 82.3%% Māori: 71% above national Māori European: 89.3% European: 87.3% averages. o Masterton Māori below European and combined

cohort averages. o Māori slightly below BPS Target 4. Tertiary Participation 2015 – European 2010-15 – All o Masterton student Tertiary % of school leavers enrolled Uni: 30% (103) Uni: 31% participation rates for in tertiary within one year of L4-6: 14% (49) L4-6: 13% European similar to national leaving school L1-L3: 16% (56) L1-L3: 17% trends. Not: 40% (139) Not: 39% o Masterton Māori tertiary 2015 - Māori 2015 – Māori participation rates much Uni: 12% (11) NA lower (except at the lowest L4-6: 9% (9) tertiary levels 1-3). L1-L3: 21% (20) o Tertiary non-participation Not: 56% (51) rates are considerably higher for Masterton Māori. School Retention 2015 2015 o Masterton Māori leave % Leaving at Age 16 European: 13% NA school at 16 at twice the rate Māori: 26% of European.

School Suspensions 2015 2015 o Masterton Māori over 3x (per 1000 students) European: 3/1000 NA more likely (per 1000 Māori: 6.2/1000 students) to be suspended than European. School Stand-downs (per 2015 2015 o Masterton Māori almost 3x 100 students) European: 12/1000 NA more likely to be stood-down Māori: 32.3/1000 than European.

Whole of Population 2013 2013 o Masterton District slightly Qualifications Higher Degree: 3% Higher Degree: 5.7% lower level of degree Highest qualifications for Bachelor Degree: 8.1% Bachelor Degree: 12.1% attainment to the rest of NZ the whole of population Post school: 22.4% Post school: 19.9% o Masterton District slightly across the Masterton School: 30.9% School: 32.5% higher level of post-school district based on 2013 NZ None: 24.8% None: 18.6% qualifications to rest of NZ Census data Not stated: 10.9% Not stated: 11.1% o Masterton district is 6.2% higher than rest of NZ for no qualifications

BPS—A national target-based initiative to create new ways of delivering better public services.

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Methodology for Informing this Documentation

Keeping in mind the focus of this draft education strategy has been to:

- identify those aspects of education that will have the most significant positive impact on the development of the Masterton community and its people (all its people), and - to consider how the MDC might best support these aspects of education,

The following methods have been used:

. A review of recent educational literature . A review of recent Government educational documents . A review of education strategies from other Territorial Local Authorities (TLA) . A review of published education data for the district . A review of recent ERO reports for the district . A review of transition to employment data . A review of local education organisation strategy documents

(NB - a comprehensive appendix of references can be found on page 25)

In addition to the above thorough efforts were made to engage (via survey and/or interview) relevant members of the Masterton community for their thoughts regarding the issues and opportunities that exist for education in the Masterton District. The key groups consulted included:

. Ngāti Kahungunu ki Wairarapa . Rangitāne o Wairarapa . Past and present school principals . Past and present local tertiary leaders . Other relevant community stakeholders

The interviews and surveys were based around three questions:

1. What, in your view, is the single most significant education challenge/s facing your organisation? 2. What, in your view, is the single most significant education challenge/s facing the Masterton District? 3. What council supported education initiative/s in your view will have the most significant and positive influence on the future of our district (e.g. personally, socially, and economically)?

Overview of Findings

 Overview of Recent Educational Literature/Research There is an extensive range of contemporary research identifying the challenges faced by the current school system, and suggesting how a shift towards 21st century pedagogical practices will aid in developing our current students into more socially-functioning and successful future citizens. Much of this research reveals overlapping themes and core ideas:

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. A focus on developing a curriculum stripped of superfluous content and replaced with competencies such as the following identified as essential for 21st century learning; Critical Thinking, Creativity, Collaboration, and Communication. Relevant, Real World Learning... (McGuiness), A Blueprint for Education... (Horn), New Work Order (FYA) . A focus on ensuring that all students have access to technology in schools, and are trained to be digital natives, so that they can use technology to create, design, and innovate knowledge, rather than simply access it. A Blueprint for Education... (Horn), The Rhetoric and Reality (Hood), Skills for a Changing World... (Winthrop), Swimming out of our Depth... (Bull)

. Creating educational spaces that are more inclusive of a diverse range of cultural, emotional, spiritual, and mental sensitives; sizing the educational boot to fit the student. Raising Student Achievement... (Education Review Office), A Blueprint for Education... (Horn), Rangatahi Health and Wellbeing... (Webster)

. Establishing closer links between schools and the wider community by forming Communities of Learning, with businesses, council, and other community parties intricately tied to the success of schools. Relevant, Real World Learning... (McGuiness), A Blueprint for Education... (Horn), Vocational Pathways... (Education Review Office), New Work Order (FYA), Skills for a Changing World... (Winthrop)

. Encourage and motivate integrated pathways from schooling to paid work or further training for young people. A Blueprint for Education... (Horn), Vocational Pathways... (Education Review Office), The New Work Order (FYA), The Rhetoric and Reality (Hood), Future-Focused Learning... (21st Century Learning Group)

 Overview Ministry of Education (MOE) Goals . The Ministry of Education’s (MOE) Four Year Plan 2016–2020 identifies three general goals: - The education system is relevant and reaches all children and students - Every child and student achieves educational success, and - New Zealanders have skills and knowledge for work and life.

. These general statements are broken down into MOE intentions for the early childhood, schooling and tertiary sectors. The specific foci include: - Improve student-centred pathways - Implement Kāhui Ako (Communities of Learning) https://education.govt.nz/communities-of-learning/ - Champion 21st century practice in teaching and learning www.minedu.govt.nz/FutureFocusedLearning 25 819

- Strengthen education inclusion - Get at-risk young people into a career - Boost achievement of Māori and Pasifika - Deliver skills for industry - Improve adult literacy and numeracy

 Overview of Regional Council Education Documents . Although the Masterton context will be different from other TLA’s, considerable commonality existed across these councils in terms of their respective focus areas for education. The following council education (or education-related) documents were reviewed: Horowhenua District Council; Kāpiti Coast District Council; Porirua City Council; Auckland City Council; Gisborne City Council; Toi Moana Bay of Plenty Regional Council; The Southern Initiative (South Auckland) Mayoral Briefing; and the Community of Manukau Education Trust Annual Report. The education themes or focus areas included: - Equitable outcomes particularly for priority (Māori/Pasifika) learners (4x) - Youth transitions and aligning education and industry sectors (4x) - Establishing education and cross sector networks (2x) - Life-long learning (2x) - Skills training for employment (3x) - Retaining, developing and attracting young people (2x) - Foundation early learning/early literacy (2x) - Supporting innovative learning/pedagogy (2x) - Council cadetships - Sustainability initiatives - Mentoring programmes - Regionally relevant tertiary education - Education sector alignment - Adult education - Develop youth education skills strategy - Data analysis - Language strategy - Education-related advocacy - Education awareness raising - Support iwi education plans - Community-based science, technology, engineering, math (STEM) projects - Financial literacy, place-based financial well-being - Family learning programmes - Developing entrepreneurs and enterprise - Establishing social enterprise networks - Establishing “Maker Hoods”.

 Overview of Recent ERO Reviews for Masterton Early Childhood Education (ECE) Centres and Schools . ERO reports covering Masterton District’s six secondary schools, a Teen Parent Unit, nine primary schools, and 11 ECE centres were reviewed covering a period from 2010–2016. All 26 820

schools but three were placed on a three year review cycle. Of the three, one was on a 4-5 year review cycle and two were on a 1-2 year review cycle.

. Several developmental themes were prevalent across these reviews. They included: - Student writing, assessment - Future-focused learning - Culturally responsive practice, and - School self-review . In terms of primary and secondary themes, “culturally responsive” practice was the singular most dominant theme while for ECE, “self-review” was the dominant ERO theme.

 Overview of Available Employment-Related Data . Accessing useful data specific for the MDC from the various ministries and data services has proven difficult despite Official Information Act requests being lodged. Despite this the information below provides a general picture for New Zealand and the Masterton District.

o MDC unemployment figures at March (2017) were 5.9% compared to 5.0% for New Zealand (Infometrics, Quarterly Economic Monitor, March 2017) o MDC Māori unemployment rates at the 2013 Census were 15.7% o Working age jobseeker support recipients grew by 5.3% for the year to March 2017 compared to the previous year. o A total of 812 people were receiving the job seeker benefit for the 12 months up to March 2017 (Infometrics; Quarterly Economic Monitor, March 2017) o Numbers of NEETS (not in employment, education or training) across the 15-24 age range for New Zealand ( a total of 674,000 young people) were 86,000 which included 32,000 registered as unemployed and not in education. 192,000 of this age group are in education (Stats, NZ, 2017) If we do not include those in education in the figures, the unofficial unemployed rate is about 18% for this age group (i.e. 86,000 out of 482,000). o In the 15-19 age range in Masterton there are 1545 young people. Of the total in the labour force (750), 564 were employed and 186 are unemployed (Census data, 2013). As a proportion of the labour force (186/750) about 25% are unemployed (unofficial measure). These figures do not include those not in the labour force (732), a large proportion of whom will be in education and the 63 who cannot be accounted for (likely not to be in formal education or work). o In the 20 – 24 age range in Masterton there are 1230 young people. Of the total in the labour force (918), 774 are employed and 138 are unemployed (Census data, 2013). As a proportion of the labour force (138/918) about 15% are unemployed (unofficial measure). These figures do not include those not in the labour force (252) a proportion of whom will be in education and the more than 50 who cannot be accounted for (likely not to be in formal education or work). o In the 16 – 17 year old age range in the Masterton District, NEET enrolments at the Wairarapa Youth Services (whose role is to get young people of this age back into education) tend to range from 95 – 130 - depending on the time of the year (verbal report from MSD, 2017). These include, youth receiving the Young Parent Payment, 27 821

the Youth Payment, and other NEETs not entitled to a payment. It is unknown how many 16-17 year olds (ineligible for a benefit due to their age and situation) do not take advantage of this service and are therefore not included in the statistics.

. Irrespective of how these figures compare to the rest of the country, it is clear the MDC has far too many young people who are either unemployed, and/or not in education or training.

 Overview of Local Education Strategy Documents . Rangitāne o Wairarapa (RoW) and Kahungunu ki Wairarapa (KKW) both hold Mana Whenua status in the Masterton District and the wider Wairarapa. Both also have clearly articulated Education Strategies and curriculum. For Rangitāne the key document is - Iti Kahurangi and for Kahungunu it is - He Heke Tuna He Heke Rangatira. Generally speaking both documents view education as critical for the development of their respective peoples and in particular by way of strengthening the understanding and connection of their people with their respective cultures, tikanga, language, histories, and stories. Similarly, both documents state that strengthening iwi relationships with educational organisations is crucial to supporting this process and accordingly encourage and offer support for those organisations to be proactive towards this end.

. Lands Trust Masterton (LTM) have commissioned several education reviews investigating the effectiveness of their own funding of education in Masterton. Significant among these has been the Core Education Report (2015). In addition to recommending processes by which LTM might improve how it distributes its funds, it also highlighted aspects of education in Masterton considered high in need of support. These included: - Improving equity of education outcomes particularly for Māori and Pasifika - Improving collaboration amongst educators and the community - Developing future-focused education practices including the use of technology, digital literacies and the application of modern learning environments - Addressing the social issues associated with poverty, and - Strengthening culturally responsiveness practice.

. In 2016 LTM conducted another review of its educational spending. The findings, in terms of the key educational issues facing the Masterton community, in general supported the findings of the Core Education Report. These included (the top 5 in priority order): - Better networking and collaboration amongst educators and the community - Culturally responsive teaching (equity) - Improved transitions (between and beyond school) - Future-focused learning, and - Digital technology

. The 2008 McCombie Report, like the Core Education Report was commissioned to address the effectiveness of the LTM educational spending. In addition to identifying processes to more effectively determine and target educational funding the report identified several areas where funding might be assigned. These included: - Professional development 28 822

- ICT, innovation and best practice - To improve clustering and collaboration, and - Supplementing MOE contracts.

. In 2013 a Social Sector Trial Youth Action Plan was developed and focused on how agencies and organisations in the Wairarapa could work together to impact outcomes for young people living across the region. The Action Plan identified 5 Outcome Areas. These included: - Reduce offending; reduce truancy - Reduce risky sexual behaviour - Reduce alcohol and drug abuse - Increase participation in education, training, and employment - Specifying the establishment of pathways via school curriculums to local industry.

 Overview of Available Educational Achievement and Other Education-related Data . The Public Achievement Information (PAI) for 2015 for Masterton, displayed in the table on pages 7–8, shows that overall the District has improved its outcomes for ECE and school learners and the district generally compares favourably with the national average measures. Having said that, the Masterton District is still well below BPS Target 2 for reading, writing and math as established by the Government.

Māori student achievement in mainstream schools continues to be well below that of European students. Māori youth also feature disproportionately in terms of local offending (refer to the Social Sector Trial Youth Action Plan), school retention rates (i.e. at 16 Māori leave at twice the rate of European students) and in terms of less successful beyond-school pathways and work. For example, Māori unemployment (2013 Census data) for 15+ year olds is 15.7%, over twice the rate of the combined population cohort for the district. The continuation of such trends will not only seriously impact on the life outcomes of those young people concerned but also the Masterton community as whole. Unemployment, a lack of skills or interest in learning, and disengagement from the community often results in criminal offending and incarceration for major crimes; figures supplied by the Corrections Department in 2007 indicated the average cost of incarceration per inmate was $253 a day—or $92,345 a year (Dominion). And based on rises of incarceration fees from seven years previously, these figures are projected to have risen significantly.

By reforming the school curriculum with a greater focus on readying our young people for real-world work, these exorbitant costs to individuals and communities (which should also include the cost of lost potential) are more likely to be addressed. The long term personal, social, and economic costs of educational underachievement, poor work outcomes, and the subsequent issues associated with poverty, considerably outweigh the short-term costs of addressing such inequality.

 Overview of Interview/Survey comments from Iwi . Key comments from representatives from Rangitāne regarding how the council might potentially support education within the district included: - Support a focus on educating the whole person 29 823

- Support young people and their families to overcome the negative impact socio- economic factors can have on educational attainment - Support the inter-generational re-building of youth and families fighting to overcome the impacts of colonisation - Support getting the whānau-school relationship right - Build hope and efficacy - Retain our young in Masterton to prevent Masterton from becoming “old folks home” - Retain a healthy young adult population by better connecting educators and employers, and - Install visual art/signs (e.g. artwork, murals, pou) that send clear messages that taha Māori is valued and celebrated in Masterton.

. Key comments from representatives from Ngāti Kahungunu ki Wairarapa included: - Funding an iwi education position - Supporting the formation of Kāhui Ako across Masterton - Supporting the development of culturally responsive practice in the town’s schools - Teaching that strengthens Wairarapatanga - Supporting the development of innovative and inspiring learning programmes (e.g. digital literacy, information technology, financial literacy, entrepreneurism) - Strengthening iwi, hapū, whānau, and school relationships - Mentoring, and - Facilitating transitions especially from education into the workforce.

 Overview of Interview/Survey comments of Principals and other local Stakeholders Following consultation with Principals of a variety of schools and invested local stakeholders in the Masterton District, the following general themes and messages emerged in terms of the areas in greatest need of support:

. A summary of survey and interview feedback follows. It has been categorised into themes or ideas occurring more than once and from the most frequently reported themes to the least: - Ensuring successful transitions beyond school (especially for the at-risk learners) - Establishing 21st century pedagogy (i.e. authentic/real learning, rich learning tasks, holistic learning, student-centred learning, digital literacies, etc) - Improving Networking via Communities of Learning - Ensuring teaching practice is responsive to Māori learners and those from backgrounds of poverty (culturally responsive) - Supporting schools to address issues resulting from backgrounds of poverty - Support schools to address behavioural issues including supporting teacher-aide funding or funding teacher-aide training via UCOL - Strengthening early childhood (pre-school) development - Retaining students (especially Māori) in school and in the community beyond school - Provision of life-long learning via effective tertiary provision - Develop an Eastside Hub - Shortage of classroom space and spaces conducive to modern learning 30 824

- Provision of mentoring support - Support the growth of extra-curricula activities such as sport

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Governmental Education Documents and Statistics Consulted

COMET Auckland. ‘‘COMET Annual Report Auckland 2015–2016’’. COMET Auckland. 2016.

COMET Auckland. ‘‘COMET: Youth Employability Programme Evaluation’’. Evaluation Associates. February 2017.

Education Counts. ‘‘How does New Zealand’s education system compare…’’. Education Counts website. September 2016.

Education Counts. ‘‘Education and Learning Outcomes’’. Education Counts website. 2016.

Graves, Arthur. ‘‘Strengthening Progressions from Education to Employment’’. Wellington Cross Sector Forum, Ministry of Education. 2016.

Kāpiti Coast District Council. ‘‘Strategy for Supporting Education on the Kāpiti Coast’’. 2012.

Horn, Dr. Murray and Pratt, Dr. Mike. ‘‘A Blueprint for Education System Stewardship’’. Ministry of Education et al, State Services Commission website, August 2016.

Horowhenua District Council. ‘‘Education Action Plan 2016–2019’’. 2016.

Ministry of Education. ‘‘Four Year Plan 2016–2020’’. July 2016.

Ministry of Education. ‘‘Masterton District Education Profile 2014–2015’’. Ministry of Education. January 2016.

Ministry of Education et al. ‘‘Wairarapa Youth Action Plan…’’. December 2014.

Ministry of Social Development and Ministry of Youth Development. ‘‘Briefing to the Incoming Minster: Working with Young People…’’. 2012.

Ministry of Social Development. ‘‘Information on Quarterly Welfare Assistance…’’. March 2017.

Parata, Hekia. ‘‘Māori and Pasifika closing Achievement Gap’’. New Zealand Government website. February 2016.

Porirua City Council. ‘‘Strategic Action Plan for Porirua’s Children and Young People’’. 2017.

Porirua City Council. ‘‘Status Report: Children and Young People in Porirua’’. 2017.

The Southern Initiative. ‘‘Mayoral Briefing: The Southern Initiative’’. Auckland City Council, February 2017.

The Southern Initiative. ‘‘Unlocking Opportunity in South Auckland: Year in Review’’. Auckland City Council, September 2016.

Toi Moana Bay of Plenty Regional Council. ‘‘Regional Growth Study’’. Ministry of Business, Innovation, and Employment. May 2015.

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Secondary Resources Consulted

Anderson, Diana. ‘‘Secondary Schools: Pathways for Future Education, Training, and Employment’’. Education Review Office website, 2013.

Bolstad, Rachel and Gilbert, Jane et al. ‘‘Supporting Future Oriented Learning and Teaching’’. New Zealand Council for Educational Research website, 2012.

Bull, Ally and Gilbert, Jane. ‘‘Swimming out of our Depth? Leading Learning in 21st Century Schools’’. New Zealand Council for Educational Research website, 2012.

O’Connell, Miranda. ‘‘The Power of Co for building collaborative fitness in the Wairarapa’’. Twyfords, March 2016.

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028/18 To: Your Worship and Members

From: Pim Borren, Chief Executive

Date: 28 February 2018

Subject: Chief Executive Report

FOR INFORMATION

Recommendation: That Council notes the information contained in Report 028/18.

Purpose The purpose of this report is to provide Council with an update on the key projects and areas of focus for the Chief Executive and Senior Leadership Team.

Chief Executive’s Overview 1. It has been very busy with preparing our LTP for audit and consultation. I would like to acknowledge especially Nerissa, Tania, David Paris, as well as other senior managers. 2. We have had a number of staff vacancies which we are in the process of filling. I am very pleased with the calibre of applicants. Masterton District Council is being recognised now as a place of choice for potential staff. 3. The Office of CE has been particularly stretched with two staff leaving for maternity leave adding to the vacancies caused by Kieran and Sam’s departure. Amber also left last week to go into her new role running Kieran’s local Labour Party office. I am pleased we are now promoting staff from MDC and sadly this is a consequence of being recognised as an organisation which has high performing staff. 4. I am very pleased that our budget is still running on track for a 3% outperformance for the year. As always there are unders and overs but obviously the growth in building activity has generated additional income for MDC 5. In my role as Vice President of SOLGM I have been able to attend several key meetings recently with CEOs across various central government departments. As well the Local Government Think Tank is now working more closely with SOLGM as we promote a range of initiatives to present to the new government. 6. We have brought our cleaning contract in‐house and I am grateful to Jenny and Dani for arranging this change. The two cleaners are reporting to Jenny for now. 7. I am pleased with the work Boffa Miskell is carrying out with respect to our CBD design and vision for the future. They have built on the work of Massey University and UNICEF in helping create a plan for us to talk to our community about. 8. The three Wairarapa Councils and Greater Wellington Regional Council have agreed to develop a Wairarapa Economic Development Strategy and Steve Maharey has agreed to lead this work. The scope of the work to be undertaken and the cost allocation will be agreed to by all four councils. 9. I have agreed in principle for our Community Facilities and Activities Team to advertise two new roles to replace the work Kirsty McCarthy has done for us in the past. The additional 829

work around our property portfolio and issues related to earthquake strengthening and senior housing has led us to believe that this workload needs a higher level of internal staffing commitment than we have had in the past. The new Facilities Manager role will also encompass the increased maintenance responsibility for the pool and stadium and AJ has convinced me that we can fund the role through other savings (e.g. Recreation Centre contract). 10. I have been working closely with LGNZ and SOLGM on the issues related to local government funding and the challenges all councils face in being so reliant on property rates as our main form of revenue. We are expecting to see higher than usual rates increases around the country as the increased construction costs (e.g. for roads and pipes) hit home. We are determined for central government to assist LTAs more as we see greater compliance costs and improved standards in areas such as water and other infrastructure (sewerage). We are keen to get some rewards for the increased central government revenues created through tourism and regional economic growth (i.e. shared GST revenues for instance).

Infometrics Masterton District Economic Quarterly Economic Monitor

The latest Infometrics Masterton District Quarterly Economic Monitor is attached to this report (see Attachment 1).

Compliments/ complaints We are continuing our focus on customer service. During the period 6 December 2017 to 19 February 2018 there have been 16 compliments and 16 complaints received.

Sort and Dispose Project Update The ‘Sort & Dispose’ project at the Chapel Street building was set up to address the significant accumulation of paper and other items in the basement, and other storage areas of the building. Two students were employed over the summer period and under the guidance of Gareth Winter and Audrey Dench, have successfully achieved the following outcomes:

 Approximately 6 tonnes of non‐confidential paper and other materials recycled or disposed if as appropriate.  An additional 1.6 tonnes of expired paper records removed for confidential shredding.  Approximately 700 document cartons packed with records that are required to be kept. These records are now in a “lift & shift” state so they can moved to storage at the appropriate time. All cartons and documents have been indexed meaning these records are trackable and discoverable.  The most interesting discovery was an old parking meter that had been removed from town and never disposed of.  The most notable discovery was a pack of conference material from 1987 on “Records Management”! The project was completed within budget and on time and addressed the vast majority of items stored at the building. Those items that still require some work have been identified, for example large‐format building plans, and will be addressed at the appropriate time. The project team would like to acknowledge and thank those staff that gave their time to assist in identifying and appraising items. 830

Financials The summary level Rates Requirement report for 7 months to 31 January 2018 is included below. Points to note in the 7 months to date detail are:  Overall the Council planned to have spent $17.74 million rates funded expenditure (net of other external income). The actual result shows $17.26 million or 2.7% less than it planned.  It is anticipated that the majority of this 2.7% saving will translate to the end of the financial year, but it remains dependent on continued careful management of budgets and no adverse weather events that could require significant unplanned expenditure.  Roading activity is on track year to date. Some renewals expenditure has been incurred in January as the reseals contract is progressed. Some further savings against the plan can be anticipated by year end.  Urban water costs overall are 2.4% below plan with over spending on connections maintenance and underspending on operating costs at the water treatment plant.  Urban wastewater revenue includes sales of baleage from last year’s stock and current production. Lower interest costs contribute to the 1.7% overall underspend.  Solid waste costs were impacted by one‐off payments for establishment of the new contract. Other contract costs savings are now offsetting that to be underspent YTD.  Parks & Reserves have achieved some savings on budgets but some project budgets have yet to be spent. The Recreation Centre net operating costs are close to planned.  The Library and Archive have made a 1.7% operational savings overall.  Other Property was impacted adversely by an unbudgeted grant to the Tinui rural fire station project, but other savings have helped offset this YTD.  Mawley Park income is 22% ahead of YTD plan, while its costs are running close to planned.  Resource Management & Planning income is ahead of Planned. Financial contributions YTD of $673k, are $481k ahead of planned.  Building Consent income is 40.5% ahead of plan, reflecting the busy period and high volumes of consents. Costs are also above the planned level by 9.1%, but the net position is $127k better than budgeted YTD.  In the Representation activity, the costs paid for the amalgamation poll have not been budgeted. This is partly offset by other savings YTD  In the Corporate areas there are unders and overs which balance each other out to result in a small $3k variance from plan at 7 months to date. 831

2017/18 7 Months to 31 January 2018 7 mths Rates Requirement Summary 2017/18 2017/18 Variance 2017/18 2016/17 7 Months YTD Plan Full Year Plan $ RATES REQUIRED BY ACTIVITY $ $ $ % $ Transport 2,712,291 Roading 3,011,207 3,032,429 21,221 0.7% 5,856,516 Water Services 1,768,337 Urban Water supply 1,820,766 1,865,460 44,694 2.4% 2,996,076 (4,816) Rural Water supplies & races 54,872 54,440 (432) 93,115 Wastewater Services 3,698,040 Urban Wastewater system 4,301,509 4,374,587 73,078 1.7% 6,434,484 235,821 Rural Wastewater systems 284,808 301,888 17,080 305,984 Stormwater Services 253,386 Stormwater 340,862 349,461 8,599 2.5% 500,279 Solid Waste Services 49,338 Solid Waste Services 394,022 448,054 54,032 12.1% 690,953 379,909 Waste Minimisation Services 184,441 210,648 26,207 12.4% 314,543 Community Facilities/Activities 1,200,167 Parks, Reserves & Sportsfields 1,413,899 1,440,956 27,057 1.9% 2,338,436 760,548 Trust House Recreation Centre 513,554 516,981 3,426 0.7% 931,778 30,818 Cemeteries 24,772 34,936 10,164 72,492 Internal vehicle fleet costs 908 5,694 4,786 19,638 964,507 Library & Archive 1,049,209 1,065,805 16,596 1.6% 1,878,415 376,994 District Building 275,205 311,756 36,551 11.7% 456,861 39,287 Housing for Elderly 68,481 63,696 (4,784) 28,809 313,883 Other Property 472,216 489,021 16,805 722,665 52,734 Hood Airport 76,670 75,637 (1,033) 169,957 69,819 Mawley Holiday Park 56,530 88,162 31,632 124,548 Community Services 668,922 Community Development 736,497 729,423 (7,074) ‐1.0% 927,539 292,405 Arts & Culture 306,933 317,920 10,987 3.5% 432,901 470,916 Economic Development 523,218 517,245 (5,973) ‐1.2% 862,434 Planning & Regulatory Services 406,826 Resource Mgmt & Planning 401,744 427,636 25,892 6.1% 750,469 211,991 Building Control 72,879 199,526 126,647 327,397 248,410 Environmental Health 234,917 226,012 (8,905) 373,146 (44,466) Parking Control (32,637) (43,295) (10,658) (74,231) 20,415 Dog Control 8,936 18,586 9,650 37,385 206,239 Rural Fire ‐ ‐ ‐ 0 103,292 Emergency Management 125,711 125,556 (155) 184,569 Governance 349,562 Representation 411,176 373,517 (37,659) 634,222 (10,897) Internal Functions (net) 125,817 121,115 (4,702) ‐ $ 15,824,678 Total Rates Requirement $ 17,259,123 $ 17,742,852 $ 483,729 2.7% $ 28,391,383 RATES INCOME 16,061,361 Masterton District Council rates* 16,564,565 16,514,973 49,592 28,311,383 129,207 Penalty Income 121,027 120,000 1,027 200,000 (71,604) Rates Remissions (93,574) (70,000) (23,574) (120,000)

$ 16,118,964 Net Rates Income $ 16,592,019 $ 16,564,973 $ 27,045 0.2% $ 28,391,383 $ 294,286 Surplus/(Deficit) of Rates Income ($667,104) ($1,177,877) $ 510,774 2.9% $ 0 832 ATTACHMENT 1 Quarterly Economic Monitor Masterton District September 2017 Overview of Masterton District Masterton District’s economy is in the midst of a strong upswing. Infometrics’ provisional estimate for GDP showed growth of 3.5% in the September 2017 year, which was much stronger than the national average of 2.5%.

Most indicators of investment and spending in Masterton have improved. Traffic flows grew by 6.0% in the September 2017 year, well ahead of the national average of 2.3%. Commercial vehicle registrations have recorded a modest gain over the past year, but car registrations surged up by 20%.

Masterton’s tourism sector is expanding at a steady pace. Expenditure was up by 2.9% in the year to September and guest nights in commercial accommodation grew by 5.5%. Guest nights growth was more than double the national average of 2.6%. Rising guest nights is a respectable result, given that private listings on Airbnb in Masterton have risen by 94% over the past year.

Given all of that, it’s no surprise that the retail sector in Masterton is faring well. Marketview data on electronic card transactions showed growth in retail trade of 6.2% in the September year, outperforming the national average of 3.8%.

The housing market remains healthy. Granted, the number of house sales in the district dipped by 6.5% in the September year. But the level is still high by historical standards. Meanwhile, house price growth in Masterton accelerated to more than 24%pa in September. That was the strongest rate for a decade.

Masterton’s reasonably affordable housing (despite recent strong growth) combined with good transport linkages to Wellington are clearly proving attractive. The district’s population expanded by 600 in the June 2017 year, or 2.4%.

There is plenty of work in the pipeline for builders and other related trades. Non-residential consent values are on a firmly rising trend and the number of residential consents has soared to its highest level for more than a decade. This activity will keep wider economic growth strong over the coming year.

Indicator Masterton District Wellington Region New Zealand

Annual average % change Gross domestic product 3.5% 2.1% 2.5% Traffic flow 6.0% 3.0% 2.3% Residential consents 125% 15% 3.0% Non-residential consents 59% 24% 5.9% House prices* 24% 7.2% 3.1% House sales -6.5% -15% -17% Guest nights 5.5% 0.2% 2.6% Retail trade 6.2% 3.4% 3.8% Car registrations 20% 7.6% 9.4% Commercial vehicle registrations 4.7% 23% 19% Jobseeker Support recipients 3.2% -1.5% 0.6% Tourism expenditure 2.9% 2.7% 6.4% Level Unemployment rate 5.9% 5.0% 4.9% International net migration 113 3,881 70,983 * Annual percentage change (latest quarter compared to a year earlier) Overview of national economy The New Zealand economy had a healthy September quarter. A rosy economic growth outlook, and signs that inflation is set to increase, raise the prospect of mortgage rates beginning to creep up later next year. More expansionary fiscal policy under the Labour government is a key driver of the solid GDP outlook. But capacity constraints in the residential construction sector remain a key risk.