He Papakáinga, He Hápori Taurikura Te Poupou Rautaki DR AF T HOMES AND THRIVING COMMUNITIES STRATEGIC FRAMEWORK HOUSING HOUSING STRATEGY STRATEGY 2020 2020 2 Prepared by Rotorua Lakes Council on behalf of the Establishment Leadership Group. Rárangi Take Content I. Te Poupou Rautaki Strategic Framework 04 II. He Kupu Nō Ngā Rangatira From Our Leaders 06 III. Te Poupou Rautaki Introduction 08 IV. He Hāpori Taurikura Thriving Communities 10 V. Ngā Tino Tatauranga Quick Look 12 VI. Ngā Mātapono Arataki Our Guiding Principles 14 VII. Ngā Whāinga Matua Me Ngā Paearu Key Objectives and Measures 15 VIII. Ngā Ara Tutuki Work Streams 20 IX. Ngā Mahi Tutuki Work Programme 21 X. Kia Whakapā Mai Ki a Mātau Contact 36 HOUSING STRATEGY 2020 3 HOUSING STRATEGY 2020 4 Te Poupou Rautaki Strategic Framework He Papakáinga, He Hápori Taurikura Rotorua Housing and Thriving Communities Te Arawa Vision Statement (provided by Te Tatau o Te Arawa) Mauri tū, mauri ora, Te Arawa e! Stemming from the Te Arawa 2050 Vision, ‘Mauri tū, Mauri ora, Te Arawa e!’ refers to the optimal growth and wellbeing of culture, people, place, environment, economy, innovation, leadership, and unity and collaboration for all within the Te Arawa rohe. This vision is guided by the words of our ancestor Houmaitawhiti: Tūrou Parea Eke panuku, eke Tangaroa i te orooro, i te oromea i tukitukia ai koe, i tātāia ai koe Oī, kiri o Tangaroa. Oī, tere te waka nei, tere āngaia. Oī, tūtaki ki tēnei mānuka, tūtaki ki tēnei ngahoa. Tupu te mahara, tupu ki roto, kia hono koe ki te hono tawhito. Purea ō taringa, kia turi, ā, kia hoi. Kei whakarongo koe ki te kōrero iti, Ko te kōrero iti, ka tahuri nā ko te hau aitū. Kīhai te kanohi i titiro, ko te taringa tē whakarongo. Bind all in the world of light to the world unseen. Pay homage to Parea from whence you came Rise with the movements of the land and the sea Set forth over the ocean. Ensure the safe and direct passage of the waka Meet and overcome all challenges Let the thought grow, let it grow within and be bound to the ancient bond Do not let negativity and conflict distract from the achievement of success. Rotorua Lakes Council Vision: Rotorua 2030 Koinei tō tātau kāinga. Ko tātau ōna tāngata. Nā tātau tonu i ora ai te ahurea Māori me ōna āhuatanga katoa. He iwi auaha tātau e tuku nei i tā tātau e ako nei. E kōkiri nei tātau i te angitu, i te hihiri me ngā rerekētanga maha. E kaha tautoko nei tātau i te whakapūmautanga o te taiao. Mō te katoa o Rotorua… Tātau tātau. This is our home We are its people We’re connected to each other through our culture and communities We’re innovative and we share what we learn We’re driving opportunity, enterprise and diversity We’re supporting a legacy of sustainability for our environment Rotorua is a place for everyone Tatau Tatau - We Together HOUSING STRATEGY 2020 5 HOUSING STRATEGY 2020 6 He Kupu Nó Ngá Rangatira From our leaders Housing is one of the biggest issues the Rotorua community faces. As identified by the Ministry for Housing and Urban Development, our wonderful district has attracted a growing population, but without homes being built to meet our needs, resulting in severe housing deprivation. That lack of housing affects all parts of the Rotorua community, but it disproportionately affects Te Arawa peoples. As a result, Te Arawa and Council have identified safe, secure housing for all our people as our top shared priority to ensure positive, thriving communities. Together, Te Arawa and Council present this draft Strategic Framework for community feedback. We have worked together to develop this vision because we understand the importance of partnership. No single organisation can deliver the vision single-handedly. But together we can deliver more connected, well-designed, thriving communities that express our identity as a district and as a city. Furthermore, our partnership is not just a practical necessity, it reflects our values and our heritage as a district. In 1880, Ngati Whakaue gifted to the Crown 12 square kilometres of land to establish the modern city of Rotorua (under the Fenton Agreement). That historic leadership was built on a vision not just of homes, but of thriving communities. It included land gifted for hospitals, railways, parks and reserves (including Kuirau Park, the Lakefront, race course, Sanatorium and Government Gardens). Similarly, this draft Strategic Framework puts people and wellbeing at the heart of our work to deliver more housing and to ensure communities are supported, safe, healthy and connected, with homes that match needs, and access to services and facilities. People, homes, communities – our Strategic Framework understands the importance of all three. We recognise that we all have a part to play in delivering on the vision. We cannot do this alone. Our Draft Strategic Framework looks at the roles that local and central government, iwi, landowners, developers and social housing providers can play in addressing the issues of housing supply, the quality of our homes and the development of safe, sustainable and connected communities for the future. Engagement across a wide variety of communities late in 2019 clearly identified the values and aspirations, which have informed the development of this strategy for the Rotorua district. Over this time Te Arawa whānui have also been sharing their moemoea and wawata for the Te Arawa 2050 Vision. Their wawata have also been woven into this strategy. An establishment governance group has supported the development of this draft strategy. The group includes MHUD, Council and iwi, and has strong connections with the work programmes of other agencies such as Ministry of Social Development, Kāinga Ora and the NZ Transport Agency. A particular thank-you to Karen Vercoe, Geoff Rolleston, Hingatu Thompson and Tupara Morrison for their contributions. We have identified some "rapid responses" that will support momentum while we work together to develop the longer-term actions. These address urgent issues such as homelessness. However this is just the beginning of a long journey. The COVID-19 pandemic has forced us into unfamiliar territory. We are faced with difficult times ahead that will require challenging and brave decisions to ensure we recover and become stronger, better and more resilient. This strategy has potential to contribute to keeping local businesses going and people in jobs through construction and associated sectors as well as addressing our critical housing shortage. Our local economy has been devastated and there are many strands to the recovery plan, including bringing businesses from all sectors together to develop strategies. Government’s call for ‘shovel-ready’ projects provides an additional opportunity to help our economy recover. Our submission included roading and storm water infrastructure projects to enable urban land development, reflecting existing plans and partnerships with Te Arawa and government agencies, and supporting transformational change for our district and economy. We welcome your thoughts and feedback on this draft strategy. Tatau tatau, we together. Hon Steve Chadwick MAYOR OF ROTORUA Sir Toby Curtis Cr Tania Tapsell Te Taru White CHAIR TE ARAWA LAKES TRUST COUNCILLOR ROTORUA LAKES COUNCIL CHAIR TE TATAU O TE ARAWA HOUSING STRATEGY 2020 7 HOUSING STRATEGY 2020 8 Te Poupou Rautaki Introduction Housing plays an important role in people’s health and wellbeing, in people’s ability to access work, bringing communities together and in shaping our district. Rotorua’s future homes and communities critically underpin our social, cultural, environmental and economic wellbeing. Over the past ten years, Rotorua communities have seen a growth in our populations, which has led to a shortage of housing at all levels of the market for both renters and owner-occupiers, increasing housing costs, reducing affordability and increasing homelessness. Hence the need for a plan moving forward. Last year, Rotorua Lakes Council and Te Arawa asked the community what our collective vision for housing should be, and what are the challenges to achieving it? Based on those hui and workshops this framework sets out our collective community vision for homes in Rotorua district communities. It describes the challenges we face and the strategies we will use to ensure everyone can enjoy a good quality of life, now and into the future. This strategy belongs to the communities of the Rotorua district, and is overseen by the critical partnership between Te Arawa, the wider community and Council. It will only be achieved if we are working together – and with support from the Crown, Government agencies and local and regional partners. The COVID-19 pandemic arose during the development of this strategy. It presents the greatest economic shock in memory, and although it is still early days, what is clear is that the economy will be irrevocably changed by this pandemic. We expect significant impact on local employment and economic activity. This along with other uncertainty means that we must continue to monitor progress, evaluate, learn and be ready to adapt to changing circumstances and opportunities to ensure we achieve our objectives, and longer term Rotorua 2030 and Te Arawa 2050 goals. ROTORUA 2030 GOALS: » Kāinga noho, kāinga haumaru Homes that match needs Quality affordable homes which are safe and warm, and available to meet everyone's needs. » He hāpori pūmanawa A resilient community Inclusive, liveable and safe neighbourhoods give residents a sense of place; and confidence to be involved and connected. » Tiakina to taiao Enhanced environment Rotorua is known globally for its clean, natural environment, air quality and healthy lakes. » Waahi pūmanawa Vibrant city heart The inviting and thriving inner city reflects Rotorua's unique heritage and lakeside location. » Papa whakatipu Outstanding places to play Recreation opportunities are part of the Rotorua lifestyle; connecting us, transporting us and surrounding us. » He huarahi hou Employment choices Rotorua is a prosperous connected community; growing education, training and employment opportunities. » Whakawhanake pākihi Business innovation + prosperity Rotorua boasts a diverse and sustainable economy energised by natural resources and innovative people. HOUSING STRATEGY 2020 9 HOUSING STRATEGY 2020 10 He Hápori Taurikura Thriving Communities Vision - 'He Papakáinga, He Hápori Taurikura' From meeting and talking with our communities, it is clear that they want safe, connected, sustainable and thriving communities. For housing, this looks like: What are the challenges? In late 2019, the Ministry of Housing and Urban Development (MHUD) carried out a placebased assessment. It identified the following issues: • • • • • • • • • Homelessness Increasing waiting list for social housing Unaffordable both to rent and buy Poorly maintained homes Cost to build is high A shortfall of 1500-1750 homes (as at end 2019) Relatively high rates of unemployment Households are more likely to receive a social welfare benefit Relatively higher rates of crime and victimisation than nationally Rotorua also has unique opportunities: • • • • • A strong Te Arawa culture and community Future workforce - a higher proportion of young people aged under 25 than nationally Undeveloped Māori-owned land A community that values manaakitanga Outstanding lakes, forests, geothermal areas and other environments Housing Continuum Emergency housing Transitional housing Public housing Submarket rentals Market rentals Progressive home ownership Full home ownership The Place-based Assessment identifies the need to address supply and quality issues for the full range of the housing continuum, with urgent priority on the lower end of the continuum. Central government have now recognised the increasing pressures in Rotorua and have pledged to support the delivery of solutions. HOUSING STRATEGY 2020 11 HOUSING STRATEGY 2020 12 Ngá Tino Tatauranga A quick look - Critical Numbers Current estimate of housing shortfall is 12 times more people waiting on the social housing register 85-90% are Māori is expected to increase unemployment, create uncertainty for housing, increase inequities, and compound issues disproportionately affecting Te Arawa Rotorua homes estimated to be poorly maintained in communities of need: 63% increase in house prices (from median of $263,000 in 2015 to $428,000 in 2019) Five times more homeless people accessing Emergency Housing - Special Needs Grants 83-89% are Māori (from 81 in 2016 to 498 in 2019) Population growth of 6597 Māori population growth of (usually resident in Rotorua) between 2013 and 2018 *NZ Census data to 71,887 PEOPLE 6429 to 28,839 HOUSING STRATEGY 2020 13 HOUSING STRATEGY 2020 14 Ngá Mátapono Arataki Our Guiding Principles The following principles set out the fundamental beliefs or values that will govern our actions. Mahi Tahi Strategic partnerships: As partners, Council and Te Arawa are committed to working together to develop and implement this Strategic Framework and the work programmes flowing from it. Collaboration and strategic relationships with our central government and community partners will be critical to our success. Te Hoahoa Cultural design: Recognise the unique requirements and aspirations aspirations of the Rotorua community and particularly Te Arawa to thrive in an urban environment and ensure integration of cultural values and concepts in to the master planning and urban design (of homes, places and spaces). Te Taiao Environment: Housing developments promote and support best practice in environmental management through the application of sustainable development methodologies and land use practices that align with Te Arawa kaitiakitanga values. Manaakitanga Social and economic: Creating liveable communities for Te Arawa and the wider community that promote whanau wellbeing and social prosperity through affordable housing, educational and employment opportunities. Tuku Iho Heritage: Develop processes that support best practice in natural, built and cultural heritage management, including the preservation and protection of archaeological and significant cultural sites and places. Whai Hua Facilitate and co-create opportunities for economic/commercial development that benefits Rotorua. Ngá Wháinga Matua Me Ngá Paearu Key Objectives and Measures These objectives apply to a diverse range of communities across the Rotorua district. OBJECTIVE: Te Arawa, local and central government are partners in the governance and delivery of this Housing Strategy We will measure this by: • Regular meetings between Council and Te Arawa leadership group to monitor implementation of this strategy • Establishment of partnerships between Kāinga Ora and mana whenua groups • Te Arawa are active partners in planning and delivery processes • Planning and consenting documents provide for Te Arawa values and aspirations • Social services (to support housing stability and housing quality) are delivered in a way that ensures measureable equitable outcomes for Te Arawa people • Te Arawa groups are active participants in building neighbourhoods at all levels of the market OBJECTIVE: Safe emergency housing options that meet differing needs are available for short term use We will measure this by: • The range of emergency housing options to meet different needs • Emergency housing is used for no more than seven days • Emergency housing options are supervised and safe from violence, alcohol and drug abuse • Emergency housing options meet the standards for residential purpose housing • Users report feeling safe • Te Arawa organisations participate in the co-design, co-development and co-delivery of emergency housing to ensure effective delivery to diverse communities HOUSING STRATEGY 2020 15 HOUSING STRATEGY 2020 16 OBJECTIVE: Increase the supply of transitional and social homes and locate through a range of mixed communities We will measure this by: • Transitional homes are increased to meet needs so that emergency housing is required for no more than seven days • Social homes are increased so that transitional homes are required for no more than three months • Transitional and social homes all meet residential home standards • Transitional and social homes are located through a number of communities with no more than 33% concentration in any one Statistical Area 2 unit (SA2)* • Connection and participation between people and of people to their community, marae, hapū and iwi is supported * SA2 refers to a geographical area in the Census with 2000-4000 residents OBJECTIVE: Increase the supply of rental and owner-occupier homes to meet population needs We will measure this by: • • • • • The growth in number of homes being built over five years Improving home affordability measures across communities Increase in the rate of home ownership by Te Arawa The number of homes built on Māori owned land increases Partnership between Kāinga Ora and landowners enables infrastructure and development of new housing OBJECTIVE: Support services (to move from emergency to stable housing) are readily accessible We will measure this by: • Te Arawa organisations participate in the co-design, co-development and co-delivery of support services • Navigator services are provided for every household using emergency or transitional housing • A plan of support with confirmed service providers is agreed with every household using emergency or transitional housing • Alcohol and drug detoxification services are provided locally and include a pathway plan for recovery which includes housing • People with very complex needs will have an individualised plan of long term support OBJECTIVE: Improve the quality of housing stock to a healthy standard We will measure this by: • 800 homes per annum in Deprivation 9-10 SA2 areas receive free home assessment (per annum for 10 years) • 350 homes per annum receive an improvement plan and mixture of grants and interest free loans for essential home maintenance and improvement • 600 more homes per annum are improved to meet healthy homes standards • Reduction in avoidable hospitalisation rates for asthma, respiratory infections/ disease and rheumatic fever • Increased training, apprenticeships and employment in construction and related sectors • Increase in local business sectors relating to construction, planning, engineering, environment, health and social services • Reduction in inequity of unemployment statistics for Te Arawa and youth OBJECTIVE: Homes are part of well-designed, thriving and connected communities for the future We will measure this by: • Improved indicators of social equity, including access to health care and other community services • Improved indicators of child equity including ECE and school participation and achievement, health measures • Increased engagement in education - attendance and achievement measures • Increased measures of Te Arawa connectedness including participation in kohanga and kura kaupapa, participation in cultural activities e.g. kapahaka, sports, mahinga kai and visual arts; attendance at marae • Increased proportion of Te Reo Māori speakers in the Rotorua district • Reducing rates of crime and victimisation reported in communities • Perceptions of safety surveys improve • Increase in energy efficiency/ affordability of homes • 50 new papakāinga homes built on Māori freehold land within three years • Increase in homes designed for multi-generation households • Increased range of housing options for Māori to live within their iwi rohe • Increase in kaumatua housing available • Increase in active and public transport use compared to private vehicle use • Improved water quality indicators for Te Arawa lakes • Improved quality and quantity of habitats for indigenous species • External recognition of excellent community design HOUSING STRATEGY 2020 17 HOUSING STRATEGY 2020 18 OBJECTIVE: Increase local economic development, employment and training We will measure this by: • Increased local employment in construction, planning, engineering, environment, health and social services • Increase in successful participation in education, training and employment in construction, planning, engineering, social and health sector related trades and professions • Increase in education achievement measures • Reduction in inequity of unemployment statistics for Māori and youth • Te Arawa and local businesses indicators of growth and thriving OBJECTIVE: Reduce cumulative negative impacts of emergency housing on the inner city and improve perceptions of safety We will measure this by: • • • • No Night Shelter or other emergency housing in the CBD Increased perceptions of safety in the CBD Reduction in measures of anti-social street behavior in CBD Reduction in need for additional security guards routinely Housing plays an important role in people’s health and wellbeing, in people’s ability to access work, bringing communities together and in shaping our district. HOUSING STRATEGY 2020 20 Ngá Ara Tutuki Work Streams SOCIAL HOUSING / COMMUNITY HOUSING AFFORDABLE HOUSING Community safety plan MARKET HOUSING Policy/Bylaw Development Emergency Accomodation District Plan changes Thriving communities Policy development Community infrastructure Mangatakitahi - Housing First Rotorua - Eastern locality plan Central city / CBD locality plan Western locality plan Ngongotahā locality plan HEALTHY HOMES PROGRAMME Temporary transitional housing JOB CREATION & EMPLOYMENT PATHWAYS PAPAKĀINGA Social Housing - set increases over three years - ENABLING INFRASTRUCTURE PLAN FINANCE AND INVESTMENT PLAN URGENT SHORT TO MEDIUM TERM PARTNERSHIP DRIVEN Ngá Mahi Tutuki Work Programme Develop a community safety plan A Community safety plan is needed to coordinate the response of partners including Council, Te Arawa, Police and social service agencies to ensure that public places including Rotorua’s CBD and parks and reserves are safe and enjoyable spaces for everyone to share. Over the last several years there have been growing complaints about anti-social behaviour in the inner city and surrounding parks, affecting people's sense of safety. At the same time there has been a concentration of emergency accommodation in the inner city which has attracted other criminal activity. The actions will be 1. Outline the coordinated response of Police, Council, Māori Wardens and social service agencies to ensure that public places including Rotorua’s CBD, parks and reserves are safe and enjoyable spaces for everyone to use 2. Zero tolerance for anti-social behavior 3. Ensuring that vulnerable people sleeping and living in public places are encouraged to take up support services to ensure they have safe shelter 4. Identify regulatory tools to support implementation Our objectives are • Reduce cumulative negative impacts of emergency housing on the inner city and improve perceptions of safety We will measure this by • • • • No Night Shelter or other emergency housing in the CBD Increased perceptions of safety in the CBD Reduction in measures of anti-social street behavior in CBD Reduction in need for additional security guards routinely The lead agencies are Rotorua Lakes Council, Te Arawa and Police HOUSING STRATEGY 2020 21 HOUSING STRATEGY 2020 22 Emergency Transition Accommodation An increasing number of people are homeless in Rotorua. In 2019 there were 12 x as many people waiting on the public housing register as there were in 2015. For the same time period there were 5 x as many people accessing Emergency Housing Special Needs Grants. Māori (including Te Arawa) are disproportionately affected by homelessness. MSD has increasingly utilised motels and backpacker accommodation for emergency housing due to a lack of other supply, however people are staying in these places for much longer than intended as there is a shortage of homes across Rotorua. These numbers don't include hidden homelessness, those in insecure settings such as sharing with extended family or friends resulting in overcrowding and ill health. Emergency accommodation provides immediate safe shelter for people who find themselves homeless. It is intended to be very short term to enable a place of safety from which to connect to a pathway to resolve the housing issue as well as connection with support services. There is further a need for drug and alcohol addiction, mental health and other intensive support services which are responsive to people with very complex and long-term needs. This is a part of the pathway of services to assist people who are homeless, or at risk of being homeless into safe accommodation, and has been identified as a service gap in Rotorua. The actions will be 1. Support a range of emergency accommodation options which provide immediate, safe, short-term shelter for people who find themselves homeless, AND Develop a pathway to connect emergency accommodation to support services which assist to resolve housing and underlying issues 2. Investigate and support the development of a comprehensive service pathway by December 2021, to ensure support services are accessible and responsive to people with complex needs including mental health and addiction. 3. Mangatakitahi (Housing First Rotorua) - Housing First service assists chronically homeless people into safe and permanent housing solutions, continuing to support them 4. Strengthen Housing First connections to market and social rental accommodation providers 5. Referral pathway to connect those living in public spaces with Housing First Our objectives are • Safe emergency housing options that meet differing needs are available for shortterm use • Support services (to move from emergency to stable housing) are readily accessible. We will measure this by • • • • • • • • • • • There is a range of emergency options available for different needs Emergency housing is used for no more than 7 days Emergency options are supervised and safe from violence, alcohol and drug abuse Emergency options meet the standards for residential housing Users report feeling safe Te Arawa organisations participate in the co-design, co-development and co-delivery of emergency housing Te Arawa organisations participate in the co-design, co-development and co-delivery of support services People with very complex needs will have an individualised plan of long term support Navigator services are provided for every household using emergency or transitional housing A plan of support with confirmed service providers is agreed with every household using emergency or transitional housing Alcohol and drug detoxification services are provided locally AND • include a pathway plan for recovery which includes housing The lead agencies are MHUD, MSD, Lakes District Health Board, Te Arawa and Te Mangatakitahi; PLUS a supporting role for Rotorua Lakes Council - as champion for community needs, regulating and consenting functions for development and buildings. HOUSING STRATEGY 2020 23 HOUSING STRATEGY 2020 24 Temporary Transitional Housing People in emergency accommodation are there for much longer than intended because there are few places for them to move on to. Temporary transitional housing is required to bridge the gap between emergency housing and a permanent home. Some people requiring this housing are potentially vulnerable and in need of accessible wrap-around support services. Temporary housing is safe and meets the needs of a range of different people and households in the short term while the supply of permanent social housing and affordable market is increased. The actions will be 1. Kāinga Ora and Te Arawa will provide 75 additional temporary transitional housing units by June 2021 which will be in place for five years 2. Identify and connect Kāinga Ora with local and Te Arawa landowners willing to lease or sell land 3. Investigate the opportunity to purchase and redevelop motels as apartment-style residential accommodation Our objectives are • Increase the supply of transitional and social homes and locate through a range of mixed communities We will measure this by • Transitional homes are increased to meet needs so that emergency housing is required for no more than seven days • Transitional homes meet residential home standards • Transitional and social homes are located through a number of communities with no more than 33% concentration in any one Statistical Area 2 unit (SA2) • Connection and participation between people and of people to their community, marae, hapū and iwi is supported The lead agencies are Kāinga Ora, MSD, Te Arawa; PLUS a supporting role for Rotorua Lakes Council as champion for community needs, regulating and consenting functions for development and buildings. Social Housing There is a shortage of social housing evidenced by the growing number of people in emergency housing for long periods, and the growing wait list on the public housing register, which has grown 12-fold since 2015. Rotorua has relatively high rates of unemployment and our households are more likely to receive a social welfare benefit compared to nationally. The cost of private rental housing at the lower end has also disproportionately increased, driven by there not being enough homes to meet demand. Currently social homes are concentrated in a few communities. A plan is required to increase social housing across a range of communities, and to ensure the size of homes is appropriate to the households in need. There is significant need for smaller homes The actions will be 1. Kāinga Ora will develop a pipeline to increase the number of permanent public housing based on government budget announcements 2. Develop partnerships between Kāinga Ora and Te Arawa groups to increase land available for social housing, including Māori land 3. Identify Council land which can be sold or leased for housing 4. Identify a wide range of communities where land is able to be purchased and built on to reduce the concentration of public housing in a small number of suburbs 5. Identify surplus motel stock which is suitable for purchase and renovation/ repurposing to increase the supply of one-two bedroom apartment-style units 6. Leverage Kāinga Ora investment for wider public benefit in community infrastructure Our objectives are • Increase the supply of social homes and locate through a range of mixed communities We will measure this by • Social homes are increased so that transitional homes are required for no more than three months • Social homes all meet residential home standards • Transitional and social homes are located through a number of communities with no more than 33% concentration in any one Statistical Area 2 unit (SA2) • Connection and participation between people and of people to their community, marae, hapū and iwi is supported The lead agencies are Kāinga Ora, Te Arawa and MSD; PLUS a supporting role for Rotorua Lakes Council as champion for community needs, regulating and consenting functions for development and buildings. HOUSING STRATEGY 2020 25 HOUSING STRATEGY 2020 26 Rural and Urban Papakáinga Traditionally, the literal meaning of Papakāinga housing is, ‘a nurturing place to return to’. Colonial settlement and the discriminatory policies of successive governments have challenged Māori connections to whenua and kāinga. Today, home ownership rates for Māori are well below the national average and Māori are over-represented in the statistics of substandard housing. Papakāinga is a form of housing development for a hapu or whanau community which occurs on multiply-owned Maori or ancestral land. However, the fact that Maori land has multiple owners has raised barriers to development. The actions will be Develop a papakāinga framework including: 1. Establish a Te Arawa papakāinga development company to build capacity and capability 2. Provide development expertise to assist landowners to achieve their papakāinga goals 3. Develop three papakāinga master plans 4. Identify funding and financing mechanisms for papakāinga development Our objectives are • Homes are part of well-designed, thriving, sustainable and connected communities for the future We will measure this by • • • • • • 50 new papakāinga homes built on Māori freehold land within three years Increased range of housing options for Māori to live within their iwi rohe Increase in homes designed for multi-generation households Increase in kaumatua housing available Increase in home ownership by Māori Increased measures of Te Arawa connectedness including participation in Kohanga and kura kaupapa, participation in cultural activities e.g. kapa haka , sports, mahinga kai and visual arts, attendance at marae The lead agencies are Te Arawa, Te Puni Kokiri; PLUS a supporting role Rotorua Lakes Council as champion for community needs, regulating and consenting functions for development and buildings. From meeting and talking with our communities, it is clear that they want safe, connected, sustainable and thriving communities. HOUSING STRATEGY 2020 28 Thriving Communities Thriving communities are great places to live, work and play. These include: • more varied lifestyle, work, transport and recreation options • more effective and efficient places that work better for us, and use less energy and water. • making it easier to access friends, work, and leisure activities • feeling safer - supporting both physical and mental health, making walking and cycling real options • reflecting the values we hold as a community: • the love of our strong landscapes – lakes, forests and geothermal • our Te Arawa culture • an inclusive mix of people and cultures • the desire to play and have fun The National Policy Statement on Urban Development Capacity requires mediumgrowth local authorities to produce a future development strategy (FDS). The FDS will act as a guide for planners, decision-makers, infrastructure providers, iwi, businesses, and the community, about future urban growth; potential constraints to urban growth; and opportunities and solutions to respond to growth over the next 30 years. The actions will be 1. Adopt integrated planning/ urban design guidelines for Rotorua which define a holistic definition of successful community development supporting regeneration and growth by December 2020 2. Within the next three months, Council will review its regulatory documents to identify any changes needed to simplify and speed up housing development, including: • District Plan review- followed by Plan changes required to support density, locations, quality, sustainable design and resilience for climate change. • Policy Guidance tools e.g. Papakāinga design kit, urban design guidance, engineering development standards & open space policy. • Integrated planning and consenting for speed, quality of developments • Community infrastructure initiatives – this is likely to include reserve development, public transport planning/routes, library bus/services, cycle way development, schools & early childhood services (Council infrastructure and services to be included in LTP). 3. Develop social and sustainable procurement policies to strengthen the positive impacts on economic, social, cultural and environmental well-being through all projects 4. Prepare a Housing and Business Assessment (HBA) to inform the development of a Future Development Strategy (FDS) alongside the 2024 Long-term Plan 5. FDS is a 30-year plan of where development can occur and how the infrastructure to support it will be provided. The FDS can identify when the funding has to come from somewhere other than local council, including where private capital investment can release capacity. The FDS aims include ‘urban intensification’ and ‘wellfunctioning urban environments’. The FDS brings together Spatial, District, Regional, Infrastructure and Financial Planning. The HBA comprises the research and analysis to inform these plans. Our objectives are • Homes are part of well-designed, thriving, sustainable and connected communities for the future. We will measure this by • Improved indicators of social equity, including access to health care and other community services • Improved indicators of child equity including ECE and school participation and achievement, health measures • Increased engagement in education - attendance and achievement measures • Increased measures of Te Arawa connectedness including participation in kohanga and kura kaupapa, participation in cultural activities e.g. kapahaka, sports, mahinga kai and visual arts; attendance at marae • Increased proportion of Te Reo Māori speakers in the Rotorua district • Reducing rates of crime and victimisation reported in communities • Perceptions of safety surveys improve • Increase in energy efficiency/ affordability of homes • 50 new papakāinga homes built on Māori freehold land within three years • Increase in homes designed for multi-generation households • Increased range of housing options for Māori to live within their iwi rohe • Increase in kaumatua housing available • Increase in active and public transport use compared to private vehicle use • Improved water quality indicators for Te Arawa lakes • Improved quality and quantity of habitats for indigenous species • External recognition of excellent community design The lead agencies are Rotorua Lakes Council and Te Arawa. HOUSING STRATEGY 2020 29 HOUSING STRATEGY 2020 30 Locality Plans The Rotorua Spatial Plan 2018 identified areas across Rotorua with opportunity for growth in new homes and need for regeneration. There is an estimated shortage of 15001750 homes at present. Homes are part of communities, and in the effort to increase homes that meet our needs, it is important to ensure they are connected, sustainable and are located in well-planned communities. Four focussed areas for attention are prioritised. The actions will be Focused effort on new urban growth areas (zoning changes required under the District Plan) requiring careful planning that reflects our changing community needs and the opportunities to strengthen and develop thriving communities. Existing urban areas will have different requirements and plans than new greenfield developments. Elements of local plans will include: 1. Structure plan development and District Plan changes – housing density 2. Programme development and local service delivery locations (Council, Government and community groups) 3. Assessments of cultural values by mana whenua 4. Cultural landscape and heritage protection guidelines 5. Protection of water quality and indigenous habitats 6. Community space development 7. Green and play spaces 8. Transport route changes 9. Development of a locality plan for Eastern Rotorua, to implement spatial, infrastructure and other plans enabling a thriving community in collaboration with communities and businesses 10. Development of a locality plan for Western Rotorua to implement spatial, infrastructure and other plans enabling a thriving community in collaboration with communities and businesses 11. Development of a locality plan for Ngongotahā, to implement spatial, infrastructure and other plans enabling a thriving community in collaboration with communities and businesses 12. Development of a locality plan for the Central City, to implement spatial, infrastructure and other plans enabling a thriving community in collaboration with communities and businesses Our objectives are • Increase the supply of rental and owner-occupier homes to meet population needs • Homes are part of well-designed, thriving, sustainable and connected communities for the future We will measure this by • • • • • • • • • • • • • • • • • • • • • The growth in number of homes being built over five years Improving home affordability measures across communities Increase in the rate of home ownership by Te Arawa The number of homes built on Māori owned land increases Partnership between Kāinga Ora and landowners enables infrastructure and development of new housing Improved indicators of social equity, including access to health care and other community services Improved indicators of child equity including ECE and school participation and achievement, health measures Increased engagement in education - attendance and achievement measures Increased measures of Te Arawa connectedness including participation in kohanga and kura kaupapa, participation in cultural activities e.g. kapahaka, sports, mahinga kai and visual arts; attendance at marae Increased proportion of Te Reo Māori speakers in the Rotorua district Reducing rates of crime and victimisation reported in communities Perceptions of safety surveys improve Increase in energy efficiency/ affordability of homes 50 new papakāinga homes built on Māori freehold land within three years Increase in homes designed for multi-generation households Increased range of housing options for Māori to live within their iwi rohe Increase in kaumatua housing available Increase in active and public transport use compared to private vehicle use Improved water quality indicators for Te Arawa lakes Improved quality and quantity of habitats for indigenous species External recognition of excellent community design The lead agencies are Te Arawa, Rotorua Lakes Council, Kāinga Ora. HOUSING STRATEGY 2020 31 HOUSING STRATEGY 2020 32 Healthy Homes Housing is widely acknowledged as a determinant of health. Improving housing is also an equity issue, with Māori and Pacific families being over-represented in low-income households in areas of poorer quality and crowded housing and experiencing related health problems at a higher rate than the general population. Some quick facts: • Cold, damp homes and indoor pollutants play a role in the development of asthma and a host of other respiratory health problems including cancer, particularly affecting our tamariki and koeke • Substandard housing and in particular crowded, cold, damp and mouldy homes have been linked to poorer mental health and psychological distress for whanau • Housing type can influence the quality and quantity of interactions within neighbourhoods, affecting social cohesion, trust and a collective sense of community While there have been a number of programmes to support home insulation and clean heating in Rotorua, this has only addressed a part of our problem with cold and damp homes. There are still many homes in Rotorua which are not healthy to live in because of factors including lack of maintenance, poor construction, age, impact of only minimum building standards. BRANZ estimates 20-30% of all NZ homes are not well maintained. Rotorua has a higher than national average proportion of homes in lower socioeconomic areas, and the affordability of critical repairs is a barrier to achieving healthy homes and maintaining the 18C internal temperature recommended for health. The actions will be Council will lead a programme to ensure Rotorua homes are warm, dry and wellmaintained to be weatherproof. This will include: 1. Reviewing the range of existing healthy homes initiatives and funders, and identify funding gaps 2. Securing new funding source for grants and loans to ensure low income households are able to access funding support to address home maintenance and repair needs 3. Developing a Healthy Homes Toolkit to communicate to homeowners (including renters and landlords) what funding is available and how to access it 4. Delivering 800 independent and free home assessments per annum in Dep 9-10 areas (or similar need) 5. 350 homes per annum have improvement plans supported by a mixture of grants and loans. Our objectives are • Improve the quality of housing stock to a healthy standard We will measure this by • 800 homes per annum in Deprivation 9-10 SA2 areas receive free home assessment (per annum for 10 years) • 350 homes per annum receive an improvement plan and mixture of grants and interest free loans for essential home maintenance and improvement • 600 more homes per annum are improved to meet healthy homes standards • Reduction in avoidable hospitalisation rates for asthma, respiratory infections/ disease and rheumatic fever • Increased training, apprenticeships and employment in construction and related sectors • Increase in local business sectors relating to construction, planning, engineering, environment, health and social services • Reduction in inequity of unemployment statistics for Te Arawa and youth The lead agencies are Rotorua Lakes Council, Te Arawa, Lakes District Health Board, Toi Te Ora Public Health, Te Puni Kokiri. HOUSING STRATEGY 2020 33 HOUSING STRATEGY 2020 34 Enabling Infrastructure Infrastructure refers to the roads, paths, water supply, storm water and waste water systems that support our communities to function. Our community has told us that a major barrier to development is the cost of infrastructure. We need to explore ways of funding and designing sustainable infrastructure that enables development to proceed. The actions will be 1. Council will work with Te Arawa and central government towards supporting infrastructure investment for State Highway roading and stormwater that enables thriving communities 2. Council will undertake master planning of infrastructure at a catchment level to ensure efficient and sustainable land use, reduce risk and costs of development 3. Council will review its funding model for infrastructure that supports new housing development by June 2021 4. Develop policy for development contributions, connection agreements, financial contributions (under RMA) and different forms of rating 5. Investigate options to work innovatively with partners by June 2021 6. Partnership between Kāinga Ora and land owners enables development Our objectives are • Increase the supply of rental and owner-occupier homes to meet population needs We will measure this by • • • • • The growth in number of homes being built over five years Improving home affordability measures across communities Increase in the rate of home ownership by Te Arawa The number of homes built on Māori owned land increases Partnership between Kāinga Ora and landowners enables infrastructure and development of new housing The lead agencies are Rotorua Lakes Council, Te Arawa, NZTA, Ministry of Housing and Urban Development Job Creation and Employment Pathways Rotorua’s average annual unemployment rate to March 2020 was 5.5%. The impact of COVID-19 on the tourism, hospitality and retail sectors is expected to drive unemployment to reach 10.7% by March 2021. Youth, Māori and people in low skilled jobs are likely to be worse affected. The recovery of those sectors will continue to be impacted by travel restrictions and reduction in discretionary spending. There will be a need for retraining and development of alternative sectors for employment. The implementation of this strategy provides opportunities for workforce development and employment in a range of trade, construction, planning, engineering areas as well as environmental, social and health services The actions will be 1. Council and Te Arawa will work with government agencies, construction, trades, planning, engineering and related training and education providers and businesses to identify opportunities for training, workforce development and employment pathways 2. Identify industries with future demand and develop career and retraining pathways in partnership 3. Develop sustainable procurement policies which support local businesses providing workforce development and employment for Rotorua people 4. Partner with anchor institutions in Rotorua to collectively implement sustainable procurement policies which support local workforce development, employment and business 5. Consider opportunities for workforce development and employment in the implementation of all aspects of the strategic framework Our objectives are • Increase local economic development, employment and training We will measure this by • Increased local employment in construction, planning, engineering, environment, health and social services • Increase in successful participation in education, training and employment in construction, planning, engineering, social and health sector related trades and professions • Increase in education achievement measures • Reduction in inequity of unemployment statistics for Māori and youth • Te Arawa and local businesses indicators of growth and thriving The lead agencies are The lead agencies are Te Arawa, MSD, Te Puni Kokiri, Ministry of Education, MBIE, Rotorua Lakes Council, Toi Ohomai. HOUSING STRATEGY 2020 35 HOUSING STRATEGY 2020 36 Kia Whakapá Mai Ki a Mátau Contact Te āhua o tō whakapuaki whakaaro, how to have your say. YOUR FEEDBACK NEEDS TO REACH US BY 14TH AUGUST 2020 OPTION 1: GO ONLINE Go online to rotorualakescouncil.nz/letstalk This is Council’s feedback portal where you will find an online feedback form and places to leave comments. OPTION 2: CALL OR EMAIL US Feel free to call one of customer services staff and provide feedback over the phone (07) 348 4199 or email your feedback to letstalk@rotorualc.nz (please include your name address and a phone number) OPTION 3: WRITE TO US Get a hardcopy of the strategy and send written feedback to council Rotorua Lakes Council, Private Bay 3029, Rotorua Mail Centre, Rotorua 3046. OPTION 4: SOCIAL MEDIA Post comments and suggestions on Council’s Facebook page. NB: Comments and suggestions will be considered, discussed and form part of decision making. However receipt of feedback provided via social media cannot be acknowledged. All feedback will be considered by the Establishment Leadership Group and used to finalise He Papakāinga, He Hāpori Taurikura - Te Poupou Rautaki, Homes and Thriving Communities Strategic Framework HOUSING STRATEGY 2020 37 TE ABAWA WHANUI ROTORUA COUNCIL auni era 0 ng? roto Rotorua