Agenda of Strategy and Wellbeing Committee Meeting

Strategy and Wellbeing Committee Meeting Agenda

25 March 2021

UNCONFIRMED MINUTES OF Central HAwkes Bay District Council
Strategy and Wellbeing Committee Meeting
HELD AT THE Council Chamber, 28-32 Ruataniwha Street, Waipawa
ON Thursday, 22 October 2020 AT 9:00am

PRESENT:

Deputy Mayor (Chair) Kelly Annand

Mayor Alex Walker

Cr Jerry Greer

Cr Kate Taylor

Cr Exham Wichman

Cr Tim Aitken (apology for lateness – joined the meeting via audio visual link at 9.21am)

Cr Brent Muggeridge

Cr Gerard Minehan

Cr Pip Burne (Prior to official swearing in ceremony)

IN ATTENDANCE:

Monique Davidson (Chief Executive Officer)

Doug Tate (Group Manager, Customer and Community Partnerships)

Joshua Lloyd (Group Manager, Infrastructure and Development)

Brent Chamberlain (Chief Financial Officer)

1 Apologies

Dr Roger Maaka apology

2 Declarations of Conflicts of Interest

Nil

3 Standing Orders

Committee Resolution

Moved: Cr Exham Wichman

Seconded: Cr Brent Muggeridge

THAT the following standing orders are suspended for the duration of the meeting:

· 20.2 Time limits on speakers

· 20.5 Members may speak only once

· 20.6 Limits on number of speakers

And that Option C under section 21 General procedures for speaking and moving motions be used for the meeting.

Standing orders are recommended to be suspended to enable members to engage in discussion in a free and frank manner.

Carried

4 Confirmation of Minutes

Committee Resolution

Moved: Cr Kate Taylor

Seconded: Cr Gerard Minehan

That the minutes of the Strategy and Wellbeing Committee Meeting held on 27 August 2020 as circulated, be confirmed as true and correct.

Carried

5 Report Section

6.1 Strategy and Wellbeing Committee Monitoring Report

PURPOSE

The purpose of this report is for the Strategy and Wellbeing Committee to receive a report on the progress of key committee priorities.

Committee Resolution

Moved: Cr Gerard Minehan

Seconded: Mayor Alex Walker

That, having considered all matters raised in the report, the report be noted.

Carried

Mrs Davidson presented the report, followed by a presentation from Deputy Mayor Annand on Housing in Central Hawke’s Bay. Mr Tate also addressed the table with a recent update on social housing.

6.2 Committee Resolution Monitoring Report

PURPOSE

The purpose of this report is to present to the Committee the Strategy and Wellbeing Resolution Monitoring Report. This report seeks to ensure the Committee has visibility over work that is progressing, following resolutions from Committee.

Committee Resolution

Moved: Cr Gerard Minehan

Seconded: Cr Jerry Greer

Recommendation

That, having considered all matters raised in the report, the report be noted.

Carried

Mrs Davidson presented the report and took the report as read. The document Growth at a Glance was tabled and is linked here.

6.3 Adoption of Central Hawke's Bay Tourism Destination Management Plan and Needs Assessment

PURPOSE

The matter for consideration by the Council is the adoption of the Central Hawke’s Bay Tourism Destination Management Plan and Needs Assessment.

Committee Resolution

Moved: Mayor Alex Walker

Seconded: Cr Kate Taylor

That having considered all matters raised in the report:

a) That Council adopt the Central Hawke’s Bay Tourism Destination Management Plan and Needs Assessment 2020

Carried

6.4 Economic and Social Recovery Update - Drought and COVID-19

PURPOSE

The purpose of this report is to update the Committee on the Drought and Covid-19 Response and Recovery.

Committee Resolution

Moved: Cr Gerard Minehan

Seconded: Cr Exham Wichman

That, having considered all matters raised in the report, the report be noted.

Carried

Mr Tate Presented the report, followed by a presentation from Mrs Tully (Regional Recovery Manager) who presented the Hawke’s Bay Regional Recovery Dashboard tool to the Committee.

Feedback on the dashboard from Elected Members is welcomed and can be sent to Sarah Tully.

6.5 Update of Community Funding Policy

PURPOSE

The matter for consideration by the Strategy and Wellbeing Committee is to review the current Community Funding Policy.

Committee Resolution

Moved: Mayor Alex Walker

Seconded: Deputy Mayor (Chair) Kelly Annand

That having considered all matters raised in the report:

a) That Council adopts the recommended changes to the Community Funding Policy.

b) That the Chair of the CVOS Committee be consulted before funding application is approved.

Carried

Mrs Cover presented the report.

There will be a 6 month report to Committee on status updates on funded applications and projects under the Community Funding Policy.

The Committee discussed the implications of the delegations being increased to $5,000.00. It was decided that consultation and check in with the Committee be

6.6 Environmental Sustainability Fund Application - Hunter Park Kindergarten

PURPOSE

The matter for consideration by the Strategy and Wellbeing Committee is the application for funding from Council’s Environmental and Sustainability Fund to provide Hunter Park Kindergarten with funding up to $10,000 to build a composting station, mulching station, recycling station, a water course and water conservation system.

Committee Resolution

Moved: Cr Kate Taylor

Seconded: Cr Exham Wichman

That having considered all matters raised in the report:

a) Approve the Hunterpark Kindergarten Environmental and Sustainability funding Application up to a maximum funding of $10,000.

Carried

Mr Harry Robinson introduced Jo the Principal of Hunter Park Kindergarten.

Jo talked about the vision for the project. She outlined that an open day to the public would be organised and offered to share the sustainable practices in action at hunter park kindergarten with the public.

It is noted that the money will be drawn on at specific points along the project plan once plans are confirmed and approved.

Councillor Wichman and Councillor Tayler spoke to the motion, acknowledging the alignment with the Waste Minimisation Plan, and projects with Enviroschools.

Mayor Walker noted that this is a leadership project. It is exciting to support Hunter Park Kindergarten, and the kindergarten and Council will work together to ensure the success of the project.

6 Date of Next Meeting

Meeting dates for 2021 have not yet been set, but will be considered by Council at its meeting on the 18^th November 2020.

7 Time of Closure

The Meeting closed at 11.30am.

The minutes of this meeting will be confirmed at the first Strategy and Wellbeing Committee Meeting of 2021 held on 25 March 2021.

...................................................

CHAIRPERSON

Strategy and Wellbeing Committee Meeting Agenda

25 March 2021

6 Report Section

6.1 Strategy and Wellbeing Committee Priority Report

File Number: COU1-1411

Author: Monique Davidson, Chief Executive

Authoriser: Monique Davidson, Chief Executive

Attachments: 1. Waste Free CHB Update ⇩

2. Waste Free CHB Dashboard ⇩

Recommendation

That, having considered all matters raised in the report, the report be noted.

PURPOSE

The purpose of this report is for the Strategy and Wellbeing Committee to receive a report on the progress of key committee priorities.

significance and engagement

This report is provided for information purposes only and has been assessed as not significant.

BACKGROUND

Following the 2019 Triennial Local Body Elections, Council took the time to reset Council priorities, and agree on priorities for Committees.

The purpose of the Strategy and Wellbeing Committee is to determine specific outcomes that need to be met to deliver on the vision and direction of Council, and set in place the wellbeing strategies, policies and work programmes to achieve set goals and targets.

To develop, approve, review and recommend to Council (where applicable) statutory and nonstatutory policy, plans, bylaws and strategies to:

· Focus on the social, economic, cultural and environmental wellbeing of Central Hawke's Bay through the development of vision and strategy while identifying and promoting community aspirations.

· Integrate an all of wellbeing approach to strategy, plan and policy development.

· Have effective statutory plans and bylaws to protect the community through a focus on the social, economic, cultural and economic wellbeings.

The Strategy and Wellbeing Committee is responsible for:

· developing and adopting strategies, plans and policies that advance the Council's vision and goals, and comply with the purpose of the Local Government Act

· monitoring the implementation and effectiveness of strategies, plans and policies

· monitoring the success of the key strategic relationships that support the implementation of key wellbeing related initiatives

· general coordination of Council policy and decisions.

The Strategy and Wellbeing Committee has delegations to:

· develop and adopt strategies, plans and policies that advance the Council's vision and goals, and comply with the purpose of the Local Government Act.

· monitor the implementation and effectiveness of strategies, plans and policies.

· make full decisions on the distribution of the Pride and Vibrancy Fund, Environmental and Sustainability Fund and any other contestable community fund.

· receive decisions of the Creative New Zealand Committee and CVOS Committee.

· make recommendations to council regarding the distribution of Ruataniwha and Aramoana/Ruahine Ward Reserves.

The Committee has delegations to establish a special committee, working group or community forum as needed.

DISCUSSION

The monitoring report which provides an update on the key priorities of the Committee is below:

Key Priority	Responsible Officer	Progress Update
· Lead and monitor the implementation of Waste-Free CHB.	Josh Lloyd	On Track Given the message provided by the Committee they would like to see more focus on this area, a more comprehensive update on Waste Free CHB is provided in an attachment to the report.
· Lead the delivery of the Social Housing Strategic Framework.	Doug Tate	On Track Council as part of its Long Term Plan deliberations completed its Section 17a Review on Retirement Housing. This followed a significant and lengthy body of work and consideration by elected members. The ‘status-quo’ operation of the retirement portfolio will continue, however with increased rents identified in the 2021 – 2031 Long Term Plan. Naomi Whitewood of Kainga Ora was due to attend and present to the Committee at this meeting on progress of Kainga Ora’s development on Porangahau Road, however was unable to attend. Instead her colleague Dale Grant will attend and provide the Strategy and Wellbeing Committee an update on Kainga Ora activities and prioriites for Central Hawke’s Bay. Housing remains a strategic priority for Council, with housing priorties being focused in activities such as the Porangahau Road Growth Cell, Social service triage activities relating to housing and regular meetings with developers to boost housing options in Central Hawke’s Bay.
· Monitor the implementation of the Economic Development Strategy.	Doug Tate	On Track Implementation of the action plan is on track. A specific update is provided in the report section of this agenda.
· Monitor the implementation of the Environmental Strategy.	Josh Lloyd	On Track. The completion of the Section 17a Review and creation of service delivery options for public consultation through the LTP has created capacity and clear direction for the Solid Waste team. A new Solid Waste Contract Manager recently appointed by Council has developed a clear programme of work for 2021 that coordinates WMMP, Environmental and Sustainability Strategy and wider Waste Free CHB actions. It is intended for the next Strategy and Wellbeing Committee meeting a deteailed update of the Environmental and Sustainability Strategy and its progress is provided.
· Review the current Community Wellbeing Strategy and then monitor the implementation of a revised Social Development Strategy.	Doug Tate	On track. The review of the Strategy is aimed for completion late this calendar year and will look to take advantage of learnings and connections made through COVID-19. Initial conversations with the Community Reference Group, indicate support for the approach including wellbeings. Officers will be working with Elected Members over the coming weeks to get initial direction from the Strategy and Wellbeing Committee on the direction of the Strategy.
· Develop a Māori / Iwi Engagement Strategy.	Whaea Pam Kupa	Completed Council adopted Tuhono mai Tuhono Atu in August 2020 completing this priority. The focus operationally, now shifts to the delivery of the strategy, which is making positive progress with the appointment of the Pou Whatuia role in late 2020. The substantial focus has been on developing and building relationships with Marae and Manawhenua, in preparation of the substantial work programme ahead of Council. A further substantial update will be provided to the committee in the near future.
· Monitor development and implementation of Community Plans.	Christine Renata	On track The Takapau and Ongaonga Community Plan are tabled at this Committee Meeting for adoption. Tikokino first community meeting is planned for May and Otane’s later this calendar year, on the back of the Integrated Spatial Planning work completed in mid 2020.

Key Priority

Responsible Officer

Progress Update

· Lead and monitor the implementation of Waste-Free CHB.

Josh Lloyd

On Track

Given the message provided by the Committee they would like to see more focus on this area, a more comprehensive update on Waste Free CHB is provided in an attachment to the report.

· Lead the delivery of the Social Housing Strategic Framework.

Doug Tate

On Track

Council as part of its Long Term Plan deliberations completed its Section 17a Review on Retirement Housing. This followed a significant and lengthy body of work and consideration by elected members. The ‘status-quo’ operation of the retirement portfolio will continue, however with increased rents identified in the 2021 – 2031 Long Term Plan.

Naomi Whitewood of Kainga Ora was due to attend and present to the Committee at this meeting on progress of Kainga Ora’s development on Porangahau Road, however was unable to attend. Instead her colleague Dale Grant will attend and provide the Strategy and Wellbeing Committee an update on Kainga Ora activities and prioriites for Central Hawke’s Bay.

Housing remains a strategic priority for Council, with housing priorties being focused in activities such as the Porangahau Road Growth Cell, Social service triage activities relating to housing and regular meetings with developers to boost housing options in Central Hawke’s Bay.

· Monitor the implementation of the Economic Development Strategy.

Doug Tate

On Track

Implementation of the action plan is on track.

A specific update is provided in the report section of this agenda.

· Monitor the implementation of the Environmental Strategy.

Josh Lloyd

On Track.

The completion of the Section 17a Review and creation of service delivery options for public consultation through the LTP has created capacity and clear direction for the Solid Waste team. A new Solid Waste Contract Manager recently appointed by Council has developed a clear programme of work for 2021 that coordinates WMMP, Environmental and Sustainability Strategy and wider Waste Free CHB actions. It is intended for the next Strategy and Wellbeing Committee meeting a deteailed update of the Environmental and Sustainability Strategy and its progress is provided.

· Review the current Community Wellbeing Strategy and then monitor the implementation of a revised Social Development Strategy.

Doug Tate

On track.

The review of the Strategy is aimed for completion late this calendar year and will look to take advantage of learnings and connections made through COVID-19.

Initial conversations with the Community Reference Group, indicate support for the approach including wellbeings.

Officers will be working with Elected Members over the coming weeks to get initial direction from the Strategy and Wellbeing Committee on the direction of the Strategy.

· Develop a Māori / Iwi Engagement Strategy.

Whaea Pam Kupa

Completed

Council adopted Tuhono mai Tuhono Atu in August 2020 completing this priority.

The focus operationally, now shifts to the delivery of the strategy, which is making positive progress with the appointment of the Pou Whatuia role in late 2020.

The substantial focus has been on developing and building relationships with Marae and Manawhenua, in preparation of the substantial work programme ahead of Council.

A further substantial update will be provided to the committee in the near future.

· Monitor development and implementation of Community Plans.

Christine Renata

On track

The Takapau and Ongaonga Community Plan are tabled at this Committee Meeting for adoption.

Tikokino first community meeting is planned for May and Otane’s later this calendar year, on the back of the Integrated Spatial Planning work completed in mid 2020.

Implications ASSESSMENT

This report confirms that the matter concerned has no particular implications and has been dealt with in accordance with the Local Government Act 2002. Specifically:

· Council staff have delegated authority for any decisions made;

· Council staff have identified and assessed all reasonably practicable options for addressing the matter and considered the views and preferences of any interested or affected persons (including Māori), in proportion to the significance of the matter;

· Any decisions made will help meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses;

· Unless stated above, any decisions made can be addressed through current funding under the Long-Term Plan and Annual Plan;

· Any decisions made are consistent with the Council's plans and policies; and

· No decisions have been made that would alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council or would transfer the ownership or control of a strategic asset to or from the Council.

Next Steps

The Strategy and Wellbeing Committee will receive an updated monitoring report at its next meeting on the 6^th May 2021.

RECOMMENDATION

That, having considered all matters raised in the report, the report be noted.

Strategy and Wellbeing Committee Meeting Agenda

25 March 2021

6.3 Adoption of the Ongaonga Community Plan

File Number:

Author: Christine Renata, Social Services Lead

Authoriser: Doug Tate, Group Manager Customer and Community Partnerships

Attachments: 1. Ongaonga Community Plan 2020 ⇩

PURPOSE

The matter for consideration by the Council is to consider the adoption of the Ongaonga Community Plan.

RECOMMENDATION for consideration

That having considered all matters raised in the report:

a) That the Committee adopt the Ongaonga Community Plan.

BACKGROUND

Following on from Project Thrive, Community Planning was included as a transformational initiative to build pride, prosperity and environmental protection in the 2018-2028 Long Term Plan for, Ongaonga, Takapau, Tikokino, Porangahau/Te Paerahi and Otane.

Community Plans provide a united voice to advocate for and promote initiatives and ideas of a community to Councils, businesses, funders and other organisations. They represent a collective voice of the people, with clear priorities and actions for delivery.

The Ongaonga Community Planning process was facilitated by Central Hawke’s Bay District Council and involved an initial community planning workshop on 20 July 2019 at the Ongaonga Community Hall. A working group was then formed and have met a number of times to work closely with council staff to develop a draft Community Plan. A second community event was facilitated to present and obtain feedback on the draft Ongaonga Community Plan prior to its adoption by Council. The Plan has been ready for implementation since November, with the community already proactively working on its implementation.

DISCUSSION

This report is being presented to Council to consider adoption of the Ongaonga Community Plan as a key transformational project as outlined in the 2018-2028 Long Term Plan.

While the Plan does not have a statutory requirement, it will form a key reference document for Council and other organisations to recognise the values and vision that the Ongaonga Community have developed. It is intended that it will become a pivotal document for guidance and reference for officers and elected members to focus investment and other decisions. It also helps to prioritise and articulate the priorities of the community.

Some projects, have been factored into Councils 2021 - 2031 Long Term Plan, however many projects will rely on the community to lead and partner with Council and other organisations for them to be realised. The intention is not that Council alone funds or leads the implementation of the plan.

The plan is already being successfully led by a group of existing community organisations including the Hall Society and Historical Society, who are proactively working in partnership to focus on the delivery of the plan. Councils role will remain being in regular contact with the group and supporting the co-ordination of the implementation of the plan in conjunction with Council as appropriate.

RISK ASSESSMENT and mitigation

There are no obvious risks at this point that have been identified.

Some aspects of the plan, will rely on funding identified in the Long Term Plan 2021-2031 and third party sources therefore the implementation of the Ongaonga Community Plan may be slower than both council and community would like.

FOUR WELLBEINGS

Adopting the Ongaonga Community Plan supports the four wellbeings in the following ways:

Social Wellbeing

The plan identifies five goals and 32 actions that will ultimately support and enhance the social wellbeing of the Ongaonga community.

Cultural Wellbeing

The unique place of Manawhenua in Tamatea-Central Hawke’s Bay is recognised in the plan. There are unique opportunities to continue to grow the role of presence on Manawhenua in the subsequent and revised versions of the plan.

Economic Wellbeing

13 actions from the Ongaonga Community Plan are identified that support a range of economic outcomes. The successful outcomes of these will enhance the economic wellbeing of the Ongaonga Community and the wider community of Tamatea/Central Hawke’s Bay.

Environmental Wellbeing

A number of actions that support the Environmental and Sustainability Strategy and will enhance the environment are identified in the plan.

Delegations or authority

The Strategy and Wellbeing Committee have the delegated authority to adopt the plan.

sIGNIFICANCE AND ENGAGEMENT

In accordance with the Council's Significance and Engagement Policy, this matter has been assessed of some significance. While formal engagement is not required, the plan has been built following community led action and engagement.

OPTIONS Analysis

Three possible options available to Council are shown in the table below:

	Option 1 Adopt the Plan	Option 2 Adopt the Plan with Changes	Option 3 Do not adopt the plan
Financial and Operational Implications	There are no immediate financial implications. Aspects of the plan have been factored into the development of the Long Term Plan 2021-2031. Operationally, Officers should seek clarity and direction from the plan to confirm the priorities and vision of the Ongaonga community.	Relative to the level of change, if changes are minor there are no new financial or operational implications, already factored into the delivery of the project.	If council do not adopt the plan there would be financial and operational costs revising and revisiting the project.
Long Term Plan and Annual Plan Implications	The Ongaonga Community Plan is a key initiative of the 2018-2028 Long Term Plan. The plan identifies new projects that may have implications for future annual plans and long term plans.	The Ongaonga Community Plan is a key initiative of the 2018-2028 Long Term Plan. Relative to the level of change proposed the project should have limited implications.	Not adopting the Ongaonga Community Plan would not align with the 2018 -2028 Long Term Plan
Promotion or Achievement of Community Outcomes	The Ongaonga Community Plan directly supports the achievement of the outcomes of Project Thrive.	Relative to the level of change, the Ongaonga Community Plan directly supports the achievement of the outcomes of Project Thrive.	Not adopting the Ongaonga Community Plan would not support the achievement of the outcomes of Project Thrive.
Statutory Requirements	There are no statutory requirements in this decision.	There are no statutory requirements in this decision.	There are no statutory requirements in this decision.
Consistency with Policies and Plans	This option creates a new plan for officers to have strategic awareness of. It also directly aligns with and supports other plans such as the Economic Development Action Plan, and Environmental and Sustainability Action Plan.	Relative to the change, this option creates a new plan for officers to have strategic awareness of. It also directly aligns with and supports other plans such as the Economic Development Action Plan, and Environmental and Sustainability Action Plan.	This option does not support the wider outcomes of the Economic Development Action Plan, and Environmental and Sustainability Action Plan or the introduction of the new Ongaonga Community Plan.

Recommended Option

This report recommends Option 1 - Adopt the Ongaonga Community Plan for addressing the matter.

NEXT STEPS

In the event that Council adopts the Ongaonga Community Plan, officers will continue to support the implementation of the Goals and Actions contained in the plan. An action of the plan includes updating other organisations on the plan, including the Regional Council and this will be led by the committee.

Through Councils Strategy and Wellbeing Committee, an annual update will be provided on the progress and implementation of the plan.

RECOMMENDATION

a) That the Committee adopt the Ongaonga Community Plan.

Strategy and Wellbeing Committee Meeting Agenda

25 March 2021

6.4 Adoption of Takapau Community Plan

File Number:

Author: Christine Renata, Social Services Lead

Authoriser: Doug Tate, Group Manager Customer and Community Partnerships

Attachments: 1. Takapau Community Plan 2020 ⇩

PURPOSE

The matter for consideration by the Council is to consider the adoption of the Takapau Community Plan.

RECOMMENDATION for consideration

That having considered all matters raised in the report:

a) That the Committee adopt the Takapau Community Plan.

BACKGROUND

Following on from Project Thrive, Community Planning was included as a transformational initiative to build pride, prosperity and environmental protection in the 2018-2028 Long Term Plan for Ongaonga, Takapau, Tikokino, Porangahau/Te Paerahi and Otane.

The Takapau community planning process was facilitated by Central Hawke’s Bay District Council and involved an initial planning workshop in early 2019 at the Takapau Town Hall. A working group was then formed and have met a number of times to work closely with council staff to develop a draft Community Plan. A second community event was facilitated to present and obtain feedback on the draft Takapau Community Plan prior to its adoption by Council.

DISCUSSION

This report is being presented to Council to consider adoption of the Takapau Community Plan as a key transformation project as outlined in the 2018-2028 Long Term Plan.

While the Plan does not have a statutory requirement, it will form a key reference document for Council and other organisations to recognise the values and vision that the Takapau Community have developed. It is intended that it will become a pivotal document for guidance and reference for officers and elected members to focus investment and other decisions. It also helps to prioritise and articulate the priorities of the community.

Some projects, have been factored into Councils 2021-2031 Long Term Plan, however many projects will rely on the community to lead and partner with Council and other organisations for them to be realised. The intention is not that Council alone funds or leads the implementation of the plan.

Councils role will remain being in regular contact with the group and supporting the co-ordination of the implementation of the plan in conjunction with Council as appropriate.

RISK ASSESSMENT and mitigation

There are no obvious risks at this point that have been identified.

Some aspects of the plan, will rely on funding identified in the Long Term Plan 2021-2031 and third party sources, therefore the implementation of the Takapau Community Plan may be slower than both council and community would like.

FOUR WELLBEINGS

Adopting the Takapau community Plan supports the four wellbeings in the following ways:

Social Wellbeing

Under the Thrive focus areas of “Strong Community,” “Proud District” and “Connected Citizens” 6 goals and 32 actions are promoted to support and enhance the social wellbeing of the Takapau community.

Cultural Wellbeing

The unique place of Manawhenua in Tamatea-Central Hawke’s Bay is recognised in the plan. There are unique opportunities to continue to grow the role of presence on manawhenua in the subsequent and revised versions of the plan.

Economic Wellbeing

10 actions from the Takapau Community Plan are identified that support a range of economic outcomes. The successful outcomes of these will enhance the economic wellbeing of the Takapau Community and the wider community of Tamatea/Central Hawke’s Bay.

Environmental Wellbeing

A number of actions that support the Environmental and Sustainability Strategy under the Thrive focus – environmentally responsible are proposed.

Delegations or authority

The Strategy and Wellbeing Committee have the delegated authority to adopt the plan.

sIGNIFICANCE AND ENGAGEMENT

In accordance with the Council's Significance and Engagement Policy, this matter has been assessed as of some significance. While formal engagement is not required, the plan has been built following community led action and engagement.

OPTIONS Analysis

Three possible options available to Council are shown in the table below:

	Option 1 Adopt the Plan	Option 2 Adopt the Plan with changes	Option 3 Do not adopt the Plan
Financial and Operational Implications	There are no immediate financial implications. Aspects of the plan have been factored into the development of the Long Term Plan 2021-2031. Operationally, Officers should seek clarity and direction from the plan to confirm the priorities and vision of the Takapau community.	Relative to the level of change, if changes are minor there are no new financial or operational implications, already factored into the delivery of the project.	If council do not adopt the plan there would be financial and operational costs revising and revisiting the project.
Long Term Plan and Annual Plan Implications	The Takapau Community Plan is a key initiative of the 2018-2028 Long Term Plan. The plan identifies new projects that may have implications for future annual plans and long term plans	The Takapau Community Plan is a key initiative of the 2018-2028 Long Term Plan. Relative to the level of change proposed the project should have limited implications.	Not adopting the Takapau Community Plan would not align with the 2018-2028 Long Term Plan
Promotion or Achievement of Community Outcomes	The Takapau Community Plan directly supports the achievement of the outcomes of Project Thrive.	Relative to the level of change, the Takapau Community Plan directly support the achievement of the outcomes of Project Thrive.	Not adopting the Takapau Community Plan would not support the achievement of the outcomes of Project Thrive.
Statutory Requirements	There are no statutory requirements in this decision.	There are no statutory requirements in this decision.	There are no statutory requirements in this decision.
Consistency with Policies and Plans	This option creates a new plan for officers to have strategic awareness of. It also directly aligns with and supports other plans such as the Economic Development Action Plan, and Environmental and Sustainability Action Plan.	Relative to the change, this option creates a new plan for officers to have strategic awareness of. It also directly aligns with and supports other plans such as the Economic Development Action Plan, and Environmental and Sustainability Action Plan.	This option does not support the wider outcomes of the Economic Development Action Plan, and Environmental and Sustainability Action Plan or the introduction of the new Takapau Community

Recommended Option

This report recommends Option 1 - Adopt the Takapau Community Plan for addressing the matter.

NEXT STEPS

In the event that Council adopts the Takapau Community Plan, officers will begin to support the implementation of the Goals and Actions contained in the plan.

Through Councils Strategy and Wellbeing Committee, an annual update will be provided on the progress and implementation of the plan.

RECOMMENDATION

That the Committee adopt the Takapau Community Plan.

Strategy and Wellbeing Committee Meeting Agenda

25 March 2021

6.5 COVID-19 and Drought Economic Action Plan Update - March 2021

File Number:

Author: Doug Tate, Group Manager Customer and Community Partnerships

Authoriser: Monique Davidson, Chief Executive

Attachments: Nil

Recommendation

That, having considered all matters raised in the report, the report be noted.

PURPOSE

The purpose of this report is to update the Committee on the COVID-19 and Drought Economic Recovery Action Plan adopted in 2020.

significance and engagement

This report is provided for information purposes only and has been assessed as not significant.

BACKGROUND

In July 2020, Council adopted its COVID-19 and Drought Economic Recovery Plan. The 18-point plan sought to provide a rapid response to the double-blow the District was facing with the effects of COVID-19 and sustained drought.

Council has worked hard and at pace to deliver a wide range of tools and initiatives to support the community through the effects of COVID-19 and prolonged drought.

This report provides an update on the Action Plan and the progress that has been made.

DISCUSSION

Post COVID-19 and sustained drought, we have seen a number of stresses in the economy in a national and regional context. Locally in Central Hawke’s Bay, there are mixed impacts to COVID-19 and Drought, with many businesses experiencing buoyancy and growth at unprecedented levels, despite higher unemployment.

The table below provides a snap shot of accommodation supplement, beneficiany recipients and Job Seekers that work ready. Job Seeker numbers are up 15% based on the same time as January 2020 to January 2021, however we can have confidence that a number of interventions including rapid redeployment supported by the Provincial Growth Fund and Mayors Taskforce for Jobs – Jobs in Central Hawke’s Bay , positively supporting a reduction in this number.

Table: Central Hawke’s Bay Data – January 2020 to January 2021 Comparison

Accommodation Supplement	January 2020	909	+3.63%
Accommodation Supplement	January 2021	942	+3.63%
Beneficiary Recipients	January 2020	852	+9.51%
Beneficiary Recipients	January 2021	933	+9.51%
Job Seekers Work Ready	January 2020	172	+15.12%
Job Seekers Work Ready	January 2021	198	+15.12%

Overall for Central Hawke’s Bay, the following observations on the state of the economy are provided:

General Business

· Business in general remained positive with many SMEs’ in a better position than forecast in the latter part of 2020.

· Housing continues to be an issue, both the lack of suitable housing and the cost of rent and the related impacts this continues to have on businesses seeking staff.

· Central Hawkes Bay locals have supported other local business and we have attracted more local tourists than expected, which has acted to support business in general.

· We are going into the peak of the primary industry season with the Government allowing more RSE workers into the country and a strong marketing push to encourage New Zealanders to work in the pip fruit industry. Even so, there exist serious concerns that this season’s pip fruit crop may be only partially picked which would have a significant effect on our regional and then national economy.

· The move to Level 2 earlier this month, has been a reminder not to become complacent. We are having to deal with a changeable environment on a continual basis.

Tourism

· The December – January period showed record figures across accommodation and tourism spend across the Hawke’s Bay Region. Central Hawkes Bay continues to be an attractive domestic visitor destination as part of the bigger Hawkes Bay picture. We are fortunate that our main source markets are only 4 to 6 hours away.

· Central Hawke’s Bay had a half page feature in the latest Travel magazine takeover for Hawke’s Bay Tourisms Autumn campaign which is now live and entrance signage to the District was upgraded to align with Hawke’s Bay Tourisms Baycation marketing campaign.

· The Central Hawke’s Bay Visitor guide is now in distribution and has been received well.

· Motels report good numbers have experienced reasonable occupancy rates. Even with the cancellation of Art Deco and other uncertainty, two motels reported being full that weekend.

· Little Easy is full steam ahead for Good Friday, April 2nd.

· Total spend in 12 months to January 2021 for the Hawke’s Bay Region: $20.4m, down -1.2% on previous period. That compares to NZ average of -17.1%

Horticulture.

· The season continues to track well around quality of crop.

· Total estimates for gross production are down by about 5% on last year with export down by 5%, domestic up 2% and processing volumes down by 2%.

· Demand for our product in key export markets remains strong, however shipping space and logistics remain a concern through both access to space and cost of logistics.

· Lack of labour is a huge concern in this sector especially with pip fruit coming into harvest season. There is no doubt that earnings will be significantly down.

Sheep & Beef

· Central Hawkes Bay is dry and although we had a little rain in February it has not been enough to bring pasture back into premium condition. The dry season of summer is well set in to the District, with ground water levels higher however than those received for the same period in 2020.

· With a strong supply of lambs to slaughter, dry conditions and exchange rate movements, farm gate lamb pricing was resilient in the face of processors dropping their price.

· Farm gate beef prices have fluctuated over the past few weeks. Competition over higher end cattle caused prices to rise, however a steady supply of cattle into the works and a high New Zealand dollar has driven processors to reduce their schedules.

Employment

· The twin blows of COVID-19 and Drought have severely impacted many people in our community with Working Age and Job Seeker Beneficiary numbers increasing significantly in the three months following lockdown. In Feb 2020 we had 772 people receiving a government support benefit. This peaked to 919 people in August 2020 and in February 2021 we had 840 people on a support benefit. Of these: 39% Maori, 10% Youth, 19% Fit and Able Job Seekers, 20% Job Seekers with some form of disability, 20% Sole Parents, 41% Health and Disability not considered fit to work more than 15 hours per week

· During March 2021, 27 people were placed into work which is mostly seasonal and not reflected in the numbers above. The concern is to find permanent placements for these people once the seasonal work is finished.

· Rebuilding local confidence and providing incentives to employers taking a chance on employing staff, and getting training for people in the growth areas is probably key to seeing these numbers drop.

· Those affected by Covid-19 and Drought have come from a wide range of industry sectors – retail, hospitality and tourism, technology, administration, transport, construction as well as primary industry including horticulture.

COVID-19 AND DROUGHT ECONOMIC RECOVERY ACTION PLAN

The COVID-19 and Drought Action Plan identified 18 action points. The following table provides an overview on the progress today on the Action Plan.

1. 1. 1. 1. 1.

1. 1. 1.

a) a)

COVID-19 and Drought Economic Recovery Action Plan – March 2021 Update
Immediate Response	March 2021 Update	Status
1. Leading Civil Defence in Central Hawkes Bay to ensure comprehensive welfare support.	Council continues to actively monitor and participate in Hawke’s Bay Civil Defence activities, including contingency planning for different COVID-19 levels. Council continues to support the Central Hawke’s Bay Network of Networks.	Completed






2. Support the establishment of Tihei Mauri Ora - Te Taiwhenua o Tamatea support structure.
	Council worked in partnership in the establishment of Tihei Tamatea and we now continue our partnership by collaborating to achieve provider Minisitry of Social Development Service Provider status. We alson continue to work in partnership with Taiwhenua delivering projects like Rakei Ora – Bringing Wellbeing to Marae and He Ringa ora Whanau.	Completed




a) Refund consent fees affected by lockdown.
	Full refunds were offered for cancellations of building consents or resource consent applications, lodged prior to 24 March 2020. As it turned out, no refunds were requested and Covid lockdown was one of our busiest periods of the year for both resource and building consents. We agreed to delayed payments and /or a payment plan for a handful of applicants that suffered financial difficulties as a result of the lockdown.	Completed



b) Early payments to Suppliers
	The Council added an additional payment run on the 10th of the month to supplement the existing 20th payment run and end of month payment run taking the total to 3 per month instead of the previous 2 per month to improve suppliers cash flows and assist with meeting payroll obligations and retention of jobs. This remains in place.	Completed and ongoing



c) Progress Central Hawkes Bay projects in regional economic stimulus packages.
	The major focus has been on the delivery of Provincial Growth Fund and three waters funding received, to boost employment and general business activity. To date, $2 million of funding for rapid redeployment has been completed seeing 37 in employment over 9 months, Nga Ara Tipuna ki Tamatea under construction, Rakei Ora and Tukituki Trails work underway, Porangahau to Wimbledon Road works also underway and now the three water reform works substantially underway.	On going



d) Advocate to Central Government on behalf of our most vulnerable citizens
	Council has continued to l advocate to Central Government to increase the current rates rebate scheme for those in financial hardship and other matters of importance to Central Hawkes Bay with regular audiences with the Minister of Local Government and participating in key forums.	On going



e) Advocacy to Hawkes Bay Regional Council
	Council will continue to advocate on behalf of our community to HBRC requesting clear guidance on their regulatory approach towards implementation of the Tukituki Catchment Plan and associated consenting deadlines. Both Councils seek to work collaboratively on other initiatives too including PGF Funding receiving for water security.	On going



f) Rates Postponement Policy
	Council adopted and implemented Rates Postponement Policy which allows those in our community experiencing financial hardship due to drought to have their rates payment postponed. This is now in effect, however has had very limited uptake.	Completed



g) Accelerate our regional, digital Business Hub project.
	Planning is well underway for the hub with design underway. In the short term, business programmes are shortly about to begin in conjunction with our regional partners in Central Hawke’s Bay and delivered as part of the wider Hub Project.	On going



Short-Mid Term Recovery	March 2021 Update	Status
h) Reframe existing assessment work to identify 'quick wins'.	Three immediate projects that were developmed were the (a) Tourism Infrastructure Needs Assessment, (b) High Productivity Motor Vehicle assessment and the Integrated Spatial Plan. From these planning documents we have prioritised activity such as the installation of new dump stations, begun a town centre plan and accelerated aspects of the plan including development conversations relating to the hospital growth cell and prioritised other work in the 2021 – 2031 Long Term Plan.	On going



i) Establish a CHB Recovery Task Force in partnership with Centralines.	Council established an initial meeting group with key business people and have held secondary forums with developers and those in construction on the growth and challenges the District is experiencing. Council has worked closely with Centralines, with the partnership focussed on small business support via mutual funding of Shop Local CHB platform. Targeted interventions underway to support large scale recovery projects, including Te Mata Mushrooms, Porangahau – Wimbledon Road HPMV programme for works, and other shovel ready projects..	On going



j) Incorporate a community recovery lens in our grant funding policy.	Council have prioritised allocation from the Environment & Sustainability Fund, Community Pride & Vibrancy Fund, to applications which contribute to community recovery from the effects of COVID-19 and drought. In regards to the Community Pride and Vibrancy Fund since COVID (June 2020) has received 4 applications to the CPV fund and distributed $6,000 in total to events that have occurred within the community to bring people together.	On going



k) Examine policies and process to ensure Council can assist ratepayers who are experiencing financial hardship.	Increased use of the $640 govt. rebate, use of the 'Remission of Additional Charges Policy', use of the 'Postponement of Rates for Natural Calamities Policy', working with those in arrears.	On going



l) Rates Rebate for 1,000 most impacted rate payers.	We have instigated a policy to provide rating relief to residential / lifestyle property owners where, due to Covid-19, the full payment of rates would otherwise cause extreme financial hardship. This has had limited uptake.	On going



m) More financial relief options.	Under the Rates Remission, Postponement, Discounts, and Collection Policy, a number of initiatives have been generated to ensure the annual rates increase will be kept as low as possible for the 2020/21 financial year without reducing levels of service. Other policy changes such as the rates postponement policy have also had limited uptake.	On going



n) Incorporating Social procurement into Council's capital programme.	Council has adopted new social capital procurement approaches in the implementation of recent projects funded by the Provincial Growth Fund and Crown Infrastructure Partners and are working collaboratively on regional best practice initiatives.	On going



o) Continued prioritisation of Nga ara Tipuna and investigate feasibility of phase three opportunities.	This project continues to be delivered on time and on budget, with the construction phase now underway. The project internally is now focussing on the economic and business development work streams within the project. On track for June 2021 launch.	On going



Long Term Recovery	Short-Mid Term Recovery	Status
p) Ongoing development of a revised/reprioritised Economic Development Action plan and work programme	We have refocussed our attention primarily in the areas of skills and training and supporting new investment and job creation – particularly for projects such as Te Mata Mushrooms. We are working on finalising a completed work programme for the delivery of the remainder of the action plan.	Ongoing

Implications ASSESSMENT

This report confirms that the matter concerned has no particular implications and has been dealt with in accordance with the Local Government Act 2002. Specifically:

· Council staff have delegated authority for any decisions made;

· Unless stated above, any decisions made can be addressed through current funding under the Long-Term Plan and Annual Plan;

· Any decisions made are consistent with the Council's plans and policies; and

· No decisions have been made that would alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council, or would transfer the ownership or control of a strategic asset to or from the Council.

Next Steps

As we draw towards the end of the PGF funded initiatives, Officers are considering next steps for those community members that are engaged in employment and what other sustainable outcomes can be achieved for the community.

RECOMMENDATION

a) that the REPORT ON THE on covid-19 and drought economic recovery action plan is noted.