Candidate Responses to Kapiti Chamber Election Manifesto 2016

Candidate Responses to Kapiti Chamber Election Manifesto 2016
Download Final Election Manifesto here

Mayoral Candidates
Angela Buswell

Economic Development – As an award winning, local business woman (creator of Minx Footwear and
Superminx stores), I believe Economic Development should be a major part of the council’s mandate!
I want to break down the insular, toxic culture in the current council which I believe is dampening down
progress and economic development in Kapiti. I think Targeted Rates needs to be reviewed further as
the User Pays idea will hit mainly families and fixed income residents. With the introduction of the
National Policy councils are being forced to open up land for rezoning, which will create more residential
developments, more work for locals and lower land values.

Business attraction and growth/ Open for Business Council – I am passionate about attracting new
businesses and government departments to Kapiti, as well as giving strong, positive support to the
businesses that already work here. Kapiti needs a clear “Why Kapiti” story and communicating this in
a positive manner will help give vision and direction, and attract more businesses here. The council
need to update Raumati Village and Otaki Commercial Areas which will make it more attractive for
businesses to come to Kapiti. The development of the town centers in Waikanae and Paraparaumu in
consultation with the business community will play an important part in the connectivity to public
transport. Council also needs to grow tourism in this beautiful region. Successful businesses around
NZ are looking at the Roads of National Significance for projected growth and easier movement around
NZ – Kapiti must make these opportunities work. ‘Open for Business’ is about an attitude right across
the whole council. Council staff need to view residents and businesses as customers and provide
outstanding service, on time and within budget. KPIs are a clear way to see what is and is not being
achieved. Council systems need to be streamlined to avoid costly delays for customers (ratepayers).
I have seen both Wairarapa and Horowhenua councils actively seek and welcome new business to
their areas. I have seen how they encourage tourism, foster small towns and work closely with their
business community – I have not seen this in Kapiti. I want people who live here, to be able to work
here, rather than commute long hours to Wellington.

Infrastructure/Technology/Water/Recreational Facilities/Education/Youth Employment and
Support – Kapiti’s population is set to grow and we need to make sure our infrastructure is fit for
purpose. We have a diverse population with amazing retirement villages and primary schools bursting
at the seams as families move here. Council should be talking with stakeholders NOW about the needs
of the community. Technology is the key to communicating and is very cost effective when kept up to
date. Business can be at your fingertips. I support the widespread use and roll-out of Broadband.
Council has to work closely with providers (as it does with electricity and gas), to keep technology up
to date. We now have plenty of water. This summer was the first in years where there were no water
restrictions due to the detection of leaks and better water conservation. Building a dam would take us
to the next level of water security. We need to update and build new recreational facilities as this can
be a lucrative area. We must work with interested clubs to create more visionary assets for the coast.
We also need to remove or update what we currently have so it is no longer old, cold and stale. I
support the facilitation of new education facilities here, working with institutes and business groups to
identify the needs within the community. We are blessed with so many caring services and support
facilities in Kapiti for youth and these areas need to work well together. We also need more jobs and
affordable housing along with more recreational activities for young people. We can work with Central
and Regional Government to help fund this.

Transport/Roads – KCDC is renowned for working in isolation and this needs to stop. For growth and
progress to happen we need to work openly and collaboratively with both Regional and Central

government. We must have easy to use and timely public transport and encourage locals to use it.
Otaki is one of the only areas in the Wellington region that doesn’t have access to electric trains, yet it
could be our largest commercial and residential growth area. Road connectivity to the new Expressway
is a joke and has been left far too late for residents who are now worried about their safety as traffic
flow increases on roads not built to take it. KCDC was granted $8 million to spend on roading in 2014
and it was to connect Ihakara Street with Kapiti Road, yet this hasn’t happened yet.

Council Operations – We must streamline processes for better results - taking a business approach
to deliver best customer service is paramount. Our community is diverse and our council needs to
deliver better services to all. Leadership, vision and goal setting is the most important asset to any
business and council is no different. A great leader can see value in all their team members as each
of them has been elected to represent different parts of the community. Drawing together diversity can
be challenging but everyone’s strengths must be used for the betterment of our community.

Cr Dr David Scott JP

There is no question that the elderly want to retire to and live in Kapiti. People are attracted by ease
and convenience of living here, reasonable cost of housing and the beautiful coastal environment. We
have to continue to offer these attractions BUT we need to add more for younger, bright entrepreneurs
and their families (we require a variety of accommodation).

The new expressway and Transmission Gully will assist and will enable economic development (eg
SEATTLE. transport, good infrastructure and massive new electronics industries).

The KCDC can provide the open business environment for new dynamic industry, business and
technology. Councillors must be intelligent enough to see the future business opportunities and stay
up with the play (wireless digital, drone highways, driverless cars). “STRONG VISIONARY
LEADERSHIP’' is required.

As the World Bank says ‘economic well-being and quality of life’ includes ‘creating jobs and supporting
growing incomes and the tax base.

Council support should be clearly tied to clearly defined outcomes.

A good Mayor and Councillors can “oil the wheels” of growth. Visitor attractions with major event
strategy is important. At the moment we are “half open for business”.

We need to collaborate with the wider region and our neighbours and plan ‘collectively’ for our promising
future.

Gavin Welsh

May I firstly congratulate the Chamber of Commerce and its members for this considered, informative
and visionary document, which I'm sure will prove invaluable as we move into an exciting new chapter
for the Kapiti Coast. I have been extremely grateful for the significant contribution that the Chamber
has made throughout this triennium. As Chair, my thanks go in particular to the dedicated Chamber
delegation to the Economic Development Leadership Forum, Liz Koh, Ann Verboeket, and Mark
Ternent. A collaborative partnership with Council, the Chamber, Iwi, and Electra continues to provide
a more clearly defined path to success for our District.

1. Economic Development
An overarching mantra for our district's economic development can be summarised in three words:
"Collaborate, collaborate, collaborate". There is no single entity that can or should bear the greatest

burden within economic development, we are all in this together. As ambassadors to the district, we all
must ensure that we put our best foot forwards at all times, and share a positive future for the Kapiti
Coast within our extended networks. An additional $160k has been reprioritised within economic
development, providing a real opportunity to build momentum behind business and visitor attraction,
and the 'Telling the Kapiti Story' project. However, with a significant budget of $840k, we must ensure
that return on investment is demonstrable to deliver value for money for the ratepayers.

2. Business Attraction
It is essential that we grow and diversify business on the Coast, to secure long term stability on a broad
economic base. With many businesses being identified as small, it would be favourable to the economy
to attract some additional medium sized businesses, and possibly one or two large businesses also.
We are now well underway into the business attraction phase of the strategy. A prospectus showcasing
the benefits of locating businesses on the Coast is currently being prepared. Every effort should be
made to welcome and encourage interested parties to our District, and I'd like to reiterate, that we are
all ambassadors of our district.

3. Open for Business Council
The single most important thing that Council can do to pave the way for economic growth, is to ensure
that its regulatory processes are streamlined, pragmatic, and efficient. Council must make every effort
to fully understand the processes and challenges within a competitive commercial environment, and
where possible remove barriers, and assist businesses to thrive.

4. Infrastructure
Infrastructure must be well considered, financially justified, and fit-for purpose. Council should be
implementing a strategic long term vision that reflects the likely high-growth phase of the district,
ensuring free flowing connectivity throughout the transport network. As technology offsets the
requirement for central business districts, the promotion and full utilisation of the ultrafast broadband
network is critical to the development of business on the Coast. Higher paying salaries to accompany
our outstanding lifestyle are now becoming achievable, especially within the ICT sector.

5. Population Growth
The long term vision for the district would appear to remain restrictive in its outlook and facilitation via
the proposed district plan. Once the plan is complete, a more aspirational vision can be achieved via
rolling review of the plan. It is essential however, that in this time of change, we respect and remain
mindful of the thoughts and opinions of all Kapiti Coast residents, and be sensitive to the challenges
that change can sometimes create.

6. Youth Employment
A coordinated and collaborative approach to youth services, and youth employment opportunities would
be welcomed. Care should also be taken to ensure that agencies are not disadvantaged in the process.

7. Council Operations
There is without doubt, opportunity to identify and implement further efficiencies throughout Council
operations. However, leadership must ensure that throughout all activities, Council provides firm, fair
and cohesive governance. I would encourage the Chamber to fully utilise its strengthening relationship
with Council as we head into this exciting new era on the Kapiti Coast.

K(Guru) Gurunathan

The Election Manifesto is an excellent start to a partnership dialogue for change. A dialogue starting
with council but needing to expand to establish partnerships with other significant community players.

I see the Manifesto being focussed around two key areas. Firstly, the need to reduce regulatory, and
perhaps also non-regulatory, obstacles. Specifically, those that increase the cost and risks to
businesses. Secondly, the matter of increasing council's budget for economic development which the

Chamber thinks is currently at a stalemate.

I agree that council has a critical role in maintaining and investing in services that look after existing
businesses but also ensures our communities retain them, grow them and attract new ones. I observe
that businesses benefit from the same services that benefit residential properties, like the quality of our
three waters. I support the need to explore additional services customised to benefit businesses without
burdening ratepayers.

Although not surprised, because of anecdotal stories related to me over the years, I am alarmed the
Chamber's survey had exposed such a deep level of frustration amongst the business community.
Targeted at council's operational side which was seen “...at times to actively impede business growth”.
This is a wake-up call.

I would like to temper this observation with the need for the business community to understand that
council's regulatory role consists of laws created by Parliament and sometimes council staff are the
meat in the sandwich and become the convenient whipping boy for overly bureaucratic laws created by
Parliament. There is a need for business to understand council's regulatory constraints.

On balance, I think the negative sentiments reflect a need for council to apply the intention of the law
rather than the letter of the law. Staff need to apply the rules and regulations to suit the challenges of
the local business environment and not be prescriptive and inflexible.

There definitely is a need for a change within council's internal culture. The first understanding is the
realisation that communities that perform well economically, and are prosperous with full employment,
benefit the whole community. The second realisation is that council activities are part of a regionally
and nationally competitive environment. And the task of retaining, attracting and growing businesses
includes a council that is not only efficient but also responsive to the needs of the local business
community. If we say we are “Open for Business” then we must mean it.

Jackie Elliott

Employment Levels – KCDC currently employs 330 plus staff with 1 in 10 being remunerated in over
$100,000 pa. The Transmission Gully project managers have publicly ensured me they pay a collective
agreement pay rate over the living wage rate, currently $19.60 per hour as of July 2016. I would
advocate for further lobbying of the living wage rate gained in the older person care industry on Kapiti.
The 3 R.O.N’s projects guarantee higher employment opportunities than previously seen in Kapiti for
the next 15 years.

Funding for Economic Development in Kapiti – I do not agree that funding for Economic
Development appears to be at a stalemate. It is not how much money is given, it is how wisely it is
used, that is the issue. I am sure that with the formation of the new Economic Development forum,
improvements will be made on the councils $1.5 million initial waste on the Cleantech Trust, and the
$1.5 projected continued waste of money on Cleantech this triennium through to 2019. I do not know
the exact spend for the past three years on Economic Development but for the current Mayor and Chair
to allow $1.5 million more to be wasted is a travesty.

I will continue to support a business differential rate with an initial 5 years of targeting funding towards
Economic Development. It is only due to my intervention during the 2016 Annual Plan process that
KCDC continues to be an active member of the Regional Amenities Fund, our staff intended to cease
being a member of this network as of 1st August this year.

The Chamber considers there to be continued obstacles to business – Other than the statutory
requirements we have had to implement over the triennium due to law changes like the Food Safety
laws, we have initiated and focussed on being open for business, and we will continue to.

Your Town – Your town centres comments don’t mention the vital Raumati Beach, Paraparaumu
Beach and the two Otaki areas, they need continued attention to remain vibrant and I have made
proposals to that effect including a nationwide generic branding advertising campaign for the Otaki
outlet retail precinct, before the expressway bypasses these businesses.

Transport – Bus transport for Otaki has been addressed in the Greater Wellington transport review. I
am keen to see the Wellington metro rail service extended to Palmerston North. This triennium the
Kapiti road upgrade project has been brought forward to ensure connectivity with the M2PP project
roadway.

Water – I agree with your comments on water supply and that building the dam is the only way to ‘future
proof Kapiti’s water supply. To get the dam I propose KCDC hand over the construction project to
Greater Wellington Regional Council who have the funding and the expertise to complete a project of
this scale on time and within budget. And that the cost is repaid through targeted rates, while Kapiti
remains in ownership of its own water.

The water meter project has proven in just a year to not be self-sustaining financially. There is already
a $1.5 million deficit that has been added to long term debt.

Visitor Attraction Initiatives – Yes I have been instrumental in working with Tane Moleta, Chair of the
Public Arts Panel and the artist and am proud to have brought the Whale Sculpture back on the table
for Kapiti. I have also made repeated requests that as a precursor to the Gateway project, a temporary
(5-10yr) Bio-Security facility be placed on the Paraparaumu Boating Club carpark. All that is needed is
a transportable building and personally I’m happy to tow the concrete mixer behind the Mayoral Daimler
to achieve this. It’s been done before! This is just one of 10 or more visitor attraction initiatives I have
proposed to our four elected representatives on the Economic Development Leadership Group and I
have not had a response to any of them. This Council are proud to have re-instated the contestable
events fund.

Education – I totally agree that Kapiti should be home to the next Massey or Victoria University satellite
campus and have networked with major stakeholders at both establishments this triennium. They are
keen to integrate such a facility on the premises of Te Wananga O Raukawa in central Otaki.

Districtwide Candidates
Ann-Maree Ellison

I warmly support the manifesto and recognise the work and effort that has gone into creating it. I am a
strong supporter of those advocating for businesses in the Kāpiti region. I am also supportive of council
and the chamber exploring more opportunities to collaborate. I also believe:

·   Anything that creates a business friendly environment and increases opportunities for residents to
    live and work in their own community is a benefit for families and community wellbeing.
·   The chambers have a key leadership role and council’s function should be to support this in a
    proactive way.
·   Business and visitor attraction should be a key focus of this work.
·   “The Kāpiti Story” – is a great vehicle for delivering well-crafted messages to describe the huge
    variety of features and benefits that make the region attractive to families, businesses and visitors.
    Telling the Kāpiti Story well encourages people to the district.
·   Connectivity is critical – Ensuring that Kāpiti is connected and supported as a district is key. By
    creating and leveraging better partnerships with our close neighbours including Horowhenua,
    Manawatu, Mana and Wellington, Kāpiti increases opportunities to collaborate, leverage and grow.
·   The two E’s of Environment and Economy work best when in balance. The focus being to protect
    and improve the environmental health of the Kāpiti region and Kāpiti Island as the jewel of our

region. Balance is achieved when we proactively care for our region from the mountains to the sea,
    taking care of our waterways and land. Thereby ensuring we foster a balance between economic
    growth and environmental protection. This results in us fostering a sustainable, healthy culturally
    rich community for generations to come.
·   Economic prosperity and development is underpinned by reliable infrastructure and sound financial
    management.
·   High speed broadband is essential for existing business to attract new business.
·   Development that is sustainable, that meets the needs of all sectors of our community is critical.
    We have retail leakage, we need to address the reasons for this and commit as a district to ensuring
    that we can provide consumers with the products and services they seek.

However, I have some observations that I think will strengthen business on the coast and enhance the
approach to economic development:

·   I think there is an opportunity for the chambers to engage with Iwi and develop some exciting
    relationships.
·   Kāpiti as a district has three significant Iwi and I note the manifesto makes no reference to Iwi nor
    does it recognise the significant contribution that Iwi have made to the district and will continue to
    do.
·   The district also has a strategy for Māori Economic Development (MED) that focuses on leveraging
    the potential of rangatahi – our young residents, and sustainable land use. While the MED strategy
    is under review, there is an opportunity for the chambers to link with Iwi now and in the future.
·   Iwi in this area are currently involved in housing, health, education, fisheries, tourism and forestry
    to name a few. Exploring long term relationships with Iwi should be a key outcome of the Chamber’s
    manifesto.
·   Iwi are one of the largest employers on the coast with Te Wānanga o Raukawa notable among
    them. The Otaki Māori Race Club brings large numbers of people to the District and Māoriland
    Films (first supported by the MED strategy) is the largest indigenous film festival in the southern
    hemisphere.
·   Settlement is not a myth, local Iwi will settle and reinvest into the wellbeing of their community and
    region.

Christopher Ruthe

Congratulations for preparing the manifesto. Its aspirations are commendable.

The manifesto covers a large number of issues that cannot be responded to in a meaningful and
detailed manner in a page. Due to the limitations, I will deal with issues as follows:

My position is that private enterprise should be able to do what it does best without expensive
time wasting red tape. Council’s obligation is to deliver a regulatory regime that is user friendly and
ensures compliance with legal standards at minimum cost.

Your survey identified poor governance as a major issue. Poor governance leads to escalating
costs which we all have to bear as ratepayers and business owners. As an example, in 2014 Council
had the chance to get rid of the what has been described as one of the worst Proposed District Plans
ever. Instead they voted for an almost incomprehensible 1000-page document. The Councillors role
is good governance.

Another example – KCDC approved a subsidy of $64,000 a year for the Aquatic Centre café to be
staffed and run by the Council. Wise spending? Competence? Did any councillor raise an objection
and vote against it? No.

Economic development is crucial for job creation and sustainability. The driver must be private
enterprise unencumbered by unnecessary red tape. You identified the problem:

       “…obstacles to doing business in Kapiti which is causing extreme frustration for businesses.
       This was considered to be the most important issue facing businesses in the district.”

We need action. If elected I will seek to have Council develop specific policy requiring the
consenting process be simplified and made easily comprehensible so that matters are resolved
in the shortest possible time at the lowest possible cost.

I will strongly lobby for a joint working party to develop agreed solutions, within 6 months. The input of
the Chamber and other users will ensure the real problems are solved.

I fully endorse the plea for “a good website for business and tourist attraction”. KCDC employs
a number of IT people. However, its website is appallingly difficult to use and information helpful to
potential tourists and business developers is scarce and disparate. The site should include tourism
information and business strategy information. I will lobby for a commitment to have a site up and
running within 6 months. Its development should be a joint venture with all interested parties.
Immediate action is needed – with proper focus, this is an easy fix.

You indicated the need for a better rail/bus network. I agree and will lobby hard with the Wellington
Regional Council for Kapiti to get a fairer share of the public transport cake. We need more
parking for commuters, and much more user-friendly bus services.

Emily Boonen

I support transparent and effective communication, whether in business or the community and believe
our economic aspirations need to be affordable for our community – many of whom live on fixed
incomes.

The business community has a significant role to play in the economic development of the District and
I agree with many parts of your manifesto. However, I’d like to see the current restrictions to growth
identified more clearly. As a small business owner, I’d like to see processes streamlined to create a
better balance between business, future vision and community aspirations.

I am inspired by the suggestion of a tram in the manifesto and suggest a monorail system would be
even better. I would support this in the Long Term Community Plan – particularly if it was powered by
sustainable energy. I believe this is currently being investigated by Electra and various community
groups.

While I support the current trend toward ecologically – based transport I am concerned that pathways
and cycleways favour younger people ahead of seniors. This is not to say that they don’t ride bikes or
walk, however a sustainably powered tram or monorail would be a more practical solution for a large
section of the community who are less mobile and want to travel between metropolitan and beach zones
which are considerable distances apart. Investment in this this initiative would need to come from the
private sector with the Council ensuring the upkeep and administering a local tariff to support community
use.

As a child growing up in Wellington I came on numerous visits to the Kapiti Coast, as far as I was
concerned it was the place in summer. Paraparaumu Beach had an aura of pleasure and fun that
seems to have diminished over the years.

The resort feel is still there but there’s no longer a commercial attraction, like the old skating rink, to
create a buzz. We have an amazing natural environment and I’d like to see us grow an eco-tourism

sector in the district. If the environment is to be regarded as our number one asset, we need to create
more opportunities for fun so people use it and enjoy it more.

Now that sustainable energy is a reality eco ventures can be fun and economically viable. I was very
inspired by the man-made white water slalom course at the Rio Olympics and thought it would be
amazing to have one like it at Paraparaumu Beach. An adjustable current would enable the course is
used by children and champions alike. Other ideas could be an artificial surf wave or surf wave pool or

a beach volley ball facility. As summers get hotter a water park seems more viable – this would promote
Kapiti as a fun summer resort, help increase our tourism numbers and provide attractive, sustainable
work opportunities for our younger citizens.

I think the whale sculpture has huge potential particularly if teamed with an amphitheatre. However, I’d
only give it the green light when we have sufficient economic growth to encourage private investment.

John Howson

I’m very comfortable in saying that I support the Kapiti Coast Chamber of Commerce’s Manifesto. It is
a carefully considered, forward looking and balanced document that makes a persuasive case for the
development of the district.

That case is, obviously, business-centric but there can be no doubting that Kapiti is poised for
unprecedented growth. The manifesto summarises it well in its reference to ‘Kapiti’s strategic location
which will be further enhanced by the new Expressway and Transmission Gully’ – and makes the point
that ‘if we are to achieve our full potential we must work collaboratively and invest in our community’.

The Chamber is, of course, looking at this from the perspective of their members and the Council will
need to take a more multi-faceted approach, but there can be no doubt that diverse business growth is
a core ingredient for the future of Kapiti.

So too is the need for a positive, collaborative approach which is at the heart of two elements of the
manifesto that are particularly critical for the new council.

Despite the council having an ‘open for business’ mantra, the perception remains that there are
unnecessary bureaucratic obstacles facing businesses in the district and that the culture ‘is perceived
to be obstructive rather than enabling’.

The council’s role, of course, isn’t just to provide a rubber stamp that enables business development in
compliance with legislative requirements. The council must continue to provide a filter that has an
overview of social and environmental responsibilities. However, that doesn’t preclude a positive
business-like collaborative approach. Both the perception and the reality must change!

The other critical element captured in the manifesto relates to the behaviour of the councillors
themselves. I believe the community has had enough of what the chamber politely refers to as ‘public
infighting, malicious comments and court cases’. The reality has been much more malignant and
disruptive than that. The community deserves, indeed it must have, a council that knows how to debate
all issues in a robust but respectful manner, accept the democratic outcome and then take collective
responsibility. We must put an end to the costly litigation and disputes engendered by a self-serving
minority of councillors.

I will bring a positive voice to the council based on my extensive management and governance
experience in areas as diverse as business, media and education sectors.

This election is more critical than ever for the future of Kapiti. We need a council that puts individual
self-interest aside and is prepared and qualified to work collaboratively together for the benefit of the

whole community. Unfortunately, that hasn’t been evident in the behaviour of some councillors in the
past 3 years.

Mike Cardiff

If re-elected I will be committed to a new style of public collaboration. I am aware sections within the
community are unhappy with some of our current consultation processes and I respect and accept that.

I would support a more inclusive style of collaboration because in my opinion, there have been too
many lost opportunities to promote active participation with ratepayers. One such example of public
collaboration would be the urgent formulation and setting up the preliminary processes for the Coastal
Advisory Group (CAG).

There is always the need for Council to address issues of financial sustainability. We have a current
long term plan over 20 years that will peak in the 2020/2021 financial year with a projected debt of 200
million dollars. While this is a substantial amount (it relates to an average rate increase of 3.3% over
the 20-year period) it provides for Capital work improvements, new infrastructure, depreciation and debt
repayment. Council has the ability to reduce any projected long term expenditure through public
consultation on every Annual Plan process if it so desires.

For the record, 78% of Council’s income is derived directly from rates. The remaining 22% is from our
fees and charges. This makes us quite unique because when taking into account the 78 other Local
Authorities in New Zealand, the average of income that is derived from rates is 58% indicating significant
additional revenue opportunities for many of the other local authorities.

Unfortunately, in Kapiti we do not have the ability to supplement our income from any investments. For
example, we do not own a port, we do not own income generating forestry blocks, we do not own an
airport, we do not own car park buildings, nor do we have land available for commercial leasing.

At the same time, we wish to encourage economic growth by not charging business’s a differential rate
and want to promote opportunity for a more diverse business sector.

In my view, our current Standing Orders need to be revised, in particular, rules for our meeting
procedures. These need changing to encourage more pragmatic public participation as the current
rules are too restrictive. My commitment is to provide a community approach to all issues that succeeds
socially and economically.

Murray Bell

The success of Kapiti’s economic development is dependent on the participation and cooperation of
our entire community. This includes businesses being operated profitably, the council providing an
environment that enables businesses to thrive, and the community supplying resources (labour) and
spending their money locally. Everyone has a role to play. I am pleased to see the Chamber of
Commerce developing its local government manifesto as a helpful contribution to having a successful
working relationship with the council.

As a member of the Kapiti Economic Development Strategy working group I believe the Strategy has
the right components for success. Key to this, and something that doesn’t get much attention, is the
emphasis on council delivering its core functions well. In particular:

·   Providing cost-effective and durable infrastructure such as: safe, reliable water supply, good roads
    for effective freight transport to the expressway and airport, well-maintained recreational facilities
    that attract people to live here; and

·   Providing timely, efficient and customer focused regulatory services including food and liquor
    licencing, building and resource consents. This includes council being “open for business”: it needs
    to be more than just a slogan. We have made a good start, with demonstrable improvements in
    processing building consents, but still have a long way to go before the community feels it’s being
    better served, as illustrated in the manifesto. I was instrumental in adding to the KPIs for council
    senior management a requirement to be focused on delivery of “open for business”. I will continue
    to emphasise its importance.

Council spends over 2/3rds of its budget on these activities which are essential for economic
development. I will continue to focus on council delivering these services well.

Having helped draft the Strategy, I will support its practical application. Implementation of the Tourism
Attraction Strategy is underway, and work will soon start on the business attraction plan. This involves
a lot of work. Council only has limited resources but progress is being made.

I don’t currently support the introduction of a targeted business rate. The only arguments I have seen
make the case for business to subsidise the rates of others. There appears to be no rationale for how
it benefits the district as a whole.

Council investment into the Paraparaumu and Waikanae town centres is important. While the
expressway will bring benefits, it is also a threat in that it will be easier for people to shop outside the
district. A safe and attractive environment is essential to attract and retain shoppers. While council
works hard to consult with business owners in these town centres, there are always opportunities for
more business involvement in council initiatives.

I am a committee member of Kapiti’s Digital Leadership Forum and helped secure council investment
in last year’s very successful Digital Tech Expo and this year’s Digital Youth Challenge. These are
examples of practical ways council is helping promote digital connectedness across the community.

I believe it’s important that council addresses the needs of our business community, while respecting
the needs of the wider community. I will continue to encourage both council and business to engage
in dialogue and work in partnership.

Peter Ellis

One of the main drivers for me putting my name forward as a district wide candidate is hopefully to
replace some of the disruptive current councillors who through their negative approach and constant
bickering have achieved very little over the past 3 years.

1   Economic Development. Our high rate of over 65 year old residents does not make increasing
    rates an option to support business growth so we must seek other methods to achieve this.
    Lobbying central government and working with other local councils to share services along with
    increasing the rating base with more housing are my preferred options.
2   Business Growth. With the new expressway and eventually transmission gulley improving our
    connectivity with Wellington and the rest of the country we need look at options to use existing spare
    warehouse space which can make living and working in Kapiti a more viable option.
3   Open for Business Council. I’m keen to promote more use of shared services with other councils
    in the region and along with this will be pushing to have a complete review of KCDC’s structure and
    services.
4   Infrastructure. Council needs to work closely with retail developments at Coastlands and Kapiti
    Landing to ensure they become more connected. While improved transport options will make these
    areas easier accessible for residence of Waikanae and Otaki council must promote Otaki as its own
    shopping destination.

5   Sport and Recreation. Sport and recreation are an important way of life for New Zealanders and
    a major economic driver in all regions. We must better promote Kapiti Island, our many walking and
    biking tracks and our current sporting facilities.
6   Population Growth. Kapiti will continue to grow at a rapid rate as our connectivity with the rest of
    New Zealand improves and as the population ages we will come under more pressure for increased
    housing. However we have good schools and colleges and need to ensure we have sufficient land
    available for all types of housing.
7   Youth Employment. We are inclined to under estimate the capability of our youth and need to
    work more with the 3 colleges to encourage some of the talented youth to remain in the regions.
    This maybe by seeking Government support with business start-up grants or similar schemes.
8   Council Operations. This is of major concern for me and I will be seeking to have a complete
    review of council operations carried out by an independent consultant. I will also be pushing for
    more shared services with other councils in the region which could include part of their district plans
    to simplify knowledge for business’s working in more than one council area. This may mean working
    with local Government New Zealand to change the way councils operate. There may also be an
    opportunity for council to hold council meetings in the evenings to allow more business people to
    attend.

Your manifest is a good guide to the thoughts of the business community and although things like a
pier at the beach might sound out of the reach of council it has been discussed previously and with the
involvement of outside finance would not be impossible. Nothing should ever be disregarded.

Ric Austin

There has been a lack of strategic thinking around the Council table by both past and present
councillors. Previous councillors have had the opportunity to develop a strategy for long term water
storage but have clearly failed the strategy test and their duty to do so as the district still has no
guaranteed water supply. An expensive water monitoring programme has been put in place but does
not store one drop of new water for future usage. Without assured adequate water supply there cannot
be future growth. A large water storage facility requires not only strategy it also requires vision.

Rather than developing strategies for growth the incumbent councillors appear to be hell bent on
defending the existing administration against all criticism regardless of how constructive it might be.
The costs to the commercial and domestic rate payers of the District has been an unmitigated financial
disaster and I promise to advocate for a change to this policy. Equally there appears to have been no
strategy put in place to think strategically for the long term, set a vision and drive towards achieving
that.

Kapiti is in a unique position to leverage business growth off of the Wellington tourism market. With at
least 7 of the 10 top visitor icons in the Wellington region located in Kapiti I believe it is important to
develop a strategy that would take advantage of the ever increasing numbers of visitors to Wellington
including the burgeoning Cruise Ship visitors now numbering in the hundreds of thousands. Logically
Kapiti, because of its climate and proximity to safe beaches, should be viewed as the aquatic centre for
New Zealand with strategies for growth focusing on projects that enhance that view. The disused
Raumati swimming pools could be converted to a World Class aquarium or working aquaculture centre
that would also be a visitor attraction encouraging new visits to the district.

Kapiti has the potential to become an environmental management model for other cities if a visionary
strategy is adopted for its future. By utilising such sound environmental techniques as disruption of sea
wave energy, fore-dune creation and planting Kapiti could enhance and control erosion of its foreshore
in one all-encompassing plan.

When elected I intend to advocate very strongly for the ratepayer’s views to be the opinions that really
matter. As a firm believer in democracy I believe that whenever the Council wishes to undertake
significant changes in policy or expenditure.

Greater Wellington Regional Council Candidates
Nigel Wilson

The Chamber's Manifesto is aimed primarily at KCDC candidates but is also relevant in the broader
regional context. While full amalgamation is unlikely there is already a significant move towards greater
utilisation of shared services and shared resources and Kapiti should be as much a part of this as

possible. For instance, Kapiti would benefit greatly from being part of Wellington Water which deals
with the water supply systems for Wellington City, Hutt City, Upper Hutt and Porirua.

Kapiti is currently part of WREDA and the development of that cooperative model again provides plenty
of leveraging opportunities for Kapiti.

The single biggest contribution Kapiti can make to the region and the region to Kapiti is the development
of a Spatial Plan for the region. Several Mayors across the region have resisted this for many years
however the Local Government Commission are now taking a lead in assisting them to see the value
in this and hopefully progress will be made after the current elections are done and dusted.

What appears to be missing locally is a political vision for a post-expressway Kapiti. Leadership is
required to deliver a unified (or as unified as possible) vision for Kapiti that maximises the benefits of
the expressway and recognises and deals with the downsides.

The Chamber's Manifesto is an excellent document that all candidates would benefit greatly from
absorbing. There are of course other imperatives however the need for a thriving internal economy will
be paramount and there is a template here for addressing the most pressing economic issues for Kapiti.

Penny Gaylor

It’s time for a fresh voice, with new energy. With just one voice at Regional Council, spending nearly
$300million a year of ratepayers’ money, your choice is crucial for Kapiti.

I’ve been a councillor for six years, chairing KCDC’s Environment & Community Development
Committee, and co-chairing the Wellington region’s committee focused on waste minimisation and
management.

Relationships between Regional Council and Kapiti’s District Council, and Kapiti’s business community
needs re-booting. If you want to get things done, you must be able to work constructively and positively
with others. Imagine what a force Kapiti would be if Regional Council was working better with others,
and that relates to every single area that your manifesto has identified. I support and endorse the work
of the Kapiti Chamber of Commerce, and look forward to working constructively, collaboratively, and
positively to help advance your goals for Kapiti as you’ve set out in your manifesto. Thank you for that
work.

Yes, there’s plenty to work on, together: getting Regional Council ‘in the tent’ for local sustainable
economic development, lifting their performance to provide leadership on climate change, coastal
hazards, flood protection, and water quality, and future proofing public transport for our growing
population and our particular demographics.

Economic Development / Business Attraction and Growth / Open for Business – KCDC has
developed a local Economic Development Strategy with the Chamber of Commerce. Bravo, and I’m
proud to have been part of the council that achieved this excellent step. GWRC remain aloof from
constructive conversations when we need them to act collaboratively and positively with local players.
After years of talking and considerable investment Kapiti has had little return from the Wellington

Regional Economic Development Agency (WREDA). If elected I would work to ensure WREDA is more
effective for and accountable to our District.

Infrastructure – The GWRC Long Term Plan shows operating expenses are projected to rise
significantly in the next decade, however, Kapiti ratepayers know very little about this. If elected, I would
focus on what GWRC plans to invest and provide scrutiny and accountability around whether plans are
necessary and affordable.

Youth – Supporting Kapiti youth is a cornerstone of my 9 years on Council and the Otaki Community
Board. I’m proud of my focus and leadership to ensure the Kapiti Coast rightfully offers the best of
opportunities for young people – education, development, sports and recreation, jobs – this should be
their first choice for living here beyond their growing and learning years, and the place they want to buy
their first home and raise their family.

Population Growth – GWRC has been noticeably absent in discussions and submissions on the
impacts of the Expressway on the District. The shortage of commuter parking in Waikanae is a classic
example, as is the over-crowding in trains that was clearly not anticipated and planned for.

Council Operations – All councils need to continue to improve their performance, responsiveness and
listen and adapt to the focus of the community.

Peter Bollmann

I really appreciate the opportunity to comment on the Kapiti Chamber of Commerce manifesto.

I agree that there needs to be greater collaboration between within council, and between councils and
the local business community. The growth is already happening, and if it is not managed and planned
for, the Kapiti coast risks becoming a bedroom suburb of Wellington.

Economic development and business growth needs to leverage off the existing advantages that Kapiti
already has.

It is the major transport route from Wellington to the north.

It has distinct retail and commercial centres at Paraparaumu, Waikanae and Otaki.

It has great village communities at Paekakariki and Raumati.

It has major natural attractions, such as the Tararua Ranges and the coast, which make Kapiti a hugely
attractive destination.

What we don't have are great connections between the major transport networks and the local
communities.

What we need are strategies in place to ensure the viability of the retail and commercial centres, such
as a strategy to encourage cornerstone retailers to Otaki.

We need to understand what impact the current growth is having on the supply of land for development,
not just residential, but commercial and industrial.

We need some cornerstone projects to enhance the natural attractions, like the suggested Pier
Development at Paraparaumu, or a major Visitor Centre for Otaki Forks for the outdoor recreation
enthusiasts.

We need a strategy to cater for the changing demographics of the Kapiti Coast. We currently have a
large labour pool working on the roading infrastructure. What happens to these people when
transmission gully is finished? How can they be deployed to the benefit of the region?

This labour force, and the influx of new families will change Kapiti. In order to preserve our communities,
and to encourage their growth, we will need to manage this. This will require a partnership to be
established between the Regional and District Council, and close collaboration with the business
community in Kapiti.

Ward Councillor Candidates
Bernie Randall – Paraparaumu

The Economic Development Strategy could more provide more focus to the Tourism Sector. The
tourism industry in Kapiti is under-developed. We urgently need to lift tourism in the region and promote
the eco-friendly Kapiti, the walking and cycling tracks, Otaki Forks, Southward Car Museum, Kapiti
Island and more.

Businesses are central to Kapiti’s economic development and are the engine of growth. We must put
in place real meaningful internal systems to assist businesses, in a friendly way, working through local
authority processes. Council’s events strategy should be refreshed to better promote Kapiti as a great
place to invest, visit, live and work. To attract skilled human capital and investment we need to offer
the lifestyle that talented people seek.

Rate rises should be limited to the rate of inflation. It should be enshrined as a principle. Council should
not be planning to continue to rely on ratepayers for their revenue as the Long Term Plan indicates.
80% of Council’s revenue comes from rates, and this proportion is not planned to change significantly.
It shows no intent for new thinking. The Council should take the initiative to seek new revenue from all
possible sources to reduce the proportion of revenue generated from ratepayers.

The education sector is an important area that needs to grow in the Kapiti Region. We must undertake
a review of education and cultural training available. Internship and medium long term mentoring within
business is must be encouraged. Our community needs trained people to do jobs such as being
valuable caregivers. We must also support educational institutions to attract more foreign fee-paying
students.

We must capitalise on the regions potential and create a special economic zone.

Services and products that meet the specific needs of an aging population must be supported. The
focus is much wider than simply delivering social services to the elderly. The emphasis is on the
economic opportunities of providing excellent business services.

Fiona Vining – Paraparaumu

1. Economic Development – I support the Economic Development Strategy. In terms of funding it, I
   believe that the best option is to focus on increasing the rating base. While I believe that targeted
   business rates are appropriate in some areas I do not believe that is the case in Kapiti. We are at
   a stage that we need to focus on business attraction which makes a targeted rate inappropriate.

2. Business Attraction and Growth – Business attraction would be best supported by making Kapiti
   a place that business owners want to relocate to, with the result that they also relocate businesses
   here. This means we need to tell the story of not just why Kapiti is a good place to work, but also
   to live. We also need to look at strategies for local residents to work locally, even if for businesses
   elsewhere, rather than needing to commute.

3. Open for Business Council – A start has been made on changing the mind-set to an “open for
   business council”. This change needs to continue. Clear KPIs should be set to measure this
   change, not just for the change itself, but to help change public perceptions. Perception is a key
   point for businesses in choosing a location.

4. Infrastructure – The main issue relating to infrastructure is procrastination. In order to make small
   savings in rates, infrastructure investment is too often deferred. While it is important to avoid
   unnecessary rate rises, it is also important not to get into a “poverty mindset”. If we do not invest in
   infrastructure it has two major impacts. Firstly, it simply shifts the burden onto future generations.
   Secondly, it risks making Kapiti a less desirable place to live. This in turn discourages private
   investment or business development and job creation.

5. Population Growth – Population growth is a key issue for Kapiti. At present, just 6.7% of our
   population is aged 20-29 years, compared to the national average of 12.7%. We need to aim for
   more balance in population growth by increasing job opportunities. Unbalanced growth will put
   further pressure of rates on older ratepayers on fixed incomes. This can impact the ability of council
   to offer rates rebates. Planning for population growth links back to the necessity to invest in
   appropriate infrastructure for the district.

6. Youth Employment and Support – I completely support a more coordinated approach to youth
   employment and support. I believe young people should be further involved in this where possible.

7. Council Operations – Council operations need a clear distinction between governance and
   management. Governance needs to be transparent with appropriate engagement with the
   community. It also needs to be accessible to all. At present it is difficult for business owners
   (particularly of small businesses) to attend council meetings or engage with councillors. Meetings
   should be more respectful and efficient.

Geoffrey Churchman – Waikanae

Thanks for the information in your manifesto.

As I see it the biggest challenge next year and thereafter is to encourage businesses currently in
Paraparaumu and Waikanae town centres from not relocating near the Expressway on/off-ramps, thus
causing unwanted build up in these areas, particularly at the beaches. The council can play a role in
this by friendly persuasion, and if necessary by zoning.

The Kapiti Expressway is likely to boost the status of the Coast as a dormitory area for those who work
in Wellington, as well as a weekend retreat for Wellingtonians. This will be given another major boost
in 2020 with the Transmission Gully Expressway.

More people living in the district will mean more potential customers for local businesses. However, I
am strong believer in optimum sizes and the quiet unhurried lifestyle near the beaches with a slightly
warmer climate further south is what people appreciate. The other question is how much the existing
water, wastewater and sewerage infrastructure can cope with increase. Put simply I do not believe in
growth just for the sake of growth.

I would like to see more consultation by the council with both the commercial community as well as the
residential community than has been the case up till now. Many council projects seem to have been
motivated by councillor’s own favourite notions rather than by what the district really needs.

Guy Burns – Paekakariki-Raumati

My priority is to reduce Kapiti Coast District Council obstacles for business in Kapiti. I will aim to
eliminate and reduce staff costs, red-tape, excessive rules and regulations that hinder and slow down
business opportunities and growth.

I will work determinedly towards improving leadership, governance and communication – areas which
are currently impeding business growth. The current unprofessional behaviour and demeanour of

Councillors are a reflection of poor leadership and a lack of any long-term vision by the Mayor and
Councillors.

My focus will be on creating efficiencies and improvements to the organisational structure of Kapiti
Coast District Council with the long-term aim of reducing rates and costs to businesses, and letting
consumers keep more of their hard-earned money to spend in the district.

Janet Holborow – Paekakariki-Raumati

Thanks to the Chamber of Commerce for carrying out this survey and providing elected members the
chance to comment. The community is hungry for information during this election, and the Chamber
has provided some great opportunities for feedback.

I would also like to thank members of the Chamber and the business community for their input over the
past three years. The Economic Development Strategy is going well due in no small part to the input
and time commitment of business people.

I was interested to read the results of the survey, which show that Council operations have some way
to go to meet the expectations of the business community. I believe we’ve made a good start in this
area, but there’s clearly much more work to be done. I would like to see a Council which rolls out the
red carpet to welcome new businesses to our district.

I agree with the manifesto in focussing on the following areas as crucial for Economic prosperity and
would make the following comments:

·   Town Centres. It is imperative that we prepare for the impact of the expressway. A “wait and see”
    approach doesn’t give us the chance to make the best of local connections and the survival and
    vitality of our district.
·   Technology. The Digital Leadership Forum has made good inroads in this area, and I would like
    to see Council support the district to become a leader in technology.
·   Transport and Roading. As SH1 becomes a local road, we have us the opportunity to reinvent
    the route through our district to become a destination highway.
·   Recreational Facilities. It has been shown that there is a strong correlation between quality arts
    facilities and economic health. Projects like the Mahara Gallery (our district gallery) and the Kapiti
    Performing Arts Centre are key to this.
·   Water. We have the land for a dam and budget allocated for when that’s needed in the future.
·   Education. We have good relationships between Council and primary and secondary providers.
    Further work is needed to develop and enhance our support for tertiary providers as more young
    people want to stay and work and study in Kapiti.