1. What do you consider to be the biggest opportunities and threats facing Kapiti over the next five to ten years?

• Realising the potential benefits from completion of Transmission Gully and the release of land from NZTA (Wanuiwhenua)
• Opportunities are not used to build locally; business, capacity and employment

 

2. Economic growth has benefits for everyone living in the district. Kapiti needs a sound economic development strategy. How would you go about ensuring the strategy is developed and implemented and who should be involved?

The GWRC has led other districts in developing strategic plans and investment plans and could take the lead here. It should be appropriately funded and developed with the involvement of KCDC, KEDA and other key stakeholders. Implementation will very much depend on what is developed and the roles of interested parties (sector participants, investors etc.)

 

3. Will Kapiti have the infrastructure needed to support projected population growth? If not, what are the key priorities for infrastructure development?

• Kapiti will not have the infrastructure to support the projected population growth beyond 10 years.
• Transport connections are a priority. The electrification of rail between Otaki and Waikanae (this should also take some pressure off needing to build further car parks in Waikanae), resist revocation of “old” state highway one and transition into major tourism road, the airport is a strategic asset for the community……tourism and freight infrastructure should be developed to sustain it for the long term.

 

4. Council has a goal of being “Open for Business”. What does this term mean to you and what can Council do to ensure it achieves this goal?

Building a resilient economic foundation for Kapiti. Engage proactively with investors and business.

 

 

5. Does Council have a role to encourage businesses to relocate or establish here? If so, what kind of support should Council offer?

• Yes along with other key stakeholders. It should negotiate with other stakeholders to develop and offer a customised value proposition. There are a number of options for Council including development grants, fee waiver etc.
• It really depends on the scope of the business and its likely impact on our district.

 

6. How Important is it to tell the “Kapiti Story” and how would you go about supporting a project to do this?

• Very important.
• It may change in some way dependent on the project value proposition and the key audience.

 

7. The future of the well-patronised Kapiti Community Centre is in doubt due to the discovery of leaks and mould in the building. Do you believe Kapiti needs a Community Centre? If so, what needs to happen to ensure we have one?

• Kapiti must have a Community Centre.
• An engineering assessment of the existing centre must be completed. Then assess investment options and act.

8. There has been much debate over the proposed Kapiti Gateway project. There are varying views on the need for a Gateway, the proposed cost and the proposed location. How would you work towards a solution that is acceptable to the various stakeholders, including Council, the community, retailers, visitors and affected parties?

The project would appear to support tourism within the Kapiti district. Any requirement for long term support needs to be identified and evaluated and feasibility studies to be undertaken

 

9. The Raumati Swimming Pool complex has been lying idle for some time. It has been proposed that the complex be used to develop a Marine Discovery Centre, which would have both local and national significance. Do you support the development of such a Centre? How should it be funded? Who should lead this project?

I support repurposing the facility. There needs to be a wider set of options to be considered and feasibility studies to be undertaken

 

10. What are your views on the protection of our coastlines and key coastal infrastructure?

Intervention to protect the coast is required. It must be undertaken in recognition of the medium term climate change impact. GWRC and KCDC are developing an adaptation strategy in collaboration with the community. New data is disturbing so need to act in cognisance of the long term challenge.