Courts As Decision-Makers on Climate Adaptation Measures: Lessons from New Zealand
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Regional Overview
Air, land and water in the Wellington region – state and trends Regional overview This summary highlights the key findings from State of the Environment monitoring we carry out of natural resources across the Wellington region. It is drawn from eight technical reports which give the full picture of the health of the Wellington region’s air, land, fresh waters and coast. The reports, published every five years, are based on environmental monitoring and investigations over the past five to ten years (and longer for some resources). The findings are informing the current review of Greater Wellington’s regional plans – the ‘rule books’ for ensuring our region’s natural resources are sustainably managed. These plans are now more than ten years old and we are developing a new integrated plan. Community input to the review is critical – you can find out how to have a say on the back page. How do we measure the health of the region’s air, land and water resources? Regional councils have a legal responsibility under section 35 of the Resource Management Act 1991 to monitor the state of the environment – this essentially means tracking the quality and quantity of the region’s natural resources over time. Greater Wellington does this through long-term monitoring programmes across the region focusing on: ● Air quality at 6 locations ● Soil quality (118 sites under a range of different land uses) and stability ● Rainfall (at 50 sites) and river flows/levels (at 45 sites) ● Groundwater levels (at 146 sites) and quality (at 71 sites) ● Water quality at popular river and beach recreation spots (100 sites) ● River/stream water quality and ecosystem health (at 55 sites) ● The health of selected estuaries and our two harbours Measuring river flow We also carry out short-term investigations where our routine monitoring identifies gaps or potential problems, such as poor air or water quality. -
Kapiti Coast District / [email protected] / P
APRIL 2019 KAPITI COAST DISTRICT WWW.INTEREST.CO.NZ / [email protected] / P. 09 3609670 KAPITI COAST DISTRICT HOME LOAN AFFORDABILITY REPORT April 2019 Home loan affordability is a measure of the proportion of take-home pay that is needed to make the mortgage payment for a typical household. If that is less than 40%, then a mortgage is considered ‘affordable’. The following are typical assessments for households at three stages of home ownership. FIRST HOME BUYERS 25-29 YOUNG FAMILY 30-34 OLDER FAMILY 35-39 First home buyers earn a medi- Young family buyers earn medi- Older family buyers earn medi- an income for their age group, an incomes in their age bracket, an incomes in their age brack- and buy a first quartile house and buy a median house in et, and buy a median house in in their area. Both parties work their area. One partner works their area. Both partners work full-time. half-time. full-time. Mortgage payment as a Mortgage payment as a Mortgage payment as a percentage of the take home pay percentage of the take home pay percentage of the take home pay Take Home April 19 29.7% Take Home April 19 29.2% Take Home Pay Pay Pay April 19 17.6% April 18 30.3% April 18 26.8% $1,517.11 $1,334.99 $1,856.59 April 18 17.1% per Week April 17 26.9% per Week April 17 29.2% per Week April 17 19.4% April 14 - April 14 26.0% April 14 33.3% This report estimates how affordable it would be for a couple This report estimates how affordable it would be for a couple This report estimates how affordable it would be for a couple where both are aged 25–29 and are working full time, to buy a with a young family to move up the property ladder and buy their who are both aged 35-39 and working full time, to move up the home at the lower quartile price in Kapiti Coast District. -
Making a Community: Filipinos in Wellington
Making a Community: Filipinos in Wellington September 2017 ISBN 978-0-9941409-4-4 (PDF) Making a Community: Filipinos in Wellington About the Author As an American living in New Zealand, I’ve been observing the debate here on immigration and multiculturalism. I arrived in Wellington last year with my Kiwi husband and three-year old son – and while settling in we’ve spent a lot of time discovering the delights of the city and its people. The experience also gave me some perspective on being a migrant far from home. I have a professional interest in South East Asian history, languages and culture - I just completed a PhD on the subject. I speak some Filipino, and am fascinated by the Philippines’ complex history. One of the major phenomena in the Philippines since the 1970s has been the growth of the global Filipino diaspora. That story has often been full of sadness. So I was intrigued by anecdotes of positivity and success from Wellington. Writing about how the migrant Filipino community has settled in New Zealand has been more than just a research project. It has highlighted how migration plays a role in community building. It also has meaning for me and my family’s future here. I really wanted to share some of the stories that I think reflect successful outcomes from immigration over the past thirty years. By Dr Rebecca Townsend 1 Key Points 1. 2. 3. Filipinos comprise 1 percent of Filipinos are a vital part of Most Filipinos in New Zealand are New Zealand’s population – the New Zealand’s dairy, healthcare, not Overseas Filipino Workers third largest Asian ethnic group construction, nursing, aged care, (OFW). -
Waikato 2070
WAIKATO 2070 WAIKATO DISTRICT COUNCIL Growth & Economic Development Strategy 2 3 Waikato 2070 Waikato WELCOME TO THE WAIKATO DISTRICT CONTENTS The Waikato District Council Growth & Economic Development Strategy WAIKATO DISTRICT COUNCIL: GROWTH & ECONOMIC DEVELOPMENT STRATEGY DISTRICT GROWTH DEVELOPMENT COUNCIL: & ECONOMIC WAIKATO (Waikato 2070) has been developed to provide guidance on appropriate 01.0 Introduction 4 growth and economic development that will support the wellbeing of the district. 02.0 Our Opportunities 13 This document has been prepared using the Special Consultative Procedure, Section 83, of the Local Government Act (2002). 03.0 Focus Areas 19 WHAT IS THE GROWTH STRATEGY? 04.0 Our Towns 25 A guiding document that the Waikato District Council uses to inform how, where and when growth occurs in the district over the next 50-years. The growth indicated in Waikato 2070 has been informed by in-depth analysis 05.0 Implementation 43 and combines economic, community and environmental objectives to create liveable, thriving and connected communities. The growth direction within Waikato 2070 will ultimately inform long-term planning and therefore affect 06.0 Glossary 46 social, cultural, economic and environmental wellbeing. WHAT DOES IT COVER? The strategy takes a broad and inclusive approach to growth over the long term, taking into account its economic, social, environmental, cultural and physical dimensions. Waikato 2070 is concerned with the growth and development of communities throughout the district, including rural and urban environments. Adopted by Waikato District Council 19 May 2020. VERSION: 16062020 REGION WIDE Transport connections side/collector main/arterial highway (state highways, arterials, rail) Future mass-transit stations rail and station short-term medium/long-term (and connections into Auckland, Hamilton, Waipa) Industrial Clusters Creative Ind. -
Memorandum of Understanding Between
Attachment 1 to Report 06.583 Page 1 of 5 MEMORANDUM OF UNDERSTANDING BETWEEN CAPITAL AND COAST DISTRICT HEALTH BOARD AND KAPITI COAST DISTRICT COUNCIL, PORIRUA CITY COUNCIL, WELLINGTON CITY COUNCIL, AND WELLINGTON REGIONAL COUNCIL PURPOSE The parties to this Memorandum of Understanding (MoU) share a common obligation to enhance the well being and health of people in Kapiti, Porirua and Wellington, and to work with them in building strong, vibrant and healthy communities. This MoU will assist in achieving the Regional Community Outcome: "Healthy Community" as outlined in the Wellington Regional Strategy. This MoU sets out a process to assist co-operation between the above organisations. It is intended that this MoU will: • ensure that resources (people, funding and materials) are used to improve the well being of the communities in Kapiti, Porirua and Wellington • ensure communication between the organisations is open and timely. PROTOCOLS AND PRINCIPLES • the parties will work together on issues where it is agreed that the population of Kapiti, Porirua and Wellington will benefit from a collaborative approach • the MoU acknowledges each organisation's unique accountability and contribution to shared processes • the parties agree to act in good faith on issues of information and disclosure • the parties agree to work collaboratively in an open and transparent manner • the parties agree to build on work currently undertaken within Kapiti, Porirua and Wellington. • the parties acknowledge the role of Regional Public Health (RPH) in delivering regional public health services, and that this MoU will not preclude the development of such relationships by each party with RPH As signatories of this MoU each party will ensure: • early notification to affected parties through the distribution of draft documentation, of major policy discussions, which may have implications beyond the boundaries of the decision-making party. -
201102 CCL Open Agenda
1 Agenda for a meeting of the Waikato District Council to be held in the Council Chambers, District Office, 15 Galileo Street, Ngaruawahia on MONDAY, 2 NOVEMBER 2020 commencing at 9.30am. Information and recommendations are included in the reports to assist the Council in the decision-making process and may not constitute Council’s decision or policy until considered. 1. APOLOGIES AND LEAVE OF ABSENCE 2. CONFIRMATION OF STATUS OF AGENDA 3. DISCLOSURES OF INTEREST 4. CONFIRMATION OF MINUTES 4.1 Minutes of a Council meeting held on 21 September 2020 5 4.2 Minutes of an Extraordinary Council meeting held on 28 September 2020 12 5. COMMITTEE REPORTS 5.1 Policy & Regulatory Committee Committee Recommendations to Council – 12 October 2020 16 5.2 Strategy & Finance Committee Committee Recommendations to Council – 13 October 2020 17 6. REPORTS 6.1 Zero Harm Update 18 6.2 Mana Whenua Forums 24 6.3 Maaori Wards 28 6.4 Delegations to Watercare Services Limited 40 6.5 Council and Committee 2021 Meeting Calendar 48 6.6 Sale of Vehicle – 2017 Toyota Highlander KPT7 51 Waikato District Council 1 Agenda: 2 November 2020 2 7. EXCLUSION OF THE PUBLIC 55 GJ Ion CHIEF EXECUTIVE Waikato District Council 2 Agenda: 2 November 2020 3 TERMS OF REFERENCE AND DELEGATION Chairperson: His Worship the Mayor Deputy Chairperson: Deputy Mayor Membership: The Mayor and all Councillors Meeting frequency: Six weekly – or as required Quorum: Half of the members (including vacancies) Purpose 1. To provide leadership to, and advocacy on behalf of, the people of the Waikato District. -
Common Confidential Reference Form for Admission to Tertiary Accommodation
Common Confidential Reference Form for Admission to Tertiary Accommodation Section A: The applicant is to complete. Please print or type. 1. Applicant’s name in full Title: Mr Miss Ms Surname or Family name First name(s) What is the highest educational qualification achieved? Give the year, the subjects and the marks or grades or credits achieved Qualification:____________________________________________________________________________________________________________ Year achieved:_________________________________ Subjects & marks or grades or credits:_________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ _______________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ _______________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________ What positions of responsibility have you held? -
Kapiti Coast District Council and Other Councils, Including Population Forecasts
Housing and Business Development Capacity Assessment Kāpiti Coast District Council November 2019 Housing and Business Land Capacity Assessment 229 230 Housing and Business Land Capacity Assessment Contents Executive Summary 232 5.0 Infrastructure 270 Background 233 5.1 Three Waters 270 Residential demand 233 5.2 Local Road Network 271 Residential capacity 233 5.3 State Highway Network 272 Business demand 234 5.4 Public Transport 272 Business capacity 234 5.5 Open Space 273 Infrastructure capacity 234 5.6 Education 273 1.0 Introduction 237 6.0 Relationship between Housing and Business Land 274 2.0 Existing Policy Context 238 7.0 Monitoring 275 2.1 Kāpiti Coast District Plan 238 7.1 Historic Development Activity 275 2.2 Development Management Strategy 2007 238 7.2 Market Indicators 278 2.3 Infrastructure Strategy 2018-2048 238 7.3 Price Efficiency Indicators 285 2.4 Roads of National Significance and Town Centres Transformation 239 8.0 Conclusion 293 3.0 Residential Demand and Capacity 240 9.0 Next Actions 294 3.1 Historic urban growth and settlement 240 3.2 Current growth and settlement trends 240 3.3 Future Housing Demand 241 3.4 Housing Development Capacity 248 3.5 Housing Feasibility, Realisation and Sufficiency 251 4.0 Business Demand and Capacity 258 4.1 Business Development Context 258 4.2 Current Economic and Business Drivers 259 4.3 Future Business Demand 260 4.4 Business Development Capacity 264 4.5 Business Feasibility, Realisation and Sufficiency 266 Housing and Business Land Capacity Assessment 231 Executive Summary This report presents the results from the Wellington Region Housing and Business Development Capacity Assessment (HBA) for the Kāpiti Coast District Council. -
University of Waikato 2010 Purchasing Case Study FINAL
University of Waikato Hamilton, New Zealand Purchasing: Fleet Vehicles SCHOOL University of Waikato, Hamilton, New Zealand New Zealand is an English-speaking country with a population of approximately 4 million people. The Waikato River meanders through the green valleys of the Waikato region and the region’s largest city, Hamilton. Hamilton is a city of education and scientific research. During the summer months, the average maximum temperature ranges between 15-30º C (59-86 ºF), and in winter 5-15º C (41-59 º F). Forest parks and lakes can be found all over the Waikato region. From modest beginnings on what was largely farmland, the University of Waikato has grown to a student population of about 13,000 of whom more than 4,000 complete a qualification annually. Today the University has the largest campus site in New Zealand, and employs nearly 2,000 academic and support staff, making a significant contribution to the local and national economy. In 2009 the University was home to more than 1,800 international students from 70 different countries. Qualifications taught include 3-year and 4-year undergraduate degrees, postgraduate degrees, and a variety of diplomas and certificates. The University of Waikato is one of New Zealand’s leading research universities and is at the centre of a Waikato network of research institutions and industry responsible for a significant proportion of New Zealand’s research. ABSTRACT School Support Services, which is part of the Faculty of Education, has 56 cars. The 2009 spend on fuel just for School Support Services was NZ$141,000 (US$100,700). -
Economic Recovery Strategy
Manawatū-Whanganui Region (Post-COVID-19) Economic Recovery Strategy “WHAT” Survive Short-term Keep people in their jobs; keep businesses alive • Cash Support for businesses Survive 0-6 months 3 • Advice Wage subsidy 3 Keep people in work; provide work for businesses Revive Medium-term Shovel-ready, • Jobs Revive suffering from the COVID downturn 6-12 months job-rich infrastructure Phases Work • Businesses projects Create new, valuable jobs. Build vigorous, productive Plans Thrive Long-term Big Regional Thrive • Resilience businesses. Achieve ambitious regional goals. 12+ months Development Projects • Future-proof Priority Projects Box 2 – Project Detail High $ Estimated Central NZ Projects Impact Food O2NL Investment Jobs distribution Central NZ distribution – Regional Freight Ring Road and HQ Ruapehu c. $3-3.5 Freight efficiency and connectivity across Central North Island Freight Hub - significant development SkillsSkills & & Te Ahu a billion c. 350 for central New Zealand and ports, reduced freight Tourism project: new KiwiRail distribution hub, new regional freight Talent (public and construction costs, reduced carbon emissions, major wealth Talent Turanga ring road commercial) and job creation Shovel-ready Highway Lead: PNCC – Heather Shotter Skills & Talent Projects Critical north-south connection, freight SH1 – Otaki to North of Levin (O2NL) – major new alignment c. 300 over 5 Te Puwaha - c. $800 efficiency, safety and hazard resilience, major 1 2 for SH1 around Levin years for million wealth and job creation through processing, Whanganui Lead: Horowhenua District Council – David Clapperton construction Impact manufacturing and logistics growth Marton Port axis Manawatū Ruapehu Tourism - increasing Tourism revenue from $180m Facilities and tourism services development Rail Hub c. -
Hauraki District Sport and Active Recreation Plan 2018-2028
Hauraki District Sport and Active Recreation Plan 2018-2028 Hauraki District Council PO Box 17, Paeroa 3640 1 William St, Paeroa, NZ Ph: 07 862 8609 or 0800 734 834 (within the District) Email: [email protected] Executive summary The Hauraki District Councils vision “Our home, our future” (Hauraki District Council, 2018) aims to provide leadership, good quality infrastructure, services, open communication and ensure the ensure the sustainable use and management of resources for the benefit of all who live in, work in and visit the Hauraki District. The sport and recreation sector is strong in Hauraki, where there is a long tradition of providing opportunities for community participation and competition in sport, recreation and physical activity. The District is home to excellent attractions including walkways, tracks and the Hauraki Rail Trail, encompassing an array of outstanding natural features and landscapes. In partnership Hauraki District Council and Sport Waikato support the provision of sport, recreation and physical activity opportunities for the community of the Hauraki District. Together both organisations recognise a need to deliver a coordinated, collaborative and clear plan to lead, enable and guide this provision. The Hauraki Sport and Active Recreation Plan 2018‐28 (The Plan) is designed to provide direction for future investment and focus for both organisations, prioritising opportunities for investment. The Plan has been prepared based on available data at the time of writing the report. Given the reliance on data from third parties, and a survey response rate from clubs of 63%, it is important to recognise that some data omissions will exist. -
The Case of Kapiti Coast District Council
THE NEW ZEALAND MEDICAL JOURNAL Journal of the New Zealand Medical Association Getting an outdoor smokefree policy: the case of Kapiti Coast District Council Leigh Halkett, George Thomson Abstract Aim To explore how a smokefree parks policy was conceived, accepted and developed by and for Kapiti Coast District Council (KCDC). Method Thirteen people involved in the smokefree parks policy process for KCDC were interviewed in person during November–December 2008. Supporting documentation and websites were accessed and reviewed. Results In September 2008 the KCDC agreed to adopt a smokefree parks and playground policy, following an initiative from a smokefree coalition of several public health organisations. The policy was developed collaboratively by this coalition with input from the council, and was supported by key local organisations. The KCDC appears to have adopted a smokefree outdoor areas (SFOA) policy because of demonstrated public support, the relative simplicity and low cost of the policy, the success of similar policies elsewhere, and because of the alignment with desired community outcomes. The challenges included finding funding and allocating staff time for this project. There were also concerns with how the policy would be enforced. Conclusions A collaborative approach amongst health and community groups for achieving SFOA policies works well. The experience with council SFOA policies has considerable impact on the adoption of similar policies by other councils. To maximise this influence, information about the policies needs to be spread nationally by the health and local government sectors. Legislative efforts to reduce smoking and the exposure to secondhand smoke (SHS) in New Zealand have included the Smoke-free Environments Act 1990 (SEA) and the Smoke-free Environments Amendment Act 2003 (SEAA).