Hauraki District Council i
Hauraki District Council 2012-22 HAURAKI LONG TERM PLAN
VOLUME 1 OF 2
Table of Contents
Introduction and Overview ...... 1 Message from the Mayor and Chief Executive ...... 2 Audit New Zealand’s Report on the 2012-22 Hauraki Long Term Plan ...... 7 What is the Hauraki Long Term Plan? ...... 10 General Assumptions 2012-22 ...... 12 What you can expect to see in this Plan ...... 20 The Hauraki Family ...... 22 How this Plan relates to other Council documents ...... 24 Asset Management Plans – the key building blocks ...... 26 Key Community Issues – Consultation Outcomes ...... 29
Strategic Direction ...... 34 Council Overview ...... 35 Community Well-being and Sustainability ...... 36
Decision making processes ...... 45 Summary of the Council’s Significance Policy ...... 46 Decision making and consultation ...... 48
Key Capital Works Projects ...... 50 District - Key Capital Works ...... 51 Community Services Projects – District ...... 54 Community Projects for Paeroa Ward ...... 56 Community Projects for Plains Ward ...... 59 Community Projects for Waihi Ward ...... 61 Hauraki Rail Trail ...... 63
Introduction to Groups of Activities ...... 66
Governance and Leadership ...... 70 Democracy ...... 77 Iwi Liaison ...... 87 Policy Development ...... 92
Roading ...... 102
Water Supply ...... 114
Wastewater ...... 128
Land Drainage ...... 138
Stormwater ...... 150
Solid Waste ...... 160 ii 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Community Services ...... 170 Community Recreation ...... 176 Community Facilities ...... 195
Community Development ...... 204 Community Growth ...... 210 Community Initiatives ...... 218
Regulatory Services ...... 224 Resource Management Implementation ...... 230 Building Control ...... 235 Community Protection ...... 241 Animal Control ...... 249
Statutory Reporting ...... 252 Council Controlled Organisations ...... 253 Council Controlled Organisations (Exempt) ...... 255 Variations between the Council’s Water and Sanitary Services Assessment and the 2012-22 Hauraki Long Term Plan...... 259
Appendices ...... 261 Appendix 1: Council Committees, Portfolios and Management Team ...... 262 Appendix 2: Our Hauraki ...... 268 Appendix 3: List of Bylaws, Policies, Strategies and Plans ...... 274 Appendix 4: Legislation ...... 278 Appendix 5: List of the Council’s Assets ...... 282 Appendix 6: Waikato Regional Community Outcomes ...... 284 Appendix 7: Sustainability Tuner Criteria ...... 285 Appendix 8: Glossary ...... 287
The illustrations throughout the 2012-22 Hauraki Long Term Plan document are provided by Kim Deane, a local freelance Illustrator.
Introduction and Overview 1
Introduction and Overview
What topics are covered in this section?
Message from the Mayor and Chief Executive Audit New Zealand’s Report on the 2012-22 Hauraki Long Term Plan What is the Hauraki Long Term Plan? General Assumptions 2012-22 What you can expect to see in this Plan The Hauraki Family How this Plan relates to other Council documents Asset Management Plans – The key building blocks Key Community Issues – Consultation Outcomes
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Message from the Mayor and Chief Executive
Introduction
On behalf of the Councillors and staff of Hauraki District Council, we are very pleased to introduce the adopted Hauraki Long Term Plan for the 10 year period from 1 July, 2012 to 30 June, 2022. This is Council’s fourth 10 year strategic plan and, although it has had a name change this time round (having previously been called the Hauraki Community Plan), it continues to be the key planning document for the Council and the District. Throughout the process of preparing and finalising this 2012-22 Hauraki Long Term Plan we have been able to better understand and manage Hauraki District’s assets and operations in a cost effective and sustainable manner.
This Plan has been through a public consultation process where the community had the opportunity to provide feedback on Council’s long-term work programme and goals. The Council received 77 submissions, all of which were heard and/or considered by the Council during June, 2012. The Council thanks all those who took the time to partake in the submission process. The submissions received resulted in a number of changes to the Plan, which are summarised along with the outcomes of the key consultation matters on page 29.
Setting the Scene
Economic Climate The international, national and local economic climate has been difficult over the last few years with the extent and length of the downturn still unknown. However, there are some encouraging indicators at an international level which suggest that economic activity may pick up over the next two to three years.
In preparing this Plan the Council has kept the level of its services and programmes under constant review to ensure its expenditure is necessary, well controlled and sustainable.
Incorporation of Kaiaua This Plan is the first Long Term Plan that fully incorporates the Kaiaua area into the Hauraki District Council financial statements and all fees and charges have been reviewed to ensure that one set applies across the District as of 1 July 2012.
Community Outcomes
The Local Government Act, 2002 was amended in 2010, making the Council responsible for determining Community Outcomes. The Council sees them as a positive way to stimulate thinking about local needs and priorities for now and the future. In setting the new Community Outcomes, the Elected Members asked themselves: What are our goals as a Council? How do we want to be in the future? What do we want to do for our community and its well-being?
This has resulted in six key directional statements reflecting the Council’s goals and aspirations for its community. These statements are used to guide decision making and are encompassed in the Council’s daily business. The Council believes it is important to have aspirations and goals for the community and to make sure there is a focus on the future. For more details see the Strategic Directions section on page 34.
Introduction and Overview 3
Rates
This Plan shows a total rate increase (excluding water which is a user pays charge) for the 2012/13 year of 4.8%. A significant amount of work has been undertaken to keep this rating level as low as possible given: that the Council is facing legislative and consenting requirements to upgrade and renew infrastructure, community demand; not only to continue service levels at present levels but increase levels of service in some areas, that the economic climate remains stagnant and growth within the District remains subdued, and inflation has had a significant effect on Council costs.
In arriving at the rating figure the Council has tried to strike a balance between the costs (particularly interest) for developing new infrastructure and the ability for the works to be sustainably funded into the future. It has also tried to ensure the services it provides are meeting the needs of the community in an affordable manner.
Projected rate levels for the remaining nine years of the Plan are detailed in the Financial Strategy. The Council believes that the predicted levels of future rates are responsible and sustainable for the community.
The public consultation process
The Council provided the opportunity for the community to provide feedback on the Draft Plan between 13 April and 14 May 2012. During this time Elected Members and staff also made themselves available to answer any queries from the public at ‘Have Your Say’ opportunities held in Paeroa, Waihi and Ngatea. These open days were well received by the community, and gave the Council the chance to talk to the public about issues affecting them. Through these events, the submission process and the Hearings of submissions, the Council received valuable feedback and could make informed decisions relating to the specific matters that Council was seeking feedback on; those being, the Draft Financial Strategy, the Draft Water Charging Strategy and the future of Economic Development.
The Council would like to take this opportunity to thank all those who made a submission to the Draft Plan.
Key Community Issues and Major Capital Works
Hauraki District Council – Financial Strategy The Local Government Act, 2002 now requires councils to prepare and adopt a Financial Strategy as part of their Long Term Plans and the Council prepared its Draft Strategy for public consultation as part of the Draft 2012-22 Hauraki Long Term Plan.
The Hauraki District Council is faced with challenges similar to other districts in that the cost of providing the same level of service to their communities continues to rise due to inflation and increases in the price of essential goods. Delivering the same level of service or an increased level of service will be an ongoing challenge, and the community will need to decide what they are willing to pay for. In addition, the Council needs to carefully balance the cost of providing major activities, such as roading and wastewater, between the ratepayers of today and the ratepayers of tomorrow, ensuring consumption of services is paid for in a fair and equitable way.
This Financial Strategy demonstrates how Council has and will: provide for growth in its area, ensure that the levels of rates and borrowings are financially sustainable and are kept within preset limits, be accountable for maintaining assets that are owned on behalf of the community, fund network infrastructure and maintain levels of service, obtain pre-set returns on financial investments and equity securities, and give securities on borrowing. 4 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
The Financial Strategy is the key document in this Plan that allows the reader to understand the logic behind Council’s financial stewardship and prudence obligations to its community and how it intends to meet its legislative requirements. It sets limits (caps) on rate rises that the Council cannot exceed in the future and also sets limits on the amount of borrowing the Council can undertake.
The Council has worked hard to develop a financial strategy that is sustainable into the future and gives priority to the community’s ability to meet the on-going costs of the Council’s operations. The Financial Strategy, as adopted following the hearing of submissions, can be read in the Financial Policies section of Volume Two of this Plan.
Water Charging Strategy In developing this Plan the Council gave consideration to the options it had for charging for the consumption of water by the various types of users throughout the District. The Council supplies water for residential, commercial, industrial and farming uses with the biggest user category being the farming sector.
Approximately 4.5 million cubic metres of water is consumed each year over all Council’s supplies. An analysis of this consumption demonstrated that the majority is used by a small number of consumers. However, fixed costs represent 70% of all costs for providing water supplies; that is, these costs would remain regardless of how much water was consumed. This results in an inequitable charging regime in that the cost of water for smaller users is being subsidised to a significant degree by the larger commercial, industrial and farming consumers.
The Council resolved to move towards a more equitable charging regime over a period of time to ensure the levels of subsidisation are reduced. Therefore the Council has decided to introduce a stepped block model for charging for water in this District. Under this new model all consumers will be charged the same amount for the first 200 cubic metres of water they consume annually, they will be charged a slightly lesser amount for the next 200 cubic metres they consume and the charge will be reduced further for any water they consume over the 400 cubic metres threshold. This model is more equitable as it means that high volume water users will no longer be subsidising low volume users.
Water Supplies - Capital Works $28.3 million has been allocated for the funding of water capital projects during the life of this Plan. The Council has continued the policy of previous Council’s to upgrade all wastewater and water supply services. The purpose of this policy is to ensure that these systems are fully consented in accordance with the Resource Management Act, 1991 that they comply with all consent and legislative requirements such as the Drinking Water Standards, and that they have the capacity to cope with potential future growth.
The programme for wastewater upgrades was completed in 2006/07 and since that time the Council has been focusing on further developing its water supply infrastructure. During the life of this Plan the Council has programmed the following capital works to complete the water supply upgrades: Complete the Kerepehi water treatment plant upgrade $2.3m Connect the current Kaimanawa supply to the Kerepehi treatment plant $1.78m Connect the current Waikino supply to the Waihi treatment plant $1.01m Connect the current Karangahake supply to the Paeroa treatment plant $1.83m Upgrade the Waihi and Waitakaruru treatment plants $3.21m Upgrade Paeroa water treatment plant $4.25m Develop raw water storage and pipeline for the Plains water supply $2.73m Provide additional treated water storage for the Plains water supply $2.59m Identify and develop an alternative water supply source for Waihi $3.24m
Following the hearing of submissions the Council resolved that each major item of capital expenditure contained in the 2012-22 Hauraki Long Term Plan will be reviewed by the Council prior to its final planning and commencement to ensure that it remains appropriate, cost effective and will meet the needs and interests of the community.
For more information on the Council’s planned water supply service upgrades please see the Water Supply Group of Activities. Introduction and Overview 5
New libraries In the 2009-19 Hauraki Community Plan the Council signalled that the three District Libraries were all due for renovation/expansion and an extensive public consultation process took place on the issues and options. During the life of this Plan the Waihi and Paeroa Libraries will be upgraded in order to evolve and adapt the Libraries services to meet both the fast pace of technological changes and user expectations.
The planning and tendering of the Waihi Library project commenced in 2011/12, with construction scheduled for 2012/13. The new Waihi Library will measure 420m² (540m² including the Council’s Waihi Service Centre). Final planning for the Paeroa Library will be undertaken in 2013/14 and construction is planned for 2014/15. The library will be 425m² in size.
The future options for the Ngatea Library building and Service Centre will be considered within the life of this Plan.
Economic Development In developing this Plan, the Council considered the appropriateness of the current level of funding provided for Economic Development initiatives. As previously mentioned, the economy is currently going through a difficult, recessionary period. Through Economic Development initiatives the Council is focusing on how it can help assist the District to move forward from this difficult economic climate, and develop a strong economy for the District in the future. The Council received useful feedback on its economic development proposals and options and these will assist in shaping Council’s future direction in this area.
The Council will employ an additional resource in the Economic Development activity to assist the Council take a more proactive approach towards generating and responding to economic development opportunities. The cost of this resource will be met from revised economic development budgets.
During the deliberations on submissions the Council increased the funding available for the Economic Development activity for the 2012/13 year by $25,000 (from the District Community Projects Assistance Fund) and agreed that the current level of funding for the cost centres in this activity be reviewed to ensure that Council could take advantage of economic development opportunities that would arise.
For information on the feedback received please see the Key Community Issues – Consultation Outcomes on page 29 of the Plan.
Hauraki Rail Trail The Hauraki Rail Trail is a major project that the Council has been working on, in conjunction with Matamata-Piako and Thames-Coromandel District Councils which has seen a cycle trail developed from Waikino to Kopu and Paeroa to Te Aroha. A large amount of work by the Councils and community groups has gone into the development of the Hauraki Rail Trail. The Council was gratified to see this work progress to the point that a large section of the Trail was opened in a ceremony on 5 May 2012.
During the hearing of submissions the Council granted $50,000 from the District Community Projects Assistance Fund to the Hauraki Rail Trail Trust to allow for investigations and route selection for stage three of the Hauraki Rail Trail from Kaiaua to Kopu.
The Council is excited about the economic opportunities and benefits the Hauraki Rail Trail is anticipated to bring to this District and the surrounding areas. Some of these opportunities have been outlined in this Plan in the Key Capital Works section.
Fees and Charges
In preparing the Draft 2012-22 Hauraki Long Term Plan the Council reviewed its schedule of fees and charges. The amendments were put forward to the community as part of the consultation process on the Draft Plan. The adopted fees and charges are available at all Council offices and on Council’s website at www.hauraki-dc.govt.nz
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Levels of Service – Satisfaction Measurement
The Council is in the process of altering the method used to monitor user satisfaction levels in regard to the services Council provides. During the 2012/13 year a baseline survey is programmed to be carried out that is expected to determine more accurately the levels of satisfaction of users of Council services and establish baselines for future targets. The results of this survey, will determine if the targets regarding levels of satisfaction estimated for the 2012/13 year, made in the performance monitoring sections of each Group of Activities in this Plan are correct or need altering. The targets for the years 2013/14 onwards will be presented in the Draft 2013/14 Annual Plan for public consideration.
District Plan
The Council publicly notified its Proposed District Plan to undergo the public consultation process in August 2010. Following the receipt of submissions and further submissions the District Plan Review committee heard and gave consideration to all the submissions and further submissions received. The committee is currently deliberating on all the matters raised by the submissions. When it has made its decisions it will release the decision version of the Proposed District Plan for the appeal process. This is expected to be in late August, 2012.
The Council thanks all those who contributed to the District Plan process which determines the planning framework for the District for the next 10 years.
Future Directions
Information on possible future Council directions has been included under each activity in this Plan. The Future Directions section outlines the Council’s possible future strategies, programmes and actions. These are signalled but not budgeted for in this Plan because the Council is still in the process of gathering information and considering options.
Collaborative Projects
Under each activity the Council has included a section on Collaborative Projects. This section identifies the projects, services and strategies that the Council is currently involved in and working on in conjunction with other organisations and agencies. The Council works with other organisations for various reasons such as legislative requirements, to share costs and resources, and to ensure a consistent approach is taken between organisations.
Final Thoughts
Thank you for taking the time to read this Plan and for helping to assist in its development through the consultation process. We look forward to working with you in the coming years.
JP Tregidga, JP, MNZM LD Cavers Mayor Chief Executive
Introduction and Overview 7
Audit New Zealand’s Report on the 2012-22 Hauraki Long Term Plan
Independent auditor’s report
To the readers of Hauraki District Council’s Long Term Plan For the 10 years commencing 1 July 2012
The Auditor-General is the auditor of Hauraki District Council (the District Council). The Auditor-General has appointed me, John Scott, using the staff and resources of Audit New Zealand, to report on the Long Term Plan (LTP), on her behalf. We have audited the District Council’s LTP incorporating volumes 1 and 2 dated 29 June 2012 for the 10 years commencing 1 July 2012. The Auditor-General is required by section 94(1) of the Local Government Act 2002 (the Act) to report on: the extent to which the LTP complies with the requirements of the Act; and the quality of information and assumptions underlying the forecast information provided in the LTP.
Opinion Overall Opinion In our opinion the District Council’s LTP incorporating volumes 1 and 2 dated 29 June 2012 provides a reasonable basis for long term integrated decision-making by the District Council type and for participation in decision-making by the public and subsequent accountability to the community about the activities of the District Council. In forming our overall opinion, we considered the specific matters outlined in section 94(1) of the Act which we report on as follows. Opinion on Specific Matters Required by the Act In our view: the District Council has complied with the requirements of the Act in all material respects demonstrating good practice for a council of its size and scale within the context of its environment; and the underlying information and assumptions used to prepare the LTP provide a reasonable and supportable basis for the preparation of the forecast information. Actual results are likely to be different from the forecast information since anticipated events frequently do not occur as expected and the variation may be material. Accordingly, we express no opinion as to whether the forecasts will be achieved. Our report was completed on 29 June 2012. This is the date at which our opinion is expressed.
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The basis of the opinion is explained below. In addition, we outline the responsibilities of the Council and the Auditor, and explain our independence. Basis of Opinion We carried out the audit in accordance with the International Standard on Assurance Engagements (New Zealand) 3000: Assurance Engagements Other Than Audits or Review of Historical Financial Information and the Auditor-General’s Auditing Standards, which incorporate the International Standards on Auditing (New Zealand). We have examined the forecast financial information in accordance with the International Standard on Assurance Engagements 3400: The Examination of Prospective Financial Information. Those standards require that we comply with ethical requirements and plan and carry out our audit to obtain all the information and explanations we considered necessary to obtain reasonable assurance that the LTP does not contain material misstatements. If we had found material misstatements that were not corrected, we would have referred to them in our opinion. An audit involves performing procedures to obtain audit evidence about the forecast information and disclosures in the LTP. The procedures selected depend on our judgement, including the assessment of risks of material misstatement of the information in the LTP. In making those risk assessments we consider internal control relevant to the preparation of the District Council’s LTP. We consider internal control in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the District Council’s internal control. Our audit procedures also include assessing whether: the LTP provides the community with sufficient and balanced information about the strategic and other key issues, and implications it faces and provides for participation by the public in decision making processes; the District Council’s financial strategy, supported by financial policies is financially prudent, and has been clearly communicated to the community in the LTP; the presentation of the LTP complies with the legislative requirements of the Act; the decision-making and consultation processes underlying the development of the LTP are compliant with the decision-making and consultation requirements of the Act; the information in the LTP is based on materially complete and reliable asset or activity information; the agreed levels of service are fairly reflected throughout the LTP; the District Council’s key plans and policies have been consistently applied in the development of the forecast information; the assumptions set out within the LTP are based on best information currently available to the District Council and provide a reasonable and supportable basis for the preparation of the forecast information; the forecast information has been properly prepared on the basis on the underlying information and the assumptions adopted and the financial information complies with generally accepted accounting practice in New Zealand;
Introduction and Overview 9
the rationale for the activities is clearly presented; the levels of service and performance measures are reasonable estimates and reflect the key aspects of the District Council’s service delivery and performance; and the relationship of the levels of service, performance measures and forecast financial information has been adequately explained within the LTP. We do not guarantee complete accuracy of the information in the LTP. Our procedures included examining on a test basis, evidence supporting assumptions, amounts and other disclosures in the LTP and determining compliance with the requirements of the Act. We evaluated the overall adequacy of the presentation of information. We obtained all the information and explanations we required to support our opinion above. Responsibilities of the Council The Council is responsible for preparing a LTP under the Act, by applying the Council’s assumptions and presenting the financial information in accordance with generally accepted accounting practice in New Zealand. The Council is also responsible for such internal control as it determines is necessary to enable the preparation of a LTP that is free from material misstatement The Council’s responsibilities arise from section 93 of the Act. Responsibilities of the Auditor We are responsible for expressing an independent opinion on the LTP and reporting that opinion to you based on our audit. This responsibility arises from section 15 of the Public Audit Act 2001 and section 94(1) of the Act. It is not our responsibility to express an opinion on the merits of any policy content within the LTP. Independence When reporting on the LTP we followed the independence requirements of the Auditor-General, which incorporates the independence requirements of the External Reporting Board. Other than this report and in conducting the audit of the LTP Statement of Proposal and the annual audit, we have not relationship with or interests in the District Council or any of its subsidiaries.
John Scott Audit New Zealand On behalf of the Auditor-General Auckland, New Zealand
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What is the Hauraki Long Term Plan?
The Hauraki Long Term Plan is the Council’s key strategic planning document that must be developed every three years. The 2009-2019 Plan was called the Hauraki Community Plan, or in some cases the Long Term Council Community Plan (LTCCP). Changes to the Local Government Act in 2010 resulted in simplification of some of the future planning requirements, including the name of the Plan. The Council has chosen from this point on to call its strategic plan the Hauraki Long Term Plan, predominantly for purposes of clarity for readers.
The Plan sets out what the Council proposes to do and what the Council proposes to spend not only in the coming year, but over the next 10 years, with the most detail provided for the first three years of the Plan. The Plan will continue to provide accountability to the community, and give a long-term focus for the Council’s decisions and activities.
The Plan also sets out how the Council proposes to contribute to community well-being over the next 10 years, and how the Council will work towards achieving its goals for the community.
The Hauraki Long Term Plan provides a framework for linking all of Council’s other plans, policies and strategies together, such as the Annual Plan, the District Plan and Asset Management Plans.
With the adoption of the 2012-22 Hauraki Long Term Plan Council’s work programme for the following three years has largely been set. This means that if the Council wants to make a major change away from what it said it would do in this Plan, it will need to consult with the community regarding that change prior to implementing it. An Annual Plan is produced in the years between Hauraki Long Term Plans, to show any deviation from what was originally planned in the Hauraki Long Term Plan, and to get public feedback on these variations. Annual Plans cover the period beginning 1 July to 30 June of the following year, and are the annual budgeting statement for that year only. Annual Plans will next be prepared in 2013/14 and 2014/15, as shown in the diagram below. For the year 2012/13 the Hauraki Long Term Plan serves as the Annual Plan, therefore a separate Annual Plan is not required.
Hauraki District Council Planning Cycle
2012 2013 2014 2015 2016 2017
2012-22 Hauraki Long Term Plan 2012-22 Hauraki Long Term Plan First three years in detail Up to ten years summary
2013-14 Annual Plan
2014-15 Annual Plan
2015-25 Hauraki Long Term Plan First three years in detail
2016-17 Annual Plan
Although the 2012-22 Hauraki Long Term Plan is the Council’s best estimate (at the time of publication) of what it foresees will take place in the coming 10 years, the Council is not legally obliged to undertake all works stated in the document, and it can consider additional works in subsequent years that are not addressed in the Plan. Minor decisions which are inconsistent with the Plan can be made, as long as the decision and the reasons are made fully known.
Introduction and Overview 11
Supplementary note to readers
It is important to remember that because the 2012-22 Hauraki Long Term Plan is prepared to cover a 10 year period, the results that are presented in subsequent Annual Reports may vary from the information presented in this document. Changes in the economic climate, changes in demand, external events and other unknown factors all contribute to the need for the Council to remain flexible. Any variations from this Plan are likely to be minor. If they are not minor, then they will trigger the Council’s Significance Policy. This means that community consultation will be undertaken to seek feedback on those changes. This document has been prepared to fulfil the requirements of section 93 (6) of the Local Government Act, 2002 and the purpose of a ‘Long Term Plan’.
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General Assumptions 2012-22
The 2012-22 Hauraki Long Term Plan is a strategic Long Term Plan which sets out the future needs of the District, and presents the Council’s response to them by way of capital projects and forward planning. This Plan is for the next 10 years and is therefore based on a number of assumptions which in part carry an element of risk.
These assumptions include financial assumptions such as interest rates on investments, and population projections. Schedule 10 of the LGA prescribes that the key assumptions and risks are transparent to the community so those reading the 2012-22 Hauraki Long Term Plan can accurately interpret the risks associated with long term planning. Council is required to state any reasons for uncertainty and what the possible effects might be on forecasts for the future in order to transparently show to the community the reasoning behind key decisions and long term planning.
Also see the financial assumptions on page 18 of Volume Two.
Forecasting Assumptions - Level of Reasons and Financial Effect Risk General Uncertainty of Uncertainty Population Growth – The That population growth Low Population projections have population of the District will is higher than been based on historic trends increase up to approximately 4% anticipated caused by an seen in the Hauraki District and during the life of this Plan (this increase in births, a rating unit growth research. equates to 0.4% per annum). decrease in deaths or a The financial effect would be change in migration. as below:
That population growth Low There are non- is higher than demographic factors (re- anticipated due to other zoning of land, possible outside influences. land use changes) that may have an influence on the future projected population of some Wards/settlements. Additionally the increased pressure from Auckland to create satellite towns. The financial effect would be the need for more infrastructures, paid for by rates and development contributions.
That population growth Low There is a chance that the is lower than projected assumptions used to caused by increased project births, deaths and deaths, decreased births migration may be or net migration. incorrect. Should the population decline this may have an effect on income for Council. The financial effect would likely mean a rise in rates due to a smaller number of rateable units. Household Size – Actual average That the trend continues Low Statistics show that average household sizes have decreased at a higher rate putting household sizes are from 2.8 persons per household in more pressure on decreasing at a slower rate 1996 to 2.5 in 2006. It is likely that infrastructure due to than previously, it is therefore this trend will continue and even out additional rateable unit expected that this trend will at around 2.4 for the life of this Plan. growth. slow down and be nominal for the life of this Plan. If the rate of household size did decline faster than that anticipated we Introduction and Overview 13
Forecasting Assumptions - Level of Reasons and Financial Effect Risk General Uncertainty of Uncertainty would likely see more reticulation costs, which would be offset by additional rating units.
That the trend does not Medium The recent recession could continue, and household have had an impact on sizes increase. household sizes however this is hard to assess due to the delay in the 2011 Census. The financial effect would be a decrease in the rating unit growth and potentially an increase in rates. Demographic age distribution for That the demographics Low Ageing population trends are the District - Hauraki is likely to of the District are re-enforced by Statistics NZ have an increasingly ageing significantly different projecting a net migration of - population with potentially up to 27% than that anticipated. 30 persons per year (on of the District being over 65 by 2021. average), with an average birth rate of 180 persons a year, and Age 2006 2021 an average death rate of 193 persons per year over the next 0-14yrs 22% 19% 15 years. These projections 15-39yrs 26% 23% could prove incorrect, and/or 40-64yrs 35% 31% may be exacerbated by 65+yrs 17% 27% migration and natural disaster. Both medium and high projections for the District show the same demographic distribution.
The financial effect would be on community services and is likely to be small. Rating Unit Growth – That the That the growth in the Medium Rating unit growth is driven by growth in the number of rateable number of rating units the economy, population units will likely be 0.5% per annum will vary significantly to growth and the changes in over the first three years of the Plan, what is predicted. demographics and lifestyle and increase to 1% per from there patterns. on. The main financial impacts are additional funding from development contributions, additional rate funding from extra units, and the cost of connecting additional units. Consultation – There will be There will be a higher Low The Council has planned for additional consultation needed in level of consultation the increased consultation order to revoke a number of Franklin needed than planned. needed over the next three policies and bylaws and review years. This level is already high Council’s polices and bylaws to and it is unlikely that a higher incorporate Kaiaua. level would have any financial effect.
There will be a higher Low To date the community has not level of community expressed any issues with the expectations regarding levels of consultation being consultation and provided; the risk is that engagement than additional resources would be planned. required to undertake increased consultation.
There will be a lower Low The majority of the consultation level of consultation that planned is required in the short planed. term in order to provide Council 14 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Forecasting Assumptions - Level of Reasons and Financial Effect Risk General Uncertainty of Uncertainty with a single set of policies and bylaws. This is not something that will be likely to change.
Levels of Service – Demand for That there are significant Low The Council reviewed its levels Council services and community changes in the of service as part of the LTCCP expectations regarding the levels of communities demands 2009-19 processes. There was service Council gives will not of levels of service a thorough consultation significantly change. process involved, and therefore Council believes it has determined to its best ability the wishes of its community. With the Kaiaua area now being incorporated into the Hauraki District, the Council has become aware that there are stormwater and land drainage issues to be addressed. The Council is currently investigating the scope of the issues and the financial implications of these issues. Range of services – Council’s Central Government will Medium Since the 1989 reforms, current range of services will remain allocate responsibility for Councils have been required to unchanged. additional services to undertake some new services local government. and some services previously run by Central Government.
Amendment Bills on Acts such as the RMA and Sale of Liquor Act may result in additional services being undertaken by Council during the life of this Plan. In addition a variety of proposed National Environmental Standards and National Policy Statements could see additional work coming Council’s way. The financial effect would be hard to determine, but most likely would involve additional staff.
Council will reduce the Medium Council is aware of at least one range of services Bill looking at altering the required by Council function of Council with regards through legislation. to regionalising building consent applications. There is also a discussion paper in print looking at creating unitary authorities. The financial effect of these types of possibilities are hard to determine, but would be significant to Council. Resource Consents – Conditions Conditions of resource Low Although there are increasing of resource consents held by consent are altered community expectations Council will not be altered significantly and without regarding the environmental significantly. allowing sufficient time performance of Council for planning. facilities, Waikato Regional Council is aware of the significant costs involved with upgrading infrastructure and Introduction and Overview 15
Forecasting Assumptions - Level of Reasons and Financial Effect Risk General Uncertainty of Uncertainty has agreed to provide advanced warning of likely changes. Resource consents are normally granted for long periods (e.g. 20 years) and are usually anticipated well in advance. Although some impacts may be significant in the longer term, financial effects are difficult to predict. National Environmental That sections of the Low There are likely to be Standards will continue to be reviewed District Plan significant time and cost drafted and adopted by Central will need amending in implications for having to carry Government. the short term and on an out reviews of the relevant ongoing basis. District Plan sections and Plan changes and other amendments as necessary. Amendments will be Low Staff time/cost, public required to Council’s consultation, administration other planning support. The time and cost will documents. depend on the number of NPS adopted and their content.
Additional Medium It is difficult to tell the certainty responsibilities will be of additional responsibilities allocated to Councils. likely to be allocated to Councils pending the adoptions of new National Environmental Standards. The financial effect would be cost of additional staff. National Policy Statements will That sections of the Low There are likely to be continue to be drafted and adopted reviewed District Plan significant time and cost by central Government. will need amending in implications for having to carry the short term and on an out reviews of the relevant ongoing basis. District Plan sections and Plan changes and other Amendments will be Low amendments as necessary. required to Council’s Staff time/cost, public other planning consultation, administration documents. support. The time and cost will depend on the number of National Policy Statement adopted and their content.
Additional Medium It is difficult to tell the certainty responsibilities will be of additional responsibilities allocated to Councils. likely to be allocated to Councils pending the adoptions of new National Policy Statement. The financial effect would be cost of additional staff. Operating Environment – There That there will be Medium Due to climatic variation there will be no significant changes to event(s) e.g. natural is an increased chance of Council’s operating environment disasters, requiring work extreme weather events for which have not already been that cannot be funded Hauraki. However the Council planned for. out of normal budgetary has faced unexpected events provisions. in the past, and coped adequately. There are risk management plans in place for some activities and an Operative Emergency Management Plan.
16 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Forecasting Assumptions - Level of Reasons and Financial Effect Risk General Uncertainty of Uncertainty That there will be Low In its 2009-19 Long Term significant asset losses. Council Community Plan the Council signalled its possible exit from the Tetley’s Quarry operation. In 2011/12 Council reduced its quarry operation to the point where there are no net costs or revenue. Other assets are unlikely to be lost other than through planned end of life renewal. Therefore the financial effect is difficult to predict, but Council does carry insurance cover on its underground assets at replacement cost (plus a factor of 30% to allow for demand surge) and it’s above ground assets at replacement cost. Refer to the financial assumptions for more information on insurance on page 18 of Volume Two. Method of Service Delivery – The service may not be Low External influences may impact Services will continue to be able to be delivered in upon the way/method that a delivered at the same cost (inflation- the same manner, which level of service is delivered (for adjusted). could impact the cost of example the skilled labour providing the same level shortage or staff turnover). of service. Alternatively a more efficient method of delivering the same level of service may become available.
Costs are increased Low/Medium If the cost to provide the level significantly by of service was to change commodity prices or significantly then Council would economic conditions review the timing and amount such as recession. of work programmed and undertaken. The financial effect is difficult to predict, however Council has made an allowance for costs escalation and inflation.
Services are centralised Medium There is continued debate and no longer operated within Government on Local by Council Government re-organisation. This debate centres on merging smaller Councils and the possibility of Unitary Authorities. Although this is a medium risk, it is unlikely to happen within the next three years. The financial effect could potentially bring savings to the community due to increased purchasing power. Roading Subsidies Criteria – The Changes are made to Medium NZTA funding priorities may New Zealand Transport Agency the criteria for inclusion change to comply with work programme and the in the subsidised works Government policy. Pressure specifications for the performance of programme. on available funds resulting subsidised work will not alter to the from the current Government extent that they impact adversely on focus on Routes of National operating costs. Significance and urban congestion may have an outcome of reduced funding Introduction and Overview 17
Forecasting Assumptions - Level of Reasons and Financial Effect Risk General Uncertainty of Uncertainty available for assistance to rural local authorities. This may lead to changes in the criteria for projects eligible for the subsidised works programme.
The financial effect cannot be predicted at this stage. Asset Information – Performance Asset data results in Low The forecast financial data for assets is accurate. either an over-estimate information is based on current or an under-estimate for Asset Management Plan the need for renewal or information. When any new replacement and its information comes to hand, cost. forecast financial information will be changed. The net effect overall may not be significant. Sustainability – Council will act in a That Council does not Low In performing its role Council sustainable way when making act in a sustainable must take a sustainable decisions on major assets and manner when making development approach as activities. decisions. prescribed by the LGA 2002. It is unlikely that this will change as a result of amendments to the Act. If it were to change the financial effect would be hard to judge.
That in the course of Medium Often when considering choosing sustainable options for asset or options, costs incurred infrastructural work an analysis are greater. of impacts will require an alternative and more expensive solution to ensure mitigation of matters such as environmental effects. This can often end up being a more expensive option for Council but necessary to meet the needs of future generations. Commodity Prices – The GDP of Commodity prices are Low Commodity prices are the District is significantly dependent subject to a long period generally subject to cyclical on the commodity prices for pastoral of low returns. highs and lows that are a result farming products and gold. of international demand at the time. A sustained period of low returns depresses economic growth and increases rate affordability issues.
A cycle of low commodity prices has an on-going effect on the local service industries that cater for the commodity producers. Climate Change That the temperature will Low There are currently 35 Temperature in Hauraki will change significantly separate climate change likely rise 2.5°c in the next 100 during the life of this scenarios that are being used years, although will most likely Plan. and developed by the not alter significantly during the International Panel on Climate life of this Plan. Change. All of these scenarios show that the global warming of the planet will happen slowly, and not overnight.
If the temperature were to increase dramatically there 18 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Forecasting Assumptions - Level of Reasons and Financial Effect Risk General Uncertainty of Uncertainty would be large financial impacts due to a change in the LOS needed, with particular respect to water supply for changing land use.
Rainfall will be likely to That there is a Low There are currently 35 decrease by 10mm in the significant change in separate climate change Plains, 20mm in Waihi and annual rainfall. scenarios that are being used 10mm in Paeroa as an annual and developed by the average over the next 100 International Panel on Climate years. During the life of this Change. Both the increased Plan, there is likely to be little and decreased rainfall change. projections would likely occur over a period of 100 years, and not within the next 10.
If rainfall was to dramatically increase or decrease in the next 10 years, there would likely be a large financial impact due to increases in the levels of service needed for stormwater, land drainage and water supply. Major rainfall intensity will be That rainfall intensity Low There are currently 35 likely to increase by 20% in the increases dramatically separate climate change next 100 years in Hauraki. This during the life of this scenarios that are being used will be a gradual increase, and Plan. and developed by the only minor effects will be likely International Panel on Climate during the life of this Plan. Change. Increased storm intensity projections would likely occur over a period of 100 years, and not within the next 10.
If storms were to dramatically increase in the next 10 years, there would likely to be a large financial impact due to increases in the levels of service needed for stormwater, land drainage and water supply. Sea level is likely to rise by That sea levels rise Low It is globally recognised that 0.5m over the next 100 years. faster than the sea level will rise around the There is likely to be little change anticipated 100 year world. New Zealand is seen during the life of this Plan. projection. expecting a rise of 0.5m over the next 100 years, and has seen a rise of 0.16m during the 20th century. Sea level rise is a gradual occurrence and is not likely to happen overnight.
Sea level rise will affect financial systems with regards to assets. Sea defences and coastal protection would most likely need increased budgetary requirements.
That current predictions Low/Medium The Ministry for the are incorrect and may be Environment (MfE) has altered indicated that sea level rise will be 0.5m over the next 100 years, however there has been Introduction and Overview 19
Forecasting Assumptions - Level of Reasons and Financial Effect Risk General Uncertainty of Uncertainty heated debate with this prediction, and even the possibility of putting it up to 0.8m. The Council has resolved to go with the midline projections of MfE therefore leaving the uncertainty of change at a medium level. The financial effect of this would be significant as it would amend all design specifications for the District and the District Plan.
20 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
What you can expect to see in this Plan
The 2012-22 Hauraki Long Term Plan has been prepared for the community. That means it is the Council’s intention that the document is as meaningful to the reader as possible, describing Council’s intended projects and programmes over the next 10 years. The following information will help to explain the purpose of each section within the document.
The 2012-22 Hauraki Long Term Plan is split into two volumes. Volume One gives an introduction and highlights the Council’s strategic direction and activities that work towards achieving this strategic direction. Volume Two details the Council’s policies, including funding policies, its financial strategy and financial statements. The Council acknowledges that there is a lot of information within the Plan – the information is necessary to provide readers with a complete picture and in many cases is legislatively required.
If you would like a copy of the 2012-22 Hauraki Long Term Plan, both volumes are available either in hard copy or as a compact disc, and also are available as follows: at Council service centres and libraries by calling 07 862 8609 or 0800 734 834 (from within the Hauraki District).
Please remember that the Council is promoting sustainability and would therefore prefer to supply the Plan as a compact disc to save excessive paper usage. The documents are also available to view or download on Council’s website, www.hauraki-dc.govt.nz.
Document layout
Volume One This section explains what the 2012-22 Hauraki Long Term Plan is about and what you can Introduction and expect to see within this document. It also contains an introduction from the Mayor and Overview Chief Executive and gives a brief description of the relationship that this Plan has with other Council documents. This section looks at the consultation process undertaken for the Draft 2012-22 Hauraki Long Term Plan, and the outcomes of that consultation, including an overview of the Key Community decisions made regarding the three Key Community Issues that Council sought feedback Issues – Consultation on: Outcomes Financial Strategy, Water Charging Strategy, and Economic Development and Growth. This section shows where the Council wants to be, and the direction the Council is heading towards in the future. It includes the Mission Statement, Customer Charter and the Strategic Direction Community Outcomes for the Hauraki District. It also explains the links between the Hauraki District’s well-being, sustainability and Council activities.
Decision Making This section describes how Council decides on significance and consultation processes. Processes
This section identifies the key capital works projects that the Council is planning to Key Capital Works undertake during the life of this Plan. It focuses on the planned upgrades to the Council’s Projects water supply, the construction of new libraries in Waihi and Paeroa, the development of the Hauraki Rail Trail, District wide community projects and Ward projects. This section outlines the Council’s involvement in various Council Controlled Organisations Statutory Reporting (CCO’s), a summary of the Water and Sanitary Services Assessment Services and a summary of the Waste Management and Minimisation Plan. The Council presents 10 groups of activities in the 2012-22 Hauraki Long Term Plan. Each Groups of Activities group contains one or more activities that are presented together within that group due to and the Activities likeness, legislation or logic. This section provides an overview of what is involved with within them these activities and includes plans for the future in terms of level of service, projects and the financial forecast for the next 10 years. Changes to assets and levels of service are Introduction and Overview 21
Volume One explained, together with targets to measure and report on for each activity’s effectiveness. This section includes general information about the Hauraki District and our Council - your Elected Members, the Council committee structure and management structure. It also Appendices includes supporting information to this Plan, including lists of current policies and other plans, by-laws, legislation and Council assets; Regional Community Outcomes and a Glossary are also included.
Volume Two This section contains the Council’s financial policies including its Liability Management Financial Policies Policy, Investment Policy and Rates Remissions Policies. This section includes all of Council’s financial statements for 2012-22 that are required Financial Statements under the Local Government Act, 2002, including a full schedule of capital works. This section contains the financial policies and statements for the Council including the Funding Statements Revenue and Financing Policy, the Rating Policy and detailed Financial Statements.
22 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
The Hauraki Family
Throughout this Plan, you will find different members of the ‘Hauraki Family’.
You will be able to follow them as they ask questions and find out about the work that the Council does.
The family will help to explain some more technical items, and will give real examples of how the Council’s activities fit into everyday life.
•John is'Dad' to Sarah and Dylan and 'husband' to Lisa. John works part-time on the farm with Riki. John loves to help out with the kids' sports and hobbies and is all-round community minded. John plays an active part in his local Iwi and also finds time to be a volunteer firefighter.
•Lisa is ‘Mum’ to Sarah and Dylan and has been happily married to John for 22 years. Lisa cares about the environment and loves being creative. Lisa is self-employed, operating her art shop that specialises in handmade and organic crafts and fashion.
•Sarah is the elder of John and Lisa's two children, and is working at the local lawyer office while saving for her Overseas Experience. She is sporty and enjoys the outdoors.
•Dylan is the younger child of John and Lisa and has started at the local high school this year. Dylan is quite shy and yet to find his place in the world. He seems to have a lot of friends online; he spends most of his time on his computer. Mum and Dad are sure he’ll gain confidence this year at school, make new friends and grow out of his ‘technology phase’.
•Aunty Donna is 30 years old and teaches history and geography at the local school. Donna is John’s younger sister. She is very interested in local history and the heritage of the District.
•Uncle Riki isn’t ‘officially’ part of the Hauraki family yet, but will be when he marries Donna next year. Riki is a sharemilker on a farm just out of town and is very hard working. He hopes to have his own farm one day.
Introduction and Overview 23
•Poppy is the latest addition to the Hauraki family. At three years old, she is very active and keeps parents Donna and Riki on their toes. She is cheeky and humorous.
•Grandma Thelma has worked hard and is now enjoying retirement. She had a fall and has had on-going hip problems since. Thelma is now living with the family where they can help look after her. She relies on a wheelchair most of the time. Thelma’s body may be slowing down, but her mind is still sharp. She can be a bit grumpy, but she is likeable.
•Buck is the young and playful pooch belonging to Donna and Riki. He tries to please his masters but often ends up in the ‘dog box’.
24 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
How this Plan relates to other Council documents
There are a number of Council bylaws, policies, strategies and plans which all feed into the 2012-22 Hauraki Long Term Plan. Along with internal documents, external drivers such as national strategies, plans and legislation also have an effect on the decisions made by the Council. The diagram below shows how these different documents help to form the basis of the 2012-22 Hauraki Long Term Plan.
Community Well-being
Legislation Community Outcomes
Consolidated Hauraki Long Term Plan Bylaw
Council Policy Asset Management Key strategies and Plans plans (local, regional (Explained below) and national)
Consultation/ Professional advice/ Political direction
The Council’s overarching responsibility is to enhance community well-being through the implementation of the Hauraki Community Outcomes. It does this by ensuring all plans and strategies are developed and implemented with the overall community’s well-being in mind. Examples of this include the internal operational plans including Asset and Activity Management Plans, and public policies such as the Positive Ageing Strategy and Contestable Social Fund.
The culmination of the Council’s policies, plans and strategies guide the Council in its decisions and are used as the core drivers for the 10 year period. The Council’s own documentation, however, is only part of its strategic direction for the Hauraki community.
The Council has legal obligations to ensure that the relevant initiatives and plans of Central Government and other agencies are taken into consideration in the development of the 2012-22 Hauraki Long Term Plan. There are many examples of these including the National and Regional Transport Strategies, National Policy Statements and National Environmental Standards, amongst others.
An example of a national policy working its way down to Council level would be that of the New Zealand Transport Strategy (NZTS). Central Government issues a Government Policy Statement which states the Government’s goals and objectives for the New Zealand Transport Strategy. Waikato Regional Council then prepares a Regional Land Transport Programme (RLTP). This feeds through to the Regional Land Transport Strategy, which gives effect to the Government Policy Statement by co-ordinating and prioritising the Long Term Plans of the District Councils within the region. The New Zealand Transport Agency will then provide funding for the identified programmes of all the land transport agencies. Hauraki District Council’s Long Term Plan is aligned with the Council’s own Transportation Asset Management Plan. By adhering to the strategies at both a national and regional level the Council is able to comply with Introduction and Overview 25
the law, and ensure all available funding is negotiated for the District. In addition this means that the New Zealand Transport Agency is able to ensure a consistent approach to roading within New Zealand.
Key national, regional and district plans, policies and strategies have been listed in Appendix 3. The key internal policies, plans and strategies for each group of activities are listed in each of the Groups of Activities. Where a national or regional plan or strategy is a key driver for an activity, this is mentioned at the activity level.
26 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Asset Management Plans – the key building blocks
All local authorities have responsibility for, or take responsibility for, the delivery of many services to their communities. In general terms these are either activity based (e.g. regulatory services and community development) or asset based (e.g. infrastructure assets and community facilities).
For all of the Council’s asset based activities the Council has developed Asset Management Plans (AMPs) as the base documents for all long term planning for the assets and the services they deliver. These plans are continually reviewed, and are comprehensively reviewed as part of the Hauraki Long Term Plan development.
The Council has adopted a formal policy for the development of these AMPs to give guidance to staff on its requirements and has also adopted a policy for each individual AMP detailing the level of sophistication and detail required for these individual asset plans.
For asset based activities, life cycle planning for the asset from construction through to maintenance and eventual replacement is the key planning process and this forms the basis of all AMPs. These AMPs are the primary building blocks for delivery of all asset based activities and are reliant on a component level of understanding of each asset and network.
The objective of asset life cycle planning is to look at the lowest long term cost rather than ‘short term’ savings when making asset management decisions. Various assets are at different stages in their asset life cycle and different funding and management strategies are required to manage them.
Asset Management Plans are generally expected to cover the following key matters: Council’s rationale for involvement with the service the asset provides the parameters of the activity forecasting assumptions, uncertainties and risks description of the asset (based on comprehensive asset data) age and condition of the assets levels of service performance measures and targets demand management life cycle analysis maintenance and operating costs over the planning period capital expenditure over the planning period renewal expenditure over the planning period policy on depreciation of the asset (and its component parts) and funding of this cost valuation of the asset (re-valuation generally every three years) improvement programme for the AMP
Each AMP provides the base data for the 2012-22 Hauraki Long Term Plan in relation to the items listed above. AMPs therefore have a key role in and key relationship with all the Council’s long term planning, and form the basis for this planning for all asset based activities.
Introduction and Overview 27
Inputs to Asset Management Plans Outputs from Asset Management Plans
Statutory requirements Asset descriptions (history, age, location, etc.) By-law requirements Demand forecast District Plan Risk analysis/ Risk management strategies Resource consents Levels of Service Council policies Maintenance strategies and programmes Community Outcomes Renewal strategies and programmes Assumptions Capital strategies and programmes Service levels Operational plans Significance policy (90, 278) Business plans Water and Sanitary Services Assessment Annual Plan Job descriptions Assumptions AMP Improvement Plans Improvement programmes Required manuals (e.g. NZTA) Constraints (policy, financial, etc.)
Developed with Asset Management Plans Reporting from Asset Management Plans
Hauraki Long Term Plan Hauraki Long Term Plan Service Level Agreements Annual Report Operational manuals Water and Sanitary Services Assessment Funding and Financial policies Reports to Council/Management Team Revenue and Financing policy - Policy Liability Management policy - Operational Investment policy - Monitoring Development levies Improvements required to AMPs Depreciation calculations Performance assessment
The Council’s present Groups of Activities and Activities, as detailed in the 2012-22 Hauraki Long Term Plan, define which activities are subject to Asset Management Planning. These are:
Infrastructural Services Roading Utilities - Water - Wastewater Solid Waste Drainage - Land Drainage - Stormwater
Community Facilities Parks and Reserves Libraries Community Halls Property (overhead activity but asset based) Public toilets Swimming Pools Cemeteries
Sustainability has been taken into consideration at every stage of Asset Management Planning.
A process has been adopted through the Significance Policy called a ‘decision-making flowchart’. This ensures that the legal considerations from the Local Government Act, 2002 have been taken into consideration when making ‘significant’ decisions.
28 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
As part of this process, the four well-beings are considered and the implications of the project are given a score against them. These results are then charted to give a visual representation of the ‘balancing’ of the four well-beings. At this stage the options available for a project can be charted against their effects on the well-beings and considerations can be made on mitigation. This process is called the ‘sustainability tuner’. For further information on the four well-beings and the sustainability tuner process see the ‘Strategic Direction’ section on page 34 of this Plan.
Introduction and Overview 29
Key Community Issues – Consultation Outcomes
The submissions process
The Council adopted the Draft 2012-22 Hauraki Long Term Plan, and its incorporated draft documents (the Financial Policies and the reviewed Fees and Charges schedule), on 4 April, 2012. The Draft Plan was advertised for public consultation on 13 April, 2012 and the submission period closed at 4.00pm on 14 May, 2012. The Council invited feedback from any organisations or members of the public that wanted to express their opinion on any matter relating to the Draft Plan, the Financial Policies and the Fees and Charges schedule.
As part of the consultation process the Council also sought specific direction from the community on the following three ‘key community issues’: The Financial Strategy, Water Charging Strategy, and Economic Development and Growth.
To provide the community with a greater opportunity to participate in the consultation process for the Draft Plan the Council held ‘Have Your Say’ opportunities in the main urban settlements (Paeroa, Waihi and Ngatea) of the three Wards. These gave members of the community the opportunity to talk to Elected Members about the proposed works and services outlined in the Draft Plan and to ask questions or raise other matters relating to the Plan. These ‘Have Your Say’ opportunities were held in Paeroa on Friday 20 April, Waihi on Tuesday 24 April and Ngatea on 27 April 2012.
The Council received 77 submissions to the Draft 2012-22 Hauraki Long Term Plan. Almost half (35) of the submitters took the opportunity to speak to their submissions at the Hearing of submissions meetings held on 6 and 7 June, 2012 at the Council Chambers in Paeroa - the Council also made its decisions on both written and verbal submissions at these meetings. Each submitter was then written to and advised of Council’s decision relating to their submission. The Draft Plan was then amended to reflect any changes the Council made as a result of the submission process.
The Financial Strategy The 2010 amendments to the Local Government Act, 2002 required Councils to prepare a financial strategy as part of their Long Term Plan. The Council’s Draft Financial Strategy was developed to outline to the community how the Council intends to manage the financial challenges of the District into the future. The Draft Financial Strategy was essentially a proposal to the community of how Council will provide levels of service, balance rate and debt levels, provide for growth, and maintain and renew assets, all in a way that it considers affordable and equitable for the present and future generations of ratepayers.
To aid public understanding and encourage feedback from the community on the Draft Financial Strategy the Council outlined a number of options in the Strategy and indicated which options were its preferred options. In its submission form the Council asked submitters whether they agreed with its preferred options and also invited them to provide any additional feedback on its proposed Strategy.
Along with the request for submissions on the Draft Strategy the Council asked whether submitters agreed that: The Council should not fund discretionary capital projects such as seal extensions and kerb and channel in the first three years of the Plan? The Council should prioritise water capital expenditure so that key water projects are completed in order to meet compliance obligations? The Council should proceed with the proposed levels of service, fees and charges and rating levels outlined in the Draft Plan (maintain status quo)? The Council should balance rates and debt at current levels so that the financial burden associated with maintaining the proposed levels of service is spread equitably between the ratepayers of today and tomorrow?
30 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
The Draft Financial Strategy received feedback from 35 submitters. Of the 35 submitters who provided feedback on the Strategy; 11 agreed that the Council should not fund discretionary capital projects in the first three years of the Plan; 10 agreed that the Council should prioritise capital expenditure so that key water projects are completed; 11 agreed that Council should proceed with the levels of service, fees and charges and rating levels outlined in the Draft Plan; and 24 agreed that the Council should balance rate and debt levels equitably between the ratepayers of today and tomorrow. The Council also received a number of additional comments relating to the Financial Strategy, which were taken into consideration by the Council when deliberating on this matter.
The Council considered these results at its hearing of submissions meetings on 6 and 7 June. The Draft Financial Strategy was then updated and presented to the Council for its consideration and adoption on 13 June, 2012.
The adopted Financial Strategy can be found in the Financial Policies section of Volume Two of the Plan.
Water Charging Strategy The Draft Water Charging Strategy was prepared and included in the Draft 2012-22 Hauraki Long Term Plan to obtain the community’s input on options available to Council for charging for water. At the time the Council consulted on the Draft 2012-22 Hauraki Long Term Plan the water charging regime was consumption measured via water metering. This had a fixed tariff structure where all consumption was charged at the same unit price, irrespective of the total volume of water consumed.
However there are relatively high fixed costs (costs that do not vary regardless of the volume of water consumed) associated with the supply of water to properties connected to Council’s water supply network. With the Council receiving the bulk of its revenue via volume based charging those consuming the largest volumes of water were paying the largest portion of fixed costs, causing cross-subsidisation in the Council’s water charging practices and this created inequity and risk.
In an effort to help alleviate cross-subsidisation, the Council prepared the following options and sought feedback from the community:
Option One: Uniform Charge of $100 and blocks as follows (Council’s preferred option): Block One: starting from $1.62 per cubic metre in year one up to $3.20 per cubic metre in year ten. Block Two: starting from $1.36 per cubic metre in year one up to $2.40 per cubic metre in year ten. Block Three: starting from $1.23 per cubic metre in year one up to $1.60 per cubic metre in year ten.
Option Two: Uniform Charge of $150 and blocks as follows: Block One: starting from $1.59 per cubic metre in year one up to $3.00 per cubic metre in year ten. Block Two: from $1.35 per cubic metre in year one up to $2.25 per cubic metre in year ten. Block Three: from $1.26 per cubic metre in year one up to $1.50 per cubic metre in year ten.
Option Three: $100 fixed charge and uniform tariff $2.04 per cubic metre within ten years
Option Four: $150 fixed charge and uniform tariff $1.95 per cubic metre within ten years
Of the feedback the Council received on its Draft Plan, 24 submitters indicated their preferred option of those listed above. Eight submitters selected Option One as their preferred water charging option; two submitters selected Option Two; 12 submitters selected Option Three; and two selected Option Four. The Council also received comments relating to the proposed changes to the way water is charged.
The Council considered the feedback it received on the preferred options as well as the additional feedback provided by submitters in relation to the Draft Water Charging Strategy at the hearings of submissions on 6 and 7 June, 2012. The Council resolved to adopt Option One; being the Uniform Charge of $100 and the three tiered per cubic meter water consumption charge. This new model for charging for water has been incorporated into Council’s Rating Policy which can be found in the Financial Policies section in Volume Two of this Plan.
Introduction and Overview 31
Economic Development and Growth In preparing the Draft 2012-22 Hauraki Long Term Plan, the Council considered its role in the future of the local economy, what areas of Economic Development the Council should be involved in and how much Council should spend on Economic Development initiatives.
In the 2011/12 year, the Council spent $700,000 on seven key areas of Economic Development. The Council decided that as part of the consultation process for the Draft 2012-22 Hauraki Long Term Plan, it would ask the community whether its current level of funding for Economic Development is appropriate, or whether more or less should be spent on Economic Development initiatives.
The community was also invited to rank the seven key Economic Development initiatives that Council is involved in, in order of priority.
The Council received 41 responses to one or both parts of the Economic Development consultation section of the submission form. The submission form asked whether the Council should spend the same, or more or less on its Economic development activities, and also asked the community to rank the following initiatives from 1 to 7 (1 being the highest priority and 7 being the lowest). The results were as follows:
Expenditure Levels on Economic Development Number Percentage Retain current level of Funding 17 41% Increase Funding 6 15% Decrease Funding 12 29% Did not choose an option 6 15% TOTAL 41 100%
Economic Development initiative - averaged priority (a lower figure indicates a higher priority):
Town Promotions 2.18 Hauraki Rail Trail 3.02 Information Centres 3.21 Events support 3.21 Destination Coromandel 4.16 Staff and Elected Members participation in various Groups and Networks 4.72 Sister Cities 6.31
The Council also received a number of additional comments relating to Economic Development. Those comments and the results to the Economic Development options questions were considered by Council at the hearing of submissions meetings.
During the hearing of submissions to this Plan the Council decided that it wished to take an enhanced and more pro-active approach to economic development and growth in the District to not only take advantage of opportunities to enhance economic development and growth as they arose, but also allow the Council to actively create opportunities for such growth. To assist with this new approach the Council resolved to appoint an additional resource in this area; the cost of which will be met from existing economic development budgets plus an additional $25,000, to be funded from the District Community Projects Assistance Fund, in the 2012/13 year.
The Council also referred all submissions received to the economic development and growth options paper to the Economic Development sub-committee for further analysis and review and resolved to review the current level of funding for the cost centres in the Economic Development activity to ensure that it can take advantage of economic development opportunities that may arise.
32 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Other key changes as a result of the consultation process
Grants The Council resolved to make the following grants: $50,000 to the Hauraki Rail Trail Trust to fund investigations and route selection for the Kaiaua to Kopu section of the Cycleway – to be funded from the District Community Projects Assistance Fund. $80,000 to the Paeroa & District Historical Society to assist the funding of a storage facility on its property in Marshall Street, Paeroa – to be funded from the District Community Projects Assistance Fund. $1,000 per year for three years to Bull Riding Puriri to assist in the funding of its annual bull riding event in the District – to be funded from the District Discretionary Fund.
Waihi Alternative Raw Water Source The Council received a significant number of submissions regarding the proposed option that the Waitawheta River be used as a supplementary raw water source for the Waihi supply, assisting the current raw water source during periods of dry weather.
In discussing the submissions the Council noted that Variation 6 to the Waikato Regional Plan had become Operative. This Variation had different allocation and priority regimes than those that had been in place when Council was considering the options for Waihi’s supplementary raw water storage alternatives.
As a result of the submissions and the changed circumstances, the Council resolved that while the Waitawheta River remains an option for the supplementary raw water supply for Waihi, it will undertake further investigations into the possibility of the Ohinemuri River being used as an alternative option, along with any other options identified.
Western Plains Drainage District During 2012/13 an investigation will be undertaken by Council staff for the Western Plains Drainage District to assess the appropriate level of service for the foreshore stopbanks with particular regard to climate change and the Waikato Regional Council foreshore stopbank standards.
Hauraki Rail Trail – Underwriting of Operations The three Councils (Hauraki, Matamata-Piako and Thames-Coromandel Districts) that have contributed funding to the development of the Hauraki Rail Trail have also agreed to underwrite any operating deficits for the Hauraki Rail Trail Trust during the years 1 July, 2012 to 30 June, 2017; the underwriting to be on the ratio of the length of Trail in each District. The Hauraki District Councils maximum underwriting guarantee was: $64,000 year ending 30 June 2013 $82,200 year ending 30 June 2014 $93,200 year ending 30 June 2015 $96,000 year ending 30 June 2016 $98,800 year ending 30 June 2017
The costs of meeting the underwriting obligations are expected to be significantly less than the maximum amounts listed in any of the years. The Council resolved to allocate the following percentages of the maximum underwriting amount for the Operating Grant payable to the Hauraki Rail Trail Trust to be funded from the District General rate:
Year: Percentage: Maximum Underwriting: Grant provided:
Year 1 – 2012/13 75% $64,000 $48,000 Year 2 – 2013/14 75% $82,200 $62,000 Year 3 – 2014/15 50% $93,200 $47,000 Year 4 – 2015/16 50% $96,000 $48,000 Year 5 – 2016/17 25% $98,800 $25,000
Introduction and Overview 33
Kaiaua Boating Club – maintenance of access channel As a result of submissions received the Council agreed to enter into discussions and negotiations with the Kaiaua Boating Club and the Waikato Regional Council to investigate and identify options for a long term solution to the maintenance and funding requirements for the access channel to the Club’s boat ramp.
Future changes to the Long Term Plan
Any major changes to this Plan required following 1 July, 2012 including for the introduction of significant projects, will be required to go through another full, formal public consultation process. This can be done at any time of the year, and would be publicly advertised for the community’s feedback. As noted previously in this Plan, any minor changes or variations will be proposed in an Annual Plan appropriate to the year, which will also be available for public consultation.
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Strategic Direction
What topics are covered in this section?
Council Overview Hauraki District Council’s Mission Customer Charter
Community Well-being and Sustainability What is Community Well-being? Council’s Vision: Community Outcomes What are Hauraki District’s Community Outcomes? What is Sustainability? Balancing of Community Well-being The Sustainability Tuner Making the Connections – Well-being and Sustainability
Strategic Direction 35
Council Overview
It is Council’s mission to:
Provide quality services and facilities. Foster open-minded and two-way communication with the community. Actively advocate on behalf of the community. Ensure the sustainable use and management of resources.
... for the benefit of all who live in, work in and visit the Hauraki District.
Your rights as a customer are:
To be treated with respect. To receive a timely and accurate response. To have access to relevant information.
Our commitment to you:
We will respond to you promptly. Our staff will identify themselves. We will provide knowledgeable staff at first contact. We will fairly interpret and apply the laws, by-laws and regulations. Our services standards will be freely available. We will review feedback from our customers.
Customer feedback:
We welcome feedback about our service. Council has formal feedback procedures. Ask for an information brochure, or check out the “Suggestions” section on the website - www.hauraki-dc.govt.nz to submit your feedback.
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Community Well-being and Sustainability
What is Community Well-being?
Community well-being is when everyone in our District feels satisfied that their needs are being met. It is broken down into four areas: Social well-being, Economic well-being, Environmental well-being, and Cultural well-being.
The four aspects of community well-being are considered in conjunction with one another, as they are all related and overlap. Together they create community well-being as illustrated in the diagram below:
The Council has a responsibility to enhance and maintain the balance of the social, economic, environmental and cultural well-being of the community in all its activities in accordance with section 14(h) of the Local Government Act, 2002.
Local authorities promote well-being at a local level and the Central Government promotes it at a national level. Internationally, addressing the well-beings depends on the governance structures, directions and resources of countries or international organisations (such as the United Nations).
Both the Elected Members and staff at Hauraki District Council have taken ownership of sustainable values and techniques in the day-to-day decision making of the Council, and actively encourage the Hauraki community to also do so.
The following table describes the way that the Council has interpreted the meaning of each of the four well-beings.
Strategic Direction 37
Cultural Well-Being Economic Well-Being
Sharing of beliefs, values, customs, behaviours and Generation of employment and wealth that people identities reflected through our community. require to support their needs and those of their Actively participating in recreational, creative and family. cultural activities. Development and use of skills within the Understanding and respecting cultural traditions. community. Protecting ways that people can demonstrate their Support and provision of an appropriate business spiritual beliefs (such as religious activities). environment for the District (e.g. professional advice Protecting, maintaining, retaining, interpreting and for new businesses). expressing our arts, history and heritage. Promotion of the District as a great place to live and do business. Provision of infrastructure that supports economic well-being e.g. roads. Promotion of tourism and tourist activities to increase visitor numbers and visitor spending in Hauraki District.
Environmental Well-Being Social Well-Being
The natural and physical environment can Social well-being covers those aspects of life that sustainably support the community and its activities. society collectively agrees are important for a Our natural environment can adapt and change to person’s happiness, quality of life and welfare human activities where necessary. through physical and mental well-being. Animal/plant life are protected. Infrastructure being in place that ensures health and Good quality air and water is protected and well-being (e.g. water, wastewater, solid waste, enhanced. roading). High quality soils are not compromised for future Everyone being able to have access to their basic production. needs such as food, housing, health and education (through affordability or infrastructure). Experiencing personal safety and freedom from fear. Everyone being able to participate in and use what the District offers. Everyone has the opportunity to participate in decision making processes.
Council’s Vision: Community Outcomes
What are Community Outcomes? In accordance with section 91 of the Local Government Act, 2002 the Council worked closely with the community to develop its initial Community Outcomes for the 2006-16 Hauraki Community Plan. These Community Outcomes were community driven and identified how the community planned to work together to achieve common goals. The Local Government Act was amended in 2010 and it became the Council’s responsibility to develop Community Outcomes and work towards achieving these outcomes.
Community Outcomes are a positive way to stimulate thinking about local needs and priorities for today and the future. In setting the new Community Outcomes, the Elected Members asked themselves: What are our goals as a Council? How do we want to be in the future? What do we want to do for our community and its well-being?
This has resulted in a number of statements that reflect the Council’s goals and aspirations for its community. These statements are used to guide decision making and are encompassed in daily business.
The Council believes it is important to have aspirations and goals for the community and to make sure there is a focus on the future. The Community Outcomes help the Council to set its direction and enable it to make decisions based on what is best for the community. This way, we can keep working towards where we want to be.
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Sustainability
Social well-being Economic well-being Environmental well-being Cultural well-being Where we want to be Councils Mission and Community Outcomes Customer Charter
Hauraki Long Term Plan How we are going to get there Processes, Policies and Plans
Hauraki District Council’s Vision The Council previously had a Vision statement that was made up of a number of concepts that were future focused, and identified what the Council would like to achieve as a result of the things it does. This Vision was used as a foundation for the development of the new Community Outcomes. Consequently the Community Outcomes, which are high-level statements of what the Council wants to achieve for the benefit of the community in the future, will now also be used as the Council’s Vision.
How did the Council identify the new Community Outcomes? After taking into account the Community Outcomes previously identified by the community in 2006 and also considering the results of community feedback from the 2010 triennial satisfaction survey, submissions to Plans over the last three years, legislation, and the Council’s former Vision the Council has identified a new set of Community Outcomes for the 2012-22 Hauraki Long Term Plan. As a result the Council has six new simplified and concise key Community Outcomes.
Strategic Direction 39
What are Hauraki District’s Community Outcomes?
The Community Outcomes are what the Council aims to achieve in all aspects of our leadership in order to promote community well-being – now and in the future.
• We provide a range of services and • We are a proactive Council that provides facilities to meet our District's needs and leadership and communicates effectively expectations for a safe environment. with all sectors of our District. • We provide ongoing safe, well-managed • We advocate for the benefit of our District. and maintained core infrastructure. • We keep our District well-informed and • Our waste is collected, reduced, reused ensure information is available. and recycled responsibly. • We consider our District's views when • We are organised and prepared to deal making decisions. with natural hazards. Prepared Hauraki Interactive Hauraki
• We take a collaborative approach with • We provide an environment that both Mana Whenua and Tangata Whenua encourages vibrant communities and an in our District. enhanced quality of life. • We advocate for forums which ensure • Our unique communities are protected involvement and consultation in decision- while balancing the needs of alternative making processes. lifestyles. • We ensure appropriate regard is made to • We are advocates for the provision of taonga and culturally signficant matters. quality social, educational, health and • We encourage the development of training services. partnerships for the delivery of services • We encourage partnerships within the and programmes. District for the delivery of services. Lifestyle Hauraki Kotahitanga Hauraki
• We have a positive climate that • We plan for the wise use and encourages balanced and sustained management of all land and resources for economic growth throughout our the continued benefit of our District. District. • Our natural and physical environments are • Our infrastructural services and facilities sustainably managed. are planned and developed to meet future • We have a shared respect for both demand. economic growth and environmental • We encourage new opportunities while protection. continuing to support existing ventures • We support the protection of the District's and service providers. significant natural habitats and ecosystems. • We encourage further development of tourism opportunities and facilities focusing on our heritage and eco-tourism. Sustainable Hauraki Progress Hauraki
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How do Community Outcomes fit in? In addition to acting sustainably and attempting to balance community well-being, the activities that the Council delivers need to align with the Hauraki Community Outcomes where possible.
To help illustrate the relationship between Community Outcomes and the Council’s levels of service to the community, ‘icons’ have been used throughout this document. The icons symbolise the essence of what each Community Outcome means in a visual way and help to show the link to what the Council is aiming to achieve in the future as it works towards community well-being. The icons representing each Community Outcome are as follows:
Prepared Hauraki
Kotahitanga Hauraki
Interactive Hauraki
Progress Hauraki
Lifestyle Hauraki
Sustainable Hauraki
The Community Outcomes aim to enhance community well-being in a sustainable way. The 2012-22 Hauraki Long Term Plan has a key role in linking together the Council’s goals, responsibilities and all of its plans and policies that contribute to progressing our Community Outcomes. As part of the Council’s decision making processes it must take into consideration its Community Outcomes. In striving to achieve the Community Outcomes of the Hauraki District, the Council is contributing to the four well-beings – economic, social, cultural and environmental.
The Council’s contribution toward achieving Community Outcomes is detailed in this Plan within each Group of Activities and individual Activities. At the Group of Activities and Activity level, the icons will show in each levels of service table which Community Outcomes the levels of service primarily contributes to; some levels of service could contribute to more than one Community Outcome but the icon of the primary Community Outcome is identified. At the customer service level, the icons show the link between the projects and services the Council provides and that the community experiences regularly, and which Community Outcomes the Council is working towards achieving.
In order to track its progress towards achieving the Community Outcomes, the Council will report on its performance annually by producing an Annual Report. For each level of service, the Council will detail what projects and services have been completed or progressed, and how those have contributed to the achievement of Community Outcomes. The Annual Report must be adopted by 31 October each year and will be made available to the public in early November each year.
Relationship of Community Outcomes to Key Strategic Documents For the Hauraki District Council, there are a number of key documents that contribute both directly and indirectly to its Community Outcomes.
Asset Management Plans are the foundations that help to plan, balance and manage the Council’s assets. The Community Outcomes and community well-being are key drivers in the asset management planning process. The work programmes that stem from the Asset Management Plans, as well as other non-asset work programmes driven by Community Outcomes, are integral to the Council as they carry out the decision making process around the identification of particular projects, strategies and programmes over the life of strategic planning documents such as this Plan. Strategic Direction 41
What is Sustainability?
Sustainability is often associated with environmental protection or preservation of natural resources, but it is much more than that. Sustainability is about taking into consideration all four aspects of community well-being (social, economic, environmental and cultural), not just environmental well-being. It also seeks to meet the needs of today’s generation, without reducing the ability of future generations to meet their own needs.
Sustainability can be applied to activities such as finance, where the effects of borrowing money need to be considered when looking into future financial needs and the ability to pay off the debt. For example, a new wastewater treatment facility may be needed and it would enhance social and environmental well- being to provide that service to the required standard. However the provision of that asset could negatively impact economic and social well-being if the costs are not spread over a number of years and across several generations of ratepayers. Today’s generation would be crippled economically if they had to pay for that treatment facility on their own, with later generations not contributing at all. Therefore the costs of the project are spread over a number of years so that today's ratepayers do not have to entirely pay for the wastewater treatment facility that will also be beneficial for future residents.
Sustainability and sustainable development provide the foundation for the 2012-22 Hauraki Long Term Plan. When the Council makes decisions it considers, and where possible creates a balance between: the social, economic, and cultural well-being of people and communities, the need to maintain and enhance the quality of the environment, and the needs of future generations.
The aim of sustainable development is to create a balance between all four aspects of community well- being (social, economic, environmental and cultural). This is achieved by recognising the most positive improvement to community well-being when making decisions. True sustainable development will not be achieved if only one or two of the four aspects of well-being are addressed.
Often the Council has to make trade-offs when making decisions, as the positive and negative effects on different well-beings cannot always be balanced. In order to achieve a balance for the Hauraki District, many organisations need to work together – locally, regionally and nationally.
Balancing of Community Well-being
This section describes how the Council attempts to achieve a balance between positive and negative effects on social, economic, environmental and cultural well-being. It introduces the ‘sustainability tuner’, which is used throughout this Plan to show how the Council measures its activities in relation to the balance of each well-being. The idea of being able to balance the four well-beings generates a number of questions including: How are these four aspects of well-being balanced? Can these four aspects of well-being be balanced? Should we actually attempt to balance these well-being aspects?
The response to the above questions will depend on the nature of the issue, and is not always easy to produce. As a rule, it would be expected that each of the four well-beings would be addressed to an extent which is balanced throughout the lifecycle of a project or asset.
This, however, is not always possible for decisions made by Council and often there will be an imbalance of the four well-beings on any given decision or activity. When this happens Council is left with the decision of how to create a better balance, and often the answer is by way of adaptation or mitigation. Sometimes it is just not possible. For example, if a new road is built to service a school, then it is likely that there will be negative environmental impacts associated with the construction, maintenance and use of that road. However, the social and economic and cultural impacts could be so advantageous to the community that the negative environmental effects are outweighed.
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In the above example, the positive contribution to each well-being would include the following:
Social - Quality of life and welfare through physical and mental well-being. - Access to education. - Everyone being able to participate in and use what the District offers.
Cultural - Enabling active participation in recreation and creativity. - Educating in cultural activities. - Maintaining our arts and heritage.
Economic - Jobs that the school would provide. - Education opportunities to up-skill workers. - People attracted to the District by the availability of schooling.
In allowing the construction of the road, the Council may decide that some negative effects on environmental well-being need to be offset. To achieve this offset, recycled aggregates could be used on the road, animal under-passes could be built under the road, and an area could be developed with indigenous or exotic planting near the school in order to provide a recreational area for students and staff. While this may not create a complete balance between the positive and negative effects on well-being, this shows ways to mitigate the imbalance; this would help to ensure that the project is more socially acceptable and advantageous (if not equally) for all four aspects of community well-being.
The Sustainability Tuner
The sustainability tuner works to show the positive and negative effects of an activity on each aspect of community well-being. It is used in this Plan to show the balance or imbalance of each well-being. The sustainability tuner looks similar to a graphic equaliser that you would commonly find on stereo equipment.
On a hi-fi stereo system, a number of equalisers (bass, mid-range, treble etc) must be balanced in order to achieve the best sound.
With the sustainability tuner, the equalisers are replaced by the four aspects of well-being. It is the Council’s responsibility when considering a project to tune or balance them in such a way that all four well-beings are either maintained or enhanced by the proposal. By analysing the four aspects of well- being, the Council has a good indication of whether or not the decision or activity is likely to have a net increase or decrease in community well-being, and whether to consider mitigation measures to offset negative effects.
The criteria behind the allocation of numbers (both positive and negative) on the sustainability tuner have been aligned with the Council’s definition of each well-being.
In this Plan, each activity has been given a sustainability tuner rating to demonstrate the impact that activity has on community well-being. This aims to show how well the Council currently feels the different well-beings are balanced with each other at an activity level. The sustainability tuner is located in each activity within the groups of activities.
Using the example of a road being constructed to provide access to the school, as discussed previously, the effects of the project are shown in example one. In the mitigated option (example two) there has been an attempt to address the negative effects of the environmental impacts. This can be seen by the positive shift in the tuner compared with example one.
Strategic Direction 43
Example One: Proposed New Road Built
Balancing of Well-being Dimension Scale Economic Environmental Social Cultural 5 4 3 2 1 0 -1 -2 -3 -4 -5
Example Two: Proposed New Road Built with mitigation
Balancing of Well-being Dimension Scale Economic Environmental Social Cultural 5 4 3 2 1 0 -1 -2 -3 -4 -5
Making the Connections – Well-being and Sustainability
How does Council achieve sustainability through the well-beings? To ensure the Council is acting as sustainably as possible, it attempts to create a balance between the four aspects of community well-being (social, environmental, economic and cultural). There are a number of tools that the Council can use to ensure that sustainability and the well-beings are appropriately considered during the decision making process, although in some cases a balance of well-being has not been achieved. By using these tools the Council is trying to make sustainable and balanced decisions to the benefit of the community as they are: considering and assessing the effects of a decision on each of the four well-beings, and on people and communities, attempting to mitigate any adverse effects caused by the decision under consideration, to make it as environmentally-friendly as possible, and taking into consideration the needs of today’s generation, without reducing the ability of future generations to meet their own needs.
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Some of the decision making tools that the Council currently uses to promote sustainability or to ensure that sustainable options are considered are listed in the table below:
Council Policy In what way does this contribute to a sustainable approach??
Under this policy the Council is required to consider if a decision impacts on the Significance Policy well-being of the community, both now and into the future. This is a matrix designed to aid decision-makers when making decisions on Decision making Matrix capital projects or activities which are likely to have a large effect on the community. This requires the consideration of all well-beings. Internally, use of this template ensures that the Council has taken into Policy Template consideration all four aspects of well-being when reviewing or proposing new policies. This is a criteria-based method of measuring the potential effects a Sustainability Tuner project/activity may have on the four aspects of community well-being. This policy, in conjunction with sections 82-87 of the Local Government Act 2002, Consultation Policy guides how the Council will consult with the community and ensures that the community can have a say during the decision making process. These plans provide information regarding all aspects of the asset or activity concerned. As part of the preparation of these plans, both positive and negative Asset Management Plans effects on well-being are identified, and often mitigation measures are discussed with the intention of applying them. This is the first port of call for indications of sustainable practices. The Council adopted a formal policy on the development of Asset Management Plans to ensure that the appropriate policy development mechanisms were in place for all Council’s assets. As part of the Asset Management Planning Policy, Asset Management Planning the Council adopted a policy for each individual asset activity to ensure that the Policy Asset Management Plans for each asset group have taken into account risk factors and the importance of business continuance approaches, particularly for the key assets. Impact Assessments are sometimes required prior to making a significant decision to evaluate the effects on each of the four well-beings. In most cases it Impact Assessments: is an environmental impact assessment which is undertaken, however, there is Cultural an increasing need to assess the cultural, social and economic areas of well- Economic being as well. Environmental Social It is not always the Council that is responsible for doing these assessments; in most cases they will be conducted by the organisation or person responsible for creating the need for them.
Decision Making Processes 45
Decision Making Processes
What topics are covered in this section?
This section on decision making summarises how the Council’s decisions are influenced by a number of factors both internally - including internal policies, and externally - including community consultation and working specifically with Maori.
Decision making processes
On behalf of the community, the Council is required to make a number of key decisions to meet its statutory and operational requirements. Consequently the democratically Elected Members are constantly making decisions on behalf of the community - some are small decisions and some are significant.
When making decisions the Council takes into account a number of factors including: Present and future community interests and needs. Community well-beings and Community Outcomes. The ability to sustain future development. The opportunity for Maori to contribute to decision making processes.
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Summary of the Council’s Significance Policy
The Significance Policy is one of the Council’s core decision making tools. The purpose of this policy is to help ensure that the key decisions made by the Council are open and transparent, with comprehensive reasoning behind why certain decisions have been made.
The Council is required to develop a Significance Policy in accordance with section 90 of the Local Government Act, 2002. This policy must set out the Council’s ‘general approach to determining the significance of proposals and decisions in relation to issues, assets and other matters’.
The Council’s current Significance Policy was adopted in 2009 and has been scheduled for review in early 2013. This policy establishes thresholds, criteria and procedures that assist the Council in assessing the extent to which issues/assets are significant.
An assessment matrix was developed in conjunction with the Significance Policy to help staff quickly identify whether an issue/asset may be significant. The assessment matrix is set out below:
Policy Standard Yes No Matters for consideration
Do the consequences or impacts of the issues, assets, or other matters, affect a large number of residents and ratepayers to a moderate extent?
General Do the consequences or impacts of the issues, Approach assets, or other matters, affect a small number of residents and ratepayers to a large extent? Does the issue, asset, or other matter, have a history of generating wide public interest within the District, the Waikato Region or New Zealand generally? >$1,000,000 above cost in approved Annual Plan
and/or Hauraki Long Term Plan
> $1,000,000 unbudgeted expenditure Thresholds Does it involve any transfer of ownership or control,
or abandonment of a strategic asset? Significant impact on Council ability to deliver HCP? Private Sector partnership?
Does it involve a strategic asset?
Will there be a change in the level of service? Criteria Will there be a change in the method of service
delivery? Will there be a change in the capacity of Council to
provide the service? If yes is answered to any of the general approaches, thresholds or criteria the Management Team will Procedure consider the issues and prepare a proposal as to the degree of significance to award the issue, asset or other matter by using the decision making matrix and associated decision making report templates.
Decision Making Processes 47
Significant Strategic Assets
In accordance with Section 90(2) of the Local Government Act, 2002 the Council has identified in its Significance Policy the following strategic assets and groups of strategic assets as significant: The Hauraki District Council roading network as a whole. The Hauraki District Council land drainage network as a whole. The Hauraki District Council wastewater network as a whole. The Hauraki District Council water network as a whole. The Hauraki District Council urban stormwater network as a whole. Memorial halls in Ngatea, Paeroa and Waihi. Pensioner housing.
A full copy of the Council’s Significance Policy is available on the Council’s website www.hauraki- dc.govt.nz, or can be obtained by contacting one of the Council’s offices in Paeroa, Waihi or Ngatea.
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Decision making and consultation
The consultation that the Council carries out with the community is crucial to the Council’s decision making. The Council takes pride in the way it communicates with the community. As an organisation responsible to the communities it serves, Hauraki District Council is committed to on-going and effective consultation.
Some decisions cannot be made by the Council unless ‘explicitly provided for’ in the Hauraki Long Term Plan. This ensures that these decisions are considered by as many members of the community as possible within the wider context of the Hauraki Long Term Plan document, and are also subject to auditing processes.
Decisions that do not fall into this category are considered by the Council and require a thorough, transparent reporting process and are also subject to an extensive but less rigorous consultation process.
Operational decisions will generally not be subject to the consultation decision making processes as they are the responsibility of the Chief Executive.
Through consultation the Council provides opportunities for the community and other stakeholders to actively participate in decisions that affect the future well-being of the Hauraki District. To ensure a high level of consultation is maintained the Council’s Consultation Policy, which was reviewed in January 2012, is more extensive than what is required under the Local Government Act, 2002. The purpose of the Hauraki District Council Consultation Policy, 2012 is to ensure a consistent approach to consultation across the Council and to provide guidance on future consultation initiatives. This policy identifies: The Council’s commitment to effective consultation with ten policy statements. Statutory requirements for consultation. The Council’s protocol for inconsistent decisions. Areas where the Council may exercise its discretion.
A full copy of the Consultation Policy is available on the Council’s website www.hauraki-dc.govt.nz, or can be obtained by contacting one of the Council offices in Paeroa, Ngatea or Waihi.
How Council is working with Maori
The Local Government Act, 2002 places additional responsibilities on the Council to consult with Maori and to involve Maori in decision making processes. It also encourages the Council to assist Maori to take part in local government processes.
The Council has identified seven Iwi groups as having Tangata Whenua status within the District. It also acknowledges that some Maori in the District do not have Tangata Whenua status but as ‘visitors’ (taurahere) are included in these responsibilities.
The Council currently has four Memoranda of Partnership with individual Iwi and is actively encouraging the development of additional Memoranda of Partnership. The Council will, during the course of this Hauraki Long Term Plan, seek to work with Maori on fostering and developing Maori involvement in local government.
The Council will be considering: Identifying matters and areas of interest to Hauraki Iwi. Consultation. Capacity building of Maori to take part in decision making processes. Provision of information. A timetable for development of initiatives.
Council and Iwi groups having Mana Whenua status in the Hauraki District Council rohe have established a Mana Whenua Forum and the first meeting of this Forum was held on 21 March 2012. All parties are hoping that this Forum will be a mechanism where the opportunity for discussion, dialogue and on-going exchange of views can be fostered and encouraged, particularly into the post Treaty Settlement time.
Decision Making Processes 49
The Council acknowledges its responsibility under the Local Government Act, 2002 to: Have continuing consultation with Tangata Whenua. Consider options for capacity building of Tangata Whenua to better enable their participation in decision making processes.
The Forum is seen as a potentially valuable mechanism for furthering these relationships.
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Key Capital Works Projects
Introduction
Council has identified a number of ‘key capital works projects’ that it believes are of particular interest and relevance to the community based on the cost of the project/s or the number of people affected or potential affected by these projects. The key capital works projects include:
District Funded Projects - Water Supply - Libraries - Community Services – District
Community Projects – by Ward - Paeroa Ward - Plains Ward - Waihi Ward
Hauraki Rail Trail
In this section the Council provides some background information each of the key capital works projects identified above, as well as indicating when these projects are to be undertaken and how much they are likely to cost.
By doing all of the projects listed (as well as others listed in the Groups of Activities) the Council will be in a position to maintain the current levels of service throughout the 10 years. The Council will not only monitor and report on the performance measures detailed in this Plan, but also on the progress on the capital works programmes and report back to the public on capital works programmes through each year’s Annual Report.
Key Capital Works Projects 51
District - Key Capital Works
This section outlines the key capital works programme of the Council for the 2012-22 period. They are considered to be key items as they are either of significant financial cost or are considered to be of particular interest to the community. A full list of capital works for the 10 year life of this Plan can be found in Volume Two on page 22.
In the past 10 years, the Council has completed a major programme of consent renewals and upgrading of wastewater treatment plants at Paeroa, Waihi, Ngatea, Kerepehi and Turua and installing a wastewater collection and treatment system at Waitakaruru. These upgrades were outlined in the 2009-19 Hauraki Community Plan and ensure that the Council’s wastewater systems are able to cope with increased demands caused by even the most optimistic growth forecasts over the next 10 years.
The key capital works programmed for this Long Term Plan period are water supply upgrades, and the construction of the Waihi and Paeroa libraries. These are major projects with a high level of public interest, therefore an overview of these projects has been provided in this section.
Following the hearing of submissions the Council resolved that each major item of capital expenditure contained in the 2012-22 Hauraki Long Term Plan will be reviewed by the Council prior to its final planning and commencement to ensure that it remains appropriate, cost effective and will meet the needs and interests of the community.
Water Supply
Since the completion of the wastewater capital works programme the Council’s focus has been on the water supplies capital works programme that was first signalled in the 2009-19 Long Term Council Community Plan (LTCCP) and has now continued into the 2012-22 Hauraki Long Term Plan. The programmed capital works for water supplies are expected to address the following: Compliance with the Health (Drinking Water Amendment) Act, 2007 and the Drinking Water Standards, 2008. Compliance with the Resource Management Act, 1991, and the Waikato Regional Plan. Many of the Council water supplies are now considered unsustainable under the Regional Plan, and therefore Council is rationalising its water sources. Raw water sources (additional water source, Waihi). Raw water storage (developing new water storage at Tetley’s Quarry for the Waitakaruru supply). New resource consents for water takes. Renewal of existing resource consents for water takes. Upgrades to treatment plants. Additional treated water storage.
The 2009-19 LTCCP (or Hauraki Community Plan) detailed an extensive water supply programme. Up to the preparation of the 2012-22 Hauraki Long Term Plan the following key water projects have been completed or are underway: New resource consents have been granted to take water for Kerepehi and Waitakaruru. Interim consents have also been sought for Karangahake, Mackaytown, Waikino, Waihi, Plains East and Kaimanawa. Alternative water sources have been identified for Waihi, Kaimanawa and Waitakaruru. The work required towards obtaining resource consent for an alternative source for Waihi has commenced. Upgrade works have commenced at Kerepehi (treatment plant upgrade and expansion). Planning is well advanced for Waitakaruru treatment plant upgrade and raw water storage facility. A Ministry of Health subsidy has been obtained for the Paeroa treatment plant upgrade. Major new mains connecting the Kerepehi network to the Waitakaruru network have been completed. The Waihou water intake was upgraded to supply 12 Million Litres per Day (MLD) to Kerepehi and a standby pump was installed. Treated water storage reservoirs are still needed and therefore a significant, on-going investigation is being carried out to establish the size and location of the water storage required at the Kerepehi and Waitakaruru water treatment plants.
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$28.3 million of funding has been allocated for District wide water capital projects during the life of this Plan. This is predominantly to upgrade existing networks and to provide for the replacement of assets on the networks that have reached the end of their useful lives.
The timetable of the water supply capital works programme, as detailed below, is dependent on a number of possible factors that could see some projects either bought forward or delayed. These factors include: The possible availability of subsidies from the Department of Health for smaller water supplies. Should the Council be successful in obtaining further subsidies, the timing for the construction of the subsidised projects will be dependent on the contract entered into with the Department. The time needed for each project for project design and tendering. The ability of the construction sector to tender for the works given the priority being given to Christchurch reconstruction. The Government may extend the time available to local authorities to upgrade their supplies to meet the New Zealand Drinking Water Standards.
Should the timing of any project be altered this change will be signalled in subsequent Annual Plans or Hauraki Long Term Plans.
The full list of capital works for the District can be found on page 22 in Volume Two of the Hauraki Long Term Plan and the major new capital works for water supplies are listed below.
Community Programmed Project Cost Description Outcome Year Completion of the upgrade project for Kerepehi Treatment Plant 2012/13 $2.3m the Kerepehi Water Treatment Plant Upgrade which is currently a work in progress. Provision of a connection across the Waihou River and the upsizing of the water main of the flat portion of the Kaimanawa scheme. Provision of a Connecting Kaimanawa to pump station and storage reservoir to 2016/17 $1.78m the Plains water supply feed to the higher areas.
Note: Kaimanawa is the rural north- eastern area of the District that services Hikutaia/Maratoto areas. Investigations will determine the best Connection of Karangahake option as recent technological advances and Mackaytown supplies 2016/17 $1.83m may make it viable to treat and store to Paeroa (or other water locally, instead of connecting to identified option) Paeroa. Upgrading of the water treatment plant to comply with New Zealand Drinking Upgrade Paeroa water 2012/13 to $4.25m Water Standards and to be able to treat treatment plant 2014/15 sufficient water to feed the Ohinemuri, Karangahake and Mackaytown areas. Provision of an additional 6Ml (megalitre) of treated water storage. This will Additional treated water 2014/15 $1.32m provide additional reserve capacity in the storage at Waitakaruru event of unplanned outages, mains failures and unexpected events. A number of minor upgrade works are required to meet New Zealand Drinking Treatment upgrade at 2012/13 $0.85m Water Standards. The treatment Waitakaruru improvements relate to UV and automation.
Raw water storage and Provision for raw water storage at 2012/13 $2.73m pipeline Waitakaruru Tetley’s Quarry. Key Capital Works Projects 53
Community Programmed Project Cost Description Outcome Year Provision of an additional 6Ml of treated water storage. This will provide Treated water storage for 2015/16 $1.27m additional reserve capacity in the event Kerepehi of unplanned outages, mains failures and unexpected events.
Waihi treatment plant 2012/13 Works required to comply with Drinking $2.37m upgrade 2013/14 Water Standards. Provision of additional water from a Waihi additional water 2012/13 $3.24m sustainable source during low flow source 2013/14 periods (e.g. during summer).
Run a treated water line and storage Waikino connect to Waihi 2015/16 $1.01m reservoir.
Libraries
The Hauraki District Council is involved in the provision of public library services throughout the District by providing three District Libraries in Paeroa, Waihi and Ngatea. It also assists the community libraries at Turua, Kaiaua and Whiritoa by way of annual grants and regular bulk loans of books.
In order for the Hauraki District Libraries to evolve and adapt their services to meet both the fast pace of technological changes and user expectations, the Council is planning to upgrade the libraries in Waihi, Paeroa and eventually Ngatea.
As library functions have evolved over the years, the District Libraries have outgrown their current building size. In the 2009-19 Hauraki Community Plan the Council signalled that the District Libraries were all due for renovation/expansion or relocation in the near future, especially the Waihi and Paeroa Libraries.
In conjunction with the 2011/12 Annual Plan the Council sought feedback from the community on the options for the library buildings in Waihi and Paeroa. After considering feedback from the community the Council decided the best options to improve the facilities was to construct two new purpose-built libraries in Paeroa and Waihi.
The Council is planning to construct a new library in Waihi at 40 Rosemont Road, with planning and tendering in 2011/12 and construction in 2012/13. This library is expected to cost around $1.3 million and will measure 420m² (540m² including the Council’s Waihi Service Centre). The construction of the new Paeroa Library at 5 Mackay Street is estimated to cost approximately $1.38 million and is planned for construction in 2014/15 and will be 425m² in size.
The future options for the Ngatea Library building and Service Centre will be addressed within the life of this Plan. The feasibility investigation could include options such as a new library building on another site, building a new shared Public/College Library on the Hauraki Plains College site and renovating/extending within the current Ngatea Service Centre building.
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Community Services Projects – District
The key Community Services projects programmed for the life of this Plan are listed below. For further information on the full Community Recreation and Community Facilities capital works programme, see the Community Services Group of Activities on page 170.
The following projects are grouped together as they are funded from District Rates.
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 District-wide Purchase of new books and library resources In order to increase the level of service and continue with the upgrading of libraries within the District an 146 146 151 1,214 annual budget has been allocated for the purchase of new books and resources. District - Pensioner housing renewals On-going maintenance is required including replacing 45 46 42 256 stoves and hot water cylinders and replacement of carpet, reroofing, painting. Paeroa
New Paeroa Library - - 1,385 -
Paeroa-Karangahake Reserve upgrade Due to the increase in usage of this area as a result of
the cycleway and walkways, the existing facilities are under pressure. The Council, DOC and NZTA as well as - 517 - - community groups are working on a development plan for the area. This project includes two additional unisex toilets. Paeroa - Marshall Street toilets 40 - - - Internal painting, resurfacing of floor and plumbing renewals.
Paeroa War Memorial Hall – reseal floors 13 - - 20
Paeroa Pool - Heating, filtration and pump renewals - - 13 59
Paeroa – Cemetery Extension - - - 230
Plains
Plains - Orchard Road toilet partitions Replacement of formica partitions and minor renewals 20 7 - 4 consisting of signage, painting and plumbing.
Plains - Kaiaua toilets - - - 120 Replacement of existing boat ramp toilets with three unisex toilets. Ngatea War Memorial Hall upgrade programme General maintenance is required, along with the 25 - 10 68 replacement of tables and chairs and a repaint of the interior. Ngatea Pool - Repainting of swimming pool and - - 14 17 poolside buildings
Ngatea Pool - Heating, filtration and pump renewals 6 - - 17
Key Capital Works Projects 55
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Waihi
Complete Waihi Library 1,300 - - -
Morgan Park toilets - Replacement These toilets are reaching the end of their useful life. Council will install two unisex toilets on site and await - - - 136 the outcome of the Morgan Park Multi-Sports Complex proposal. If no longer required these toilets can then be relocated to another site requiring toilet replacements. Whiritoa Surf Club public toilets - replacement - 77 - - Replacement of these toilets with two unisex toilets and convert the existing toilets to changing rooms. Waihi Cemetery - roadways Resealing of internal roadways is required to maintain 70 - - -
the Cemetery. Memorial Hall upgrade programme General maintenance is required including replacement 40 - 22 23 of tables and chairs, resurfacing of floor, new carpets, and an exterior repaint.
Waihi Pool – Heat pump renewal and pool repaint 14 83
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Community Projects for Paeroa Ward
For further information on the Community Recreation and Facilities capital works programme see the Community Services Group of Activities on page 170.
The projects listed below are grouped together as they are funded from Paeroa Ward Rates.
Community Recreation
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Town entrance beautification The Council is moving to make the district look more inviting through the upgrading of town entranceways. 15 10 - - Planting and associated site works are to be developed at the Dell Reserve and on State Highway 2 at the northern end of Paeroa. Town Centre garden irrigation Installation of garden bed irrigation to avoid hand 15 - - - watering and to improve the flower displays.
Town Centre - rubbish bin renewals - - - 5
Domain - exercise equipment The community have requested that adult exercise equipment be provided on community reserves. An 24 - - - allocation has been put aside for exercise islands to be constructed in the Paeroa Domain. Domain - park lighting and furniture Replacement of furniture, internal park lighting, and 19 3 - 4 signage has been scheduled for the Paeroa domain. This is due to expected general wear and tear. Domain - electricity main upgrade The current supply is not large enough for present 8 - - - demand. Domain - upgrading of internal walkways/roads The internal walkways within the domain are to be 35 - - - resealed.
Domain - irrigation component renewals 8 - - 31
Domain - playground renewals Replacement of playground pieces that have reached 8 - - 53 the end of their useful life. Domain – Grandstand electrical Replacement of electrical components within the - - - 8 grandstand complex. Domain – Grandstand lighting Replacement of security and flood lighting on the 13 - - - grandstand. Domain – Grandstand water heating Replacement of gas water heating system for - - - 10 changing/shower rooms. Domain – Grandstand doors - - - 4 External door replacements x3. Domain – Grandstand showers - - - 13 Replacement of shower components. Domain – Grandstand painting - - - 24 External painting of Grandstand. Key Capital Works Projects 57
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Centennial Park - rubbish bin and park furniture 3 - - 6 replacement
Centennial Park - fencing renewals - - - 11
Centennial Park - turf works - - - 8 To improve the playing surface. Centennial Park - lighting - - - 12 Replacement of existing on-site park lighting. Centennial Park/Brennan Field - installation of new park furniture 11 - - - Increased patronage has resulted in a need for more picnic tables and seating. Centennial Park/Brennan Field - rugby league facilities A greatly increased fraternity of rugby league teams - - - 96 has heightened the need for more adequate facilities, including fields available for evening and night-time use. Walkway between Paeroa Town Centre and the Maritime Park 40 - - - Addition of a link from Railway Reserve to Maritime Park via the Paeroa to Thames cycleway. Primrose Hill Lighting renewal 20 - - - Replacement of existing lights. Primrose Hill car park renewals - - - 34 Resealing of car park areas. Puke Road Boat Ramp - 83 - - Resealing of car park and roading areas. Dell Reserve 12 - - - Resealing of existing roadways. Railway Reserve lighting Additional facilities necessary for security purposes, 11 - - as a response to anti-social behaviour. Railway Reserve park equipment Replacement of furniture, which is due to expected - 6 - 13 general wear and tear. Railway Reserve – Play equipment - - 21 24 Safety under surface replacement. Hutchinson Reserve - Concept Plan This reserve was gifted to the Council for the purpose of outdoor recreation and education. A concept plan is 10 - - - required to guide the Council on what the community would like to see developed on this site. Minor Recreation Reserves 4 - - 24 Park furniture, signage and fencing renewals. Main street promotional brackets 6 - - 19 Replacement due to expected general wear and tear.
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Roading
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Paeroa 15.6 71 77.5 268 New footpaths Paeroa 6.7 2.9 3.1 64.5 Footpath replacement
Key Capital Works Projects 59
Community Projects for Plains Ward
For further information on the Community Recreation and Facilities capital works programme see the ‘Community Services’ Group of Activities on page 170.
The projects listed below are grouped together as they are funded from Plains Ward Rates.
Community Recreation
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000
Hugh Hayward Domain Replacement of some internal doors, windows, floor coverings, paint finishing and bin components within 7 - - 46 the grandstand complex and replacement of security and flood lighting on the grandstand.
Hugh Hayward Domain Grandstand - parking - - - 76 Resurfacing of existing car parking area.
Hugh Hayward Domain - works Extension of drainage system to improve playing - 23 - 7 surface and replacement of park furniture and fencing.
Ngatea town entrance beautification - - 21 - Future upgrading of the two main entranceways. Ngatea Streetscape - display bed and furniture renewals 3 26 27 56 Progressive replacement of the raised brick beds and planted displays and street furniture renewals.
Dudding Reserve - 4 18 Replacement of park furniture, signage and shelter. Mangatarata Lay-by – Resealing and furniture Replacement of park furniture such as picnic tables 5 3 - 7 and bins.
Pipiroa boat ramp - 6 - - Car park resurfacing. Turua Jetty Due to on-going damage and vandalism to the Turua - 8 9 22 jetty it has been necessary to budget for the protection and repair of the pontoons.
Turua street furniture renewals, bins and seating - 2 - 12
Kerepehi Playground - renewals Replacement of playground pieces that have 3 5 - 24 reached the end of their useful life.
Minor Recreation Reserves - 6 - 7 Park furniture, signage and fencing renewals. Waitakaruru Domain – renewals, car park Fencing and entrance gate renewals. Grading and - - - 20 re-metalling of car park.
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Roading
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000
Plains - - - 39 New footpaths.
Plains 5 5 3.3 36.5 Footpath replacements.
Plains 53.5 53.5 53.5 374.5 Other works.
Key Capital Works Projects 61
Community Projects for Waihi Ward
For further information on the Community Recreation and Facilities capital works programme see the Community Services Group of Activities on page 170.
The projects listed below are grouped together as they are funded from Waihi Ward Rates.
Community Recreation
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Main Street streetscape - - 16 44 Street furniture and lighting renewals. Morgan Park - re-levelling of netball courts Due to expected general wear and tear and on- - - 48 107 going maintenance. Morgan Park - replacements Replacement of park furniture, signage, lighting and 2 - 3 34 fencing. Morgan Park – playground renewals Replacement of playground pieces that have - - 8 25 reached the end of their useful life. Cycleway 15 - - - Extension from railway station to town centre. Whiritoa Reserves – furniture and signage 3 3 - 8 Park furniture and signage renewals. Whiritoa Playground renewals Replacement of playground pieces that have - 6 - 43 reached the end of their useful life. Water tank at Whiritoa Surf Lifesaving Club Replacement of the existing tank that is located beside the Surf Club will provide additional water - 8 - - storage for the local fire service and the Surf Life Saving Club. Pump/Bore servicing is included in the budget. Minor Recreation Reserves 5 3 9 13 Park furniture, signage and fencing renewals. Victoria Playground - Renewals Replacement of playground pieces that have - 11 - 106 reached the end of their useful life. Victoria Park - furniture renewals Replacement of furniture pieces that have reached 5 - - 6 the end of their useful life.
Gilmour Park - walkway renewals and repairs - - 21 -
Gilmour Park – new walkway 22 - - - Concreting of new pathway section.
Gilmour Park – lighting and bin renewals - - - 30
Waikino Swing Bridge car park The Waikino Liaison Committee is working toward - 88 - - rebuilding the Waikino swing bridge. A car park is desired on the main road side of the bridge. Ohinemuri Walkway - Black Bridge 145 - - - A bridge will be built at the confluence of the 62 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Waitete Stream and Ohinemuri River to provide a walkway from Waihi to Waikino. This is as a result of community demand. Waitete Stream Walkway A capital grant will be made to Waihi District Walkway group to help them progress their - 10 - - walkway from Waihi township to Waikino. In time this will link to the Black Bridge. Main street promotional brackets The brackets that hold promotional banners will be 6 - - 19 replaced due to expected general wear and tear. Gilmour Park - junior playground A new fenced junior playground to be installed at 45 - - - Gilmour Park, aimed at children under seven years old. Victoria Park - new seating 5 - - - New park furniture to be installed. Events Centre
Floor resealing (triennially) - - 11 25
Men’s and women’s toilet and changing room flooring surface renewals, ceiling painting and - - - 24 ventilation renewals Re-carpeting of mezzanine - - - 11 Due to expected general wear and tear. Replacement of some existing kitchen - - - 3 appliances
External spouting renewal - - - 9
Lighting replacements in main hall, mezzanine - - - 21 and changing rooms
Replacement of main hall ventilation - - - 10
Replacement of front door - - - 7
Repainting of main hall interior - 26 - -
Roading
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Waihi 62 - - 218.6 New footpaths. Waihi 30.5 34 3.4 136 Footpath replacements
Key Capital Works Projects 63
Hauraki Rail Trail
Introduction The Hauraki Rail Trail is a joint project between the Hauraki, Matamata-Piako and Thames-Coromandel District Councils (the Councils), the Department of Conservation, the New Zealand Cycle Trail (Nga Haerenga), and the Ministry of Economic Development. The Council decided to include a summary of the Hauraki Rail Trail project in this Plan due to the level of public interest in this project and to encourage the community to think about the opportunities this project brings to this District both for users and those that provide services to the Hauraki Rail Trail.
How it all began In early 2004 an enthusiastic community group formed a Steering Committee to develop the concept of a rail trail that would follow the inoperative railway corridor from Waihi to Thames. Initial studies were undertaken on the feasibility of the project and potential returns, with funding assistance from Hauraki District Council.
In July 2009 the Central Government announced that seven ‘quick-start’ cycleways had been chosen as part of an initiative to use cycling to stimulate economic growth and development in rural communities. In 2010 Hauraki District’s Rail Trail was confirmed as one of the seven cycleways.
Management of the Hauraki Rail Trail project The Trail was originally project managed by Hauraki District Council but as it has progressed and expanded the management of the establishment of the Trail was undertaken by all three Councils.
A Joint Committee, consisting of the Mayors from each of the three Districts and three Iwi representatives, was established to make strategic decisions and appointments for the Trail.
The Hauraki Rail Trail Charitable Trust was established and met on 1 May, 2012 for the first time. The Trust is now responsible for the governance, maintenance and further development of the Rail Trail. The Trust is a Council Controlled Organisation and it consists of three Council appointed Trustees and three Iwi appointed Trustees. The Trust is responsible for the long-term management of the Trail.
Hauraki Rail Trail Route and Facilities Below is a map showing the route of the Hauraki Rail Trail. There are four key parts of the Hauraki Rail Trail: Thames to Paeroa - 33km Paeroa to Waihi - 22km Paeroa to Te Aroha - 21km Kaiaua to Thames - approximately 60km (the route of this section, as shown by the blue line on the map below, is proposed and is yet to be finalised).
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The Councils endeavoured to avoid using privately owned land for the Trail, however in some areas the Trail does cross rural land in private ownership. The three Councils have undertaken ongoing consultation with affected landowners adjacent to the Trail. They raised some concerns in relation to the establishment of the Trail and, where possible, the Councils have addressed or mitigated these concerns.
The Trail is suitable for cyclists with varying capabilities including parents with children. It is mostly flat with a smooth surface, and has been granted ‘grade one’ status which is the easiest of the five grades of rail trails in New Zealand.
Progress to date* Prior to beginning construction on the Trail the Councils needed to apply for leases, consents and approvals, design the Trail and infrastructure (i.e. bridges), consult with effected parties, plan for public toilets and other amenities that would be needed, prepare tender documents and appoint contractors.
Construction of the Trail commenced in June 2011 after an opening ceremony in the Karangahake Hall where Ngati Tamatera Kaumatua, Tewi Nicholls, performed the karakia and turned the first sod along with Hauraki District Mayor, John Tregidga, to mark the start of construction.
The following sections of the Trail have been completed and are open for cyclists to enjoy; the Paeroa to Te Aroha section, the Paeroa to Kopu section and the Paeroa to Waikino section. The final route between Waikino and Waihi is still being mapped out and consultation with Iwi and affected land owners is underway. The Kopu to Thames section is under construction and should be finished in July 2012.
The Thames to Kaiaua section of the Trail is still yet to be finalised.
*Please note that this progress update was where the development of the Hauraki Rail Trail was at as of 30 June, 2012.
Key Capital Works Projects 65
Future opportunities associated with the Hauraki Rail Trail There are significant future opportunities to bring social, economic, environmental and cultural benefits to users of the Trail and businesses associated with the Trail; these opportunities will not only benefit the three Districts, but the region as a whole.
By year five of the Hauraki Rail Trail project, it is expected that 45,000+ people will visit the Trail annually and spend between $7.0 and $10.5 million locally (these figures do not include the Kaiaua to Thames which is stage two). The increase in visitor numbers and visitor spending will have both direct and indirect effects on the local communities of Hauraki, Matamata-Piako and Thames-Coromandel Districts.
The local tourism and hospitality industries should greatly benefit from the increase in visitors. There is the potential for tourism operators to work with the Trust - running cycle tours, cycle and kayak hire, walking tours, accommodation and others not yet thought of. With greater visitor numbers there is an opportunity for more cafés and restaurants to be set up in the three Districts. It is also estimated that an additional 250 twin or double en-suite rooms are required across the three Districts to meet the accommodation demand created by the Trail.
Other local tourism ventures which complement the Trail, such as kayaking, paddle steamer rides from Te Aroha to Paeroa, fishing charters and train rides, can be established or current operations expanded.
The Hauraki Rail Trail Charitable Trust has appointed a Trail Manager (Principal Trail Operator) to manage the operation of the Trail. If businesses are interested in partnering their business activities with the Hauraki Rail Trail they should contact the Hauraki Rail Trail Charitable Trust, refer to the Hauraki Rail Trail website (www.haurakirailtrail.co.nz) for contact details.
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Introduction to Groups of Activities
Groups of Activities - what are they?
There are ten Groups of Activities in this Plan.
In accordance with Schedule 10, part 1, section 2 of the Local Government Act, 2002 a Long Term Plan must include the following Groups of Activities: water supply sewerage and the treatment and disposal of sewage stormwater drainage flood protection and control works the provision of roads and footpaths
and any other Group of Activities the Council believes should be included.
The Hauraki District Council has identified five additional Groups for inclusion in its 2012-22 Hauraki Long Term Plan. The Council has also altered the names of the legislatively required Groups for simplicity and to reflect the public’s understanding of these Groups, while still meeting the legislative requirements in accordance with Schedule 10 of the Act.
For some Groups of Activities the Council has chosen to focus on a single activity rather than breaking it down into its sub-activities. This was considered appropriate as the provision of these activities is seen by the public (and the Council) to be one activity. For example, the provision of water is of interest to the reader, rather than its separate components of water source, treatment, storage and distribution. These component parts are detailed in the accounting lines under the Water Supply activity.
Legislative Group of Also known as: Rationale for amendment Activities Water supply Water supply The Council has not changed the legislative name, however, throughout the text water supply is referred to as a single activity. The component parts of the activity are detailed in its accounting lines. Sewerage and the treatment Wastewater The Council has used the term ‘Wastewater’ and disposal of sewage to describe all references to the treatment and disposal of sewage since the year 2000, and the Council felt it was unnecessarily confusing to change the term again when the description Wastewater activity is all encompassing and simpler. Stormwater drainage Stormwater Removal of the word ‘drainage’ to avoid confusion for the Hauraki residents between the Stormwater and Land Drainage activities. The Land Drainage activity, which is so important and unique to just a small number of authorities including Hauraki District Council, is a separate activity to Stormwater. From the reader’s perspective there is only Introduction to Groups of Activities 67
Legislative Group of Also known as: Rationale for amendment Activities one primary activity in this Group of Activities and this is the provision of Stormwater. Flood protection and control Land Drainage and flood The addition of Land Drainage to the title for works protection and control works, or this activity reflects the Council’s view that alternatively Land Drainage. these two elements of rural drainage are integrated. Land drainage and flood protection and control both work towards achieving the same goals in terms of retaining the productive capability of the land, therefore these activities have been incorporated into one Group of Activities. The provision of roads and Roading The name has been simplified for improved footpaths readability and understanding. The Council has decided to refer to this activity as the Roading activity, as the term ‘Roading’ encompasses all roading and roading related activities such as footpaths, lighting, kerb and channel, street and road signs etc.
Additional Groups of Activities specific to Hauraki Rationale for addition District Council Governance and Leadership The need to highlight the significance of the Council’s Democracy, Iwi Liaison and Policy Development activities. Solid Waste An important infrastructural service activity that does not align with the legislatively defined Groups of Activities. Community Development Group of Activities incorporating Community Initiatives and Community Growth and their sub-activities, and is a necessary part of Council’s elective operations that focus on social and economic well-being. Community Services Group of Activities incorporating Community Facilities and Community Recreation and their sub-activities. In most cases there is either legislation or community expectation that Council will provide these activities. Regulatory Services Group of Activities incorporating Building Control Services, Resource Management Implementation and Animal Control are included as they demonstrate Council’s legislatively required regulatory roles.
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What is contained in each Group of Activities?
In each Group you will find a series of headings, some included at an activity level and some at the Group level. Below is a description of what is covered under each heading.
What is …………? A description of the Group of Activities.
Which activities are included in this Group? A list of the individual activities included within the Group.
What is the …… Group and why is Council involved? Provides a brief explanation of the logic and rationale behind why the activities are in this Group (from the Council’s service delivery perspective).
How does this Group promote sustainability? Details some of the activities Council undertakes that are of a sustainable nature and why.
Sustainability Tuner A visual representation of how the Council must take into consideration the balancing of the four aspects of community well-being when undertaking an activity or group of activities.
Collaborative Projects This section provides a brief description of the projects and initiatives that are being worked on jointly with other agencies or organisations.
Current Levels of Service and how Council measures them This details the current levels of service provided by the Council to users of the service, along with the means the Council uses to measure its achievements, and how they contribute to the Community Outcomes. The main Outcome being addressed is identified using the appropriate icon.
Possible impacts on Levels of Service Possible changes to the agreed levels of service are identified and described along with the reason such changes may be considered by the Council.
Relevant Current Policies, Plans and Strategies This section lists the different policies that the department is responsible for considering or implementing in providing the activity, as well as the plans and strategies that are written and maintained by the staff within the activity.
Demand Management This section outlines how the Council has planned to cater for the potential growth/decline in demand for a service. *Note: This does not apply to all activities.
Introduction to Groups of Activities 69
External issues that affect the …. Activity/Group This is a brief description of any known issues, affecting more than one activity of the Council. It also describes the possible development of strategies that could affect the delivery of services within the Group.
Key legislative drivers Lists the key legislation relevant to the Group of Activities.
What are the significant positive and negative effects? A table describing the positive and negative effects the activities within the Group may have on one or more aspect of community well-being (social, economic, environmental and cultural).
Effect on well-being General overview of the impact the activity has on the four aspects of community well-being.
Future Directions This section outlines any strategic initiatives, plans or actions the Council is aware of that may occur within the life of this Plan. Council does not have sufficient knowledge or information to include a budget for these in the current 2012-22 Hauraki Long Term Plan.
Programmed actions for 2012-22 This section provides details of future planning for the activity for the life of this Plan with a focus on the next three years. Where appropriate, brief descriptions are provided of the major and/or significant capital works, including a table showing the costs of those capital works programmes.
By doing all of the projects provided in the following sections we will be in a position to maintain our current levels of service throughout the 10 year life of this Plan. The Council will not only monitor and report to Council based on the performance measures you see, but also on the progress of the capital programmes. The Council will also report back to the public on capital works programmes through each year’s Annual Report. This section will give you a good indication of the works the Council thinks are required, while still being financially prudent.
What are the costs of operating this Activity Group? Provides a financial summary, by activity, of: The operating costs of those activities over the 10 year life of this Plan listed by sub activity. A summary of the operating revenue. A summary of how any operating deficit (expenses less income) will be met. Cost of capital works by driver. Capital expenditure does not apply to all activities as some activities do not undertake capital works. Loan costs. How capital works will be funded.
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Governance and Leadership
What is Governance and Leadership?
The purpose of Local Government as defined in the Local Government Act, 2002 is to: Enable democratic local decision making and action by and on behalf of communities. Promote the social, economic, environmental and cultural well-being of communities, in the present and for the future.
It is the Council’s mission to: provide quality services and facilities foster open-minded and two-way communication with the community actively advocate on behalf of the community ensure the sustainable use and management of resources
…for the benefit of all who live in, work in and visit the Hauraki District.
What activities are included in the Governance and Leadership Group?
Democracy Iwi Liaison Policy Development - Strategic Planning - Resource Management Policy Development
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What is the Governance and Leadership Group and why is the Council involved?
The activities undertaken in the Governance and Leadership group collectively enable the Council to meet legislative and stewardship responsibilities in order to: Establish the District’s strategic direction based on the community’s needs as set out in this document - the 2012-22 Hauraki Long Term Plan. Deliver the Hauraki Long Term Plan, the Annual Plan, the District Plan and the Annual Report. Determine the services and activities to be undertaken by Council. Consult with the community and Iwi on all significant issues. Determine local policy and legislation in the best interests of the Hauraki Community. Determine strategies and approaches. Administer various statutes and regulations. Ensure the integrity of management control systems. Safeguard public interest. Report to ratepayers and residents. Work with local Maori and encourage them to participate in local decision making processes.
Democracy The primary rationale for Governance of the Hauraki District arises from the local election process, in which communities elect members to represent them on the Council and to make decisions on their behalf. The Council has a responsibility to provide leadership and stewardship for the community as a whole and to involve it in decision making processes and long-term strategic planning.
Iwi Liaison The primary rationale of Iwi Liaison is to facilitate input from the Maori community into democratic and community decision making processes and to acknowledge Council’s responsibilities under various legislation to consult and work with Maori.
Policy Development The primary role is to establish strategic direction in all policy, by-law and planning matters.
The key strategic documents include the Hauraki Long Term Plan, the Annual Plan, the Annual Report and the District Plan.
Council takes into account the Community Outcomes when considering all policy, strategy and plan development and implementation.
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How does the Governance and Leadership Group promote sustainability?
The Council’s focus, when making decisions, is to take a sustainable management/development approach that aims to Did you know? enhance the social, economic, environmental and cultural well- being of the community and to ensure the reasonably foreseeable needs of future generations are taken into Karangahake Gorge Zone consideration. In summary this activity helps the Council to act sustainably by: The Karangahake Gorge Zone in the Proposed District Plan (and Karangahake Gorge Scenic Corridor Policy Area as All activities identified in the Operative District Plan) assists in protecting an ecological corridor Enabling the community to have its say in decisions that will between the Coromandel and Kaimai- affect the future of the District. Mamaku Forest Parks. Taking into consideration the effect these activities have on the social, economic, environmental and cultural well-being of This corridor acts as a movement path for flora and fauna between the two the community. Conservation Parks and protects the outstanding natural features, landscape Governance and amenity values of the Karangahake Gorge. Identification of this corridor assists Providing democracy and leadership in order to ensure in protecting the flora and fauna within it prudent management for the future of the Hauraki District and for future generations. ensuring that social, economic, environmental and cultural well-being are taken into account during decision making The Karangahake Gorge has been identified as an outstanding natural feature processes. and landscape, due to the combination of the Ohinemuri River, the steep volcanic Iwi Liaison rock cliffs, the vegetation and the historic associations with the gold mining area. Developing collaboration between local Maori and the Council and encouraging Maori to actively participate in Through the District Plan, the Council also Council decision making processes to further enhance protects a number of other outstanding cultural and social well-being. natural features within the District, including the Whiritoa Blowhole, Owharoa Falls and Mt Karangahake, along with Strategic Planning classified Ramsar sites such as the peat dome on the Hauraki Plains. Providing strategic advice, analysis and forecasting to ensure the Council is taking social, economic, environmental and cultural well-being into account during decision making processes.
RMA Policy Provisions in the District Plan that reflect the sustainable approaches of the Resource Management Act, 1991 including: - Having particular regard to the ethic of stewardship (kaitiakitanga) and intrinsic values of ecosystems. - Ensuring consideration of natural hazards and developing risk management methodologies. - Protecting the natural character of the coastal environment, wetlands, lakes, rivers and their margins. - Protecting outstanding natural features and landscapes. - Protecting areas of significant indigenous vegetation and significant habitats of indigenous fauna. - Protecting historic heritage. - Encouraging and providing for all stakeholders (the public) to have a say in the development of the District Plan. - Providing appropriate development controls.
while at the same time ensuring that the community can pursue and address its economic, social and cultural well-beings.
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Relevant Current Policies, Plans and Strategies
Type of Plan Description and Objective
Operative District Plan and The District Plan provides a framework for the sustainable management of Proposed District Plan the environment and assists the Council to carry out its functions in order to achieve the purpose of the Resource Management Act, 1991. The current Operative Plan was adopted in 1997. A review of the Operative District Plan was commenced in 2007. Decisions on the Proposed District Plan are now expected to be released 2012.
Hauraki Long Term Plan This plan sets out the strategic direction for the Council, the community and other stakeholders and is reviewed every three years although it looks at a 10 year period. It details the Community Outcomes to be progressed over that period and describes the levels of service Council will be delivering with its works and services, and how these services will be maintained, developed and funded. The 2012-22 Hauraki Long Term Plan is the first Long Term Plan to be developed since the implementation of the transparency and financial management changes to the Local Government Act, 2002.
Annual Plan The Annual Plan sets out the budgeted costs of the programmes and activities intended to be carried out by the Council during each year along with the source of funding. The Annual Plan is produced in alternative years to the Hauraki Long Term Plan and is based on the projections contained in the Hauraki Long Term Plan for that year.
Annual Report The Annual Report assesses the Council’s performance against its Community Outcomes, policies, objectives, activities, performance targets, indicative costs and sources of funds as specified in its Annual Plan or Hauraki Long Term Plan for that year.
Asset Management Plans All of the Council’s physical assets that enable the Council to provide services have an Asset Management Plan that forms the basis for the long term planning of the maintenance, renewal and replacement of the asset over its lifetime. These plans are reviewed in detail every three years to ensure that demand and changing circumstances are taken into account for future decision making in relation to the asset.
Development Contributions This policy makes provision for the Council to collect contributions for Policy development deemed to cause increased demand on Council infrastructure and community facilities. Payment of development contributions by those causing the demand is considered a fair and equitable way of dealing with the requirement for infrastructure and facilities of increased capacity.
External issues that affect the Governance and Leadership Group
Elections The next Local Government election is in 2013. Although the 2012-22 Hauraki Long Term Plan sets the strategic goals for the Hauraki District Council, this may be altered depending on changes in elected membership and the new Council’s view on matters contained within the Plan.
A number of legislative initiatives were being considered by the previous Government and are expected to be carried forward into legislation in due course. Examples include liquor policy, Building Act changes, Resource Management Act changes and a review of constitutional matters.
Every six years the Council has to review its representation via a Representation Review and a Voting Review. This was last carried out in 2006 and is next due to be carried out in 2012.
This review includes: The number of elected members and structure of the Council. How they are elected i.e. Wards or at large. The principles of effectiveness and fairness apply regarding the basis or origin of the resulting representation. It must involve consultation with community and notification of its recommended proposal. 74 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
The Council decision can be appealed to the Local Government Commission whose final determination is binding.
Every six years, the Council also has to consider its Maori representation. This review was undertaken during the period December – February, 2012. The Council resolved that it would not establish a Maori Ward in the Hauraki District. There was no valid demand for a poll on this decision at the time.
Key legislative drivers
Local Government Act, 2002 Local Electoral Act, 2001 Resource Management Act, 1991 Local Government Official Information and Meetings Act, 1987
What are the significant positive and negative effects?
The table below identifies the positive and negative effects associated with the activities that form the Governance and Leadership group. Where possible the Council is already addressing the negative effects associated with the provision of services, however some mitigation is costly and therefore may not be a viable option for the Council. The column showing how the Council remedies the negative effects includes the current methods that the Council is using and does not list all of the options available to the Council.
How do we remedy these Activity Positive Negative negative effects? Opportunity for partnerships with Particularly strong and Knowledge and the community to progress proactive voices and awareness by Councillors initiatives. specific interest groups and staff of issues relating Undertaking of business in an can potentially have to proactive voices. open and transparent manner. considerable influence Ensuring out of town Long term certainty and over the democratic ratepayers have the same consistency, the needs of future decision making process. opportunity to have their generations considered. Expectation that Council say as those living in the Democratic decision process will have the same District. with transparent community priority for all Community consultation. Outcomes initiatives. Having local advocacy at a Balancing the needs and national level when advocating wants of the community or representing on national including residents policy; wider participation and versus out of District representation. ratepayers. Implementation of Community Additional obligations and Outcomes. responsibilities can be placed on Councils by legislation and this may or may not allow for any All Governance and Leadership Activities Activities and Leadership All Governance additional costs to be met. Current community views Changes in elected Record keeping of reflected through elected members has the decisions made, with the representatives. potential to change ability to make reference All members of the community adopted strategic to the recorded decisions have the right to have their say. direction. when needed. Consistency for the three year
Democracy Democracy term and longer. Governance and Leadership 75
How do we remedy these Activity Positive Negative negative effects? Strengthening of capacity of Communication with all of Attempting to keep in Maori to take part in local the appropriate groups touch with all appropriate government and its decision can be difficult for Iwi. making processes. Council. Education of the Policy can be seen to be community about advantageous for Maori Council’s responsibilities. Iwi Liaison and disadvantageous for other ethnicities. Service delivery contained in an Some policy decisions Prudent timekeeping. adopted policy framework. take time to consult on Ensuring good The necessary policies, and therefore may take consultation methods are strategies, by-laws and other some months (or even adopted when considering tools are in place for the Council years) to develop. policy matters, equal to meet its responsibilities to the Policy can sometimes be opportunities for making Government and the community. of advantage to some submissions are Policy framework provided individuals or groups at available, and information through the District Plan to the expense of others. is provided. provide for growth and The time and cost of Considering all relevant development in the Hauraki carrying out changes to options available to the District, while ensuring individual the District Plan. Council in relation to proposals are appropriately policy objectives and well- Policy Development Policy Development assessed to ensure their beings. negative environmental effects can be avoided, remedied or mitigated.
Effect on well-being
The Governance and Leadership Group aims to provide opportunities to contribute to all aspects of community well-being, through ensuring open participation processes, collaborating with other agencies to work towards achieving shared goals, developing policy that is in the best interests of the Hauraki Community as a whole, and advocating for and on behalf of the Hauraki Community.
What are the costs of operating Governance and Leadership?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 1,434 Democracy 1,701 1,798 1,841 1,874 1,962 1,961 2,017 2,192 2,148 2,212 53 Iwi Liaison 50 51 53 54 56 58 60 62 64 66 908 Policy Development 904 861 977 857 882 1,067 932 958 1,165 1,018 2,395 2,655 2,710 2,871 2,785 2,900 3,086 3,009 3,212 3,377 3,296
OPERATING REVENUE 1 Fees and Charges ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted Rates ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,184 General Rates 2,310 2,376 2,612 2,615 2,897 3,225 3,399 3,741 4,000 4,232 2,185 2,310 2,376 2,612 2,615 2,897 3,225 3,399 3,741 4,000 4,232
(210) OPERATING SURPLUS/(DEFICIT) (345) (334) (259) (170) (3) 139 390 529 623 936
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Funding Impact Statement for Governance and Leadership
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 SOURCES OF OPERATING FUNDING General rates, uniform annual general charges, 2,184 rate penalties 2,310 2,376 2,612 2,615 2,897 3,225 3,399 3,741 4,000 4,232 Targeted rates (other than a targeted rate for ‐ water supply) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Subsidies and grants for operating purposes ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ Fees, charges, and targeted rates for water supply ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal charges and overheads recovered ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Local Authorities fuel tax, fines, infringement 1 fees, and other receipts ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,185 Total Operating Funding (A) 2,310 2,376 2,612 2,615 2,897 3,225 3,399 3,741 4,000 4,232
APPLICATIONS OF OPERATING FUNDING 1,355 Payments to staff and suppliers 1,064 1,080 1,178 1,049 1,127 1,245 1,138 1,287 1,382 1,251 ‐ Finance Costs ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,040 Internal charges and overheads applied 1,591 1,630 1,693 1,736 1,773 1,841 1,871 1,925 1,995 2,045 ‐ Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,395 Total Applications of Operating Funding (B) 2,655 2,710 2,871 2,785 2,900 3,086 3,009 3,212 3,377 3,296
(210) SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) (345) (334) (259) (170) (3) 139 390 529 623 936
SOURCES OF CAPITAL FUNDING ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase (decrease) in debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Sources of Capital Funding (C) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
APPLICATIONS OF CAPITAL FUNDING Capital Expenditure ‐ ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to improve the level of service ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to replace existing assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (211) Increase (decrease) in reserves (345) (334) (259) (170) (3) 139 390 529 623 936 ‐ Increase (decrease) of investments ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (211) Total Applications of Capital Funding (D) (345) (334) (259) (170) (3) 139 390 529 623 936
211 SURPLUS (DEFICIT) OF CAPITAL FUNDING (C ‐ D) 345 334 259 170 3 (139) (390) (529) (623) (936)
1 FUNDING BALANCE ((A ‐ B) + (C ‐ D)) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reconciliation of Cost of Service Statement to Funding Impact Statement
(210) OPERATING SURPLUS/(DEFICIT) (345) (334) (259) (170) (3) 139 390 529 623 936
‐ Depreciation ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
(210) SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) (345) (334) (259) (170) (3) 139 390 529 623 936
The funding impact statement is required under the Local Government Act 2002 Schedule and conforms to clause 5 of the Local Government (Financial Reporting) Regulations 2011. They cover the 10-year period from 2012/2013 to 2021/2022 and outline the Council’s sources of funding and its Plan to apply them. Generally accepted accounting practice does not apply to the preparation of the funding impact statements as stated in section 111(2) of the Local Government Act. The key divergences from generally accepted accounting practice are the non inclusion of depreciation and the inclusion of internal charges.
Governance and Leadership 77
Democracy
Meet your Mayor and Councillors
Mayor Mr John Tregidga, J.P. MNZM (07) 862 8956
Iwi Liaison Portfolio
Waihi Ward Councillors Plains Ward Councillors Paeroa Ward Councillors and their Portfolios and their Portfolios and their Portfolios
Mrs Gill Leonard, Mrs Julie Bubb, Mr Sel Baker, J.P., J.P., Chairperson J.P., Chairperson Chairperson (07) 867 7535 (07) 862 7188 (07) 863 8683 Social Community Water Development Recreation and Youth Facilities
Mr Harry Shepherd Mr Greg Harris (07) 863 7589 Mr Paul Milner (027) 4851 072 (07) 862 7759
Community Wastewater Recreation and Policy Roading Facilities
Mrs Mary Carmine (07) 863 8740 Mr Bruce Gordon Mr Toby Adams Deputy Mayor (07) 862 6993 Policy – RMA (07) 867 7436 and Regulatory Economic Heritage, Arts Finance Development and Culture
Mr Max McLean Mr Don Challis, J.P. (07) 863 5151 Mr James Thorp (07) 867 7097 (07) 862 7782
Civil Defence Drainage/ Sport and Solid Waste Stormwater Recreation
Mr Ashley Tubman J.P. (07) 863 8681
Property
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What is the Democracy activity?
Local Government in New Zealand is empowered by the Government through the Local Government Act, 2002 and other legislation, and operated through a local democratic system. Democracy for Hauraki District is defined as the governance of the Hauraki District by the District’s residents through their elected representatives. Democratic representation is currently considered to be the most appropriate way for the community’s voice to be heard. The Local Government Act, 2002 and the Local Electoral Act, 2001, determine the processes that ensure each community is fairly represented.
For the Hauraki District, the Hauraki community has elected 14 representatives from across Paeroa, the Hauraki Plains and Waihi Wards to: Provide representative and accountable governance and leadership to the community. Assess community related issues which affect the Hauraki District and make informed decisions on behalf of residents, ratepayers and stakeholders.
How does the Council deliver this activity?
Mayor and Councillors (Elected Members) The Mayor and Councillors are elected every three years. The Council provides governance, leadership and direction in community management through consultation, decision making, advocacy, facilitation and monitoring. Key documents which the Council and its community are guided by are the Hauraki Long Term Plan, the Annual Plan, the Annual Report and the District Plan.
The Council exercises its responsibilities under the Local Government Act, 2002 and approximately 100 other Acts and associated regulations. See Appendix 4 for a list of the key legislation.
Section 14 of the Local Government Act, 2002 defines the principles that Council must act in accordance with. A summary of these principles are that Council should: Conduct all its business in an open and transparent manner. Deliver its services effectively. Make itself aware of and have regard to community views. Have regard for future generations. Ensure prudent stewardship of resources for the benefit of the District. When making decisions, take account of: - The diversity of its community’s interests, - The interests of the communities in the future, and - The effect of its decisions on community well-being.
The Council should also: Work with other councils and groups to ensure collaborative objectives are achieved. Operate any commercial operation with sound business practices. Manage resources on behalf of the community and use them effectively. Provide opportunity for Maori to take part in decision making processes.
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The Council, in taking a sustainable approach, should take into account: The social, economic and cultural well-being of the people and the community. The maintenance and enhancement of the environment. The reasonably foreseeable needs of future generations.
The Council is required by the Local Government Act, 2002 to actively progress the achievement of Community Outcomes. These Outcomes currently guide the Council’s decision making on a day-to-day basis and give the Council the mandate to be involved with a number of activities outside of its core function.
The Council is required to prepare a Local Governance Statement which explains more fully its role, how it operates and other information on its local authority responsibilities. This Local Governance Statement is fully reviewed after each election and is available on the Council’s website www.hauraki-dc.govt.nz.
Triennial surveys are conducted to assess the effectiveness of Council services, and these help to ensure the Council is robustly and statistically aware of the community perspective. The next full triennial survey is due in 2013.
Council Structure Councillors are elected from three wards as follows: Waihi Ward: 5 Councillors Paeroa Ward: 4 Councillors Plains Ward: 4 Councillors
The Mayor is elected from the District at large.
In November 2010, the Kaiaua coast of the former Franklin District Council was incorporated into the Hauraki District Council as a result of the Auckland Governance legislation. The Kaiaua coast is now part of the Plains Ward. Under the Council’s representation formula at the time, there was no effect on the number of Councillors to be elected from that Ward.
Meetings and Committees The Council meets on the last Wednesday and the third to last Wednesday of each month at the Paeroa Council Office, commencing at 9:00am. Extraordinary meetings are scheduled as required. The Council has seven Standing Committees: Paeroa Ward Committee Waihi Ward Committee Plains Ward Committee Hearings Committee District Plan Committee Consultative Water and Waste Committee Mana Whenua Forum
The Council reviews the committee structures after each triennial election. The last review of committee structures was in 2010. The next review will be in 2013.
The Council also has a number of small committees that meet as and when required to deal with specific matters such as Audit and the Quarry. 80 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Council Controlled Organisations A Council Controlled Organisation is an organisation where one or more local authorities control 50% or more of the voting rights or have the right to appoint 50% or more of the directors.
Council is involved in five Council Controlled Organisations of which further detail is provided on page 253 of the ‘Statutory Reporting’ section.
Council Organisations A Council Organisation is an organisation where the Council has an appointee; it also requires the appointee to formally have one vote.
The Council appoints representatives to a large number of community organisations and each representative has a responsibility to monitor performance of that organisation and report to the Council. This requirement was introduced through the Local Government Act, 2002. These are included in the Elected Member Appointments to Organisations section in Appendix 1.
Representation Elected members are appointed to a number of different forums, committees, groups and organisations in order to represent Council. The advantage of this is that it allows Councillors to get a better understanding of the views of their constituents (community) and pass on the wider community view when necessary.
Currently, the Council is represented on the following groups amongst others: Creative NZ Regional Land Transport Committee Hauraki Coromandel Development Group Regional Passenger Transport Committee Regional Council Waihou Valley Scheme and Piako River Scheme Liaison Committee Destination Coromandel Hauraki Gulf Forum Joint Golden Cross Mine Closure Committee (with Waikato Regional Council) Waikato Civil Defence and Emergency Management Group Thames Valley Combined Civil Defence Emergency Management Committee Go Waihi Positive Paeroa Positively Promoting the Plains Waihi Community Consultative Group (Council) Waihi Community Consultative Group (Waihi Ward) Waikato Primary Health Organisation Better Futures Hauraki
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More information on the Councillors and their responsibilities can be found in the Council’s Local Governance Statement which can be viewed at www.hauraki-dc.govt.nz. There is also additional information about Councillors, committees of Council, Council Agendas and Council Minutes on the website.
Sustainability Tuner for Democracy
Democracy Well-being Dimension What does this mean? Scale Economic Environmental Social Cultural The Democracy activity has predominantly positive effects on the four aspects of community well-being. Democracy 5 affects social well-being by giving people the opportunity to 4 get involved in decision making. Democracy also 3 encourages growth, sharing of cultural values and the 2 sustainable use of our resources. This activity does have 1 minor negative effects on environmental, social and 0 cultural well-being because at times the decisions made by -1 the Council may result in some negative effects, while -2 being made for the greater community benefit. -3 -4 For a further explanation of the criteria and how to use the -5 sustainability tuner please see Appendix 7.
Collaborative projects
Communication A core approach of working collaboratively to enhance the District is through working and communicating with local residents and ratepayers. The Council places great emphasis on communication with residents and ratepayers. The Council knows that providing information to the community is important, and the feedback received assists in determining the delivery of services to the community.
The Council has a number of mechanisms whereby residents and ratepayers can either receive or provide information to/from Council. These consist of: rates newsletters, the Council website www.hauraki-dc.govt.nz, the weekly HDC news page in the Hauraki Herald newspaper, the monthly page in the Waihi Leader newspaper known as Waihi Ward Reflections page, an email address [email protected] where issues can be emailed, call centres which can be contacted on 0800 734 834 (from with the District) or 07 862 8609, area offices/libraries which can be called into, surveys such as the triennial survey through which feedback can be provided, and special consultative procedures which provide specific opportunities for feedback.
Please take advantage of any of the feedback mechanisms to make your thoughts/suggestions known to the Council. The Council does value feedback as it assists in the understanding of the community’s needs and aspirations.
Local Government New Zealand Local Government New Zealand is an organisation that represents the national voice of local government with the intention of ensuring effective local governance throughout New Zealand. Local Government New Zealand advocates on behalf of local authorities, and promotes and encourages best practice approaches.
Quarterly meetings are held within regions to: provide networking opportunities between councils, to share best practice approaches, to provide opportunity for working forums to be established on a geographic basis, and to provide direct two-way communication opportunities between local authorities and Local Government New Zealand.
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Waikato Region Triennial Agreement After each Council election cycle all councils in the Waikato Region must enter into an agreement (the Triennial Agreement) containing the protocols for communication and co- ordination between them for the next three years.
In particular all the councils must include a statement identifying the process for consultation on proposals for new Regional Council activities.
Hauraki Gulf Forum The Hauraki Gulf Forum was established under the Hauraki Gulf Marine Park Act, 2000 to promote and facilitate the integrated and coordinated management of the Gulf’s environmental, cultural, economic and recreational resources.
The Forum involves representatives from Hauraki District Council and neighbouring Councils, including the Auckland Council, who meet on a quarterly basis to discuss issues affecting the sustainable management of the Gulf. Recently the forum released the 2011 State of the Environment Report (SOE) for the Hauraki Gulf and in 2012 Hauraki District Council will be one of the agencies reporting back to the forum on the environmental goals, strategies and implementation programmes addressing some of the strategic issues identified in the SOE report.
Regional Policy Statement - joint response Under the Resource Management Act, 1991, the Waikato Regional Council must prepare a Regional Policy Statement every 10 years. This is the primary resource management policy document for implementation of the Act within the Waikato Region. District Councils must amend their District Plans to ‘give effect’ to the relevant Regional Policy Statement provisions.
The Waikato Regional Council has published a Proposed Regional Policy Statement. The process has now reached the stage where submissions and further submissions to the Proposed Plan have closed and the Hearing of submissions has taken place. Decisions are expected to be released in the fourth quarter of the 2012 calendar year.
Once the decisions have been made and are released submitters then have the ability to undertake Appeals to the Environment Court.
While the Regional Policy Statement process takes place over an extended period of time, it is one of the most influential resource management planning documents for the Hauraki District, other than the Resource Management Act itself. This is due to the fact that the Council must ensure that its District Plan gives effect to the Regional Plan. Consequently, regardless of the Councils view on any resource management matter, its own District Plan must be amended to implement specific provisions of the Operative Regional Policy Statement.
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Levels of Service and how the Council will measure them
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement
The Council will conduct all its business in an open and transparent manner.
Measure: Council meetings and Upheld One upheld Maintain no complaints that associated business are complaints (2010/11) are upheld by the ombudsman. conducted in accordance received with appropriate legislation.
Measure: Agendas for meetings (other than extraordinary Council All agendas are publicly 100% meetings) of Council and its secretary’s available two clear working (2010/11) committees are publicly checklist days before each meeting. available at least two days prior to the meeting date.
When making decisions the Council will consider community views.
Measure: All matters for the Council’s consideration are evaluated All decisions considered for their significance and, if significant are noted as 100% significant, the Decision Council minutes discussed accordingly in (2010/11) Making Matrix and Council minutes, with Significance Policy is associated evidence supplied. applied and discussed in a report to Council.
Elected members will provide governance and leadership for the Hauraki District Council
community.
Measure: Percentage of customers Customer 2012/13: 75% satisfaction that have confidence in satisfaction New 2013-22: To be advised** Council decision making by survey elected members.
** Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan.
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Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan, considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of Local Government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Level of Service Possible impacts on Levels of Service
The Council will conduct all its Electoral System - Triennial elections occur every three years with the business in an open and transparent next election scheduled for October, 2013. Elections may cause a manner change in the elected membership and this provides for the potential of a change in direction or emphasis from that determined by the previous elected Council. This in turn could require a proposed change to the levels of service provided by Council.
When making decisions the Council Climate change and sustainability are key issues which have been will take account of community views developing over the last decade. Increasingly, councils are being encouraged by Central Government to act in a sustainable manner and nationally driven mandatory policies may be developed. Social issues are an increasingly important matter for the Council as it has identified that there is a clear mandate from the community to improve the integrated provision of quality health and social services within the Hauraki District. The community supports the Council’s involvement as an advocate and partner on these issues. In the future it is likely there will be additional changes to policies, for example in relation to liquor, gambling and the sale of spray cans. This will have an effect on the Council and its activities, most likely by increasing Council’s responsibilities on a regulatory basis. By using Ward Committees, the Council encourages consultation and exchange of views at a local community level that allows the development (within the wider Council policy framework) of local approaches and priorities.
Elected members will provide There are a number of potential changes that can be made to the way in governance and leadership for the which the elected members govern the Hauraki District. Many of these Hauraki community potential changes come about through legislation and others come about through community involvement. The following are some changes that could potentially happen during the 10 year life of this Plan: - Electoral System Review 2011 - Prior to each triennial election, the Council must decide which electoral system to use. As at the writing of this Plan, the Council had resolved to continue with the First Past the Post (FPP) system and no appeals to this decision had been made. - Maori Representation - Every six years the Council must review the addition of a Maori seat for election purposes, to decide if it is appropriate for Hauraki. In 2011 the Council resolved not create a Maori electoral seat. The next review will be in 2017. Irrespective of the timing of the Council review, valid community initiated polls can be demanded. - Representation Arrangements - Every six years the Council must review the structure of its representation. In 2006 the Council conducted a review and resolved to retain the present arrangements. The next review is scheduled for 2012. The community has the right to appeal the Council’s decision following a review. Council will be undertaking a user satisfaction survey in 2012/13 to establish base lines for user satisfaction with the provision of Council services. It is possible that the user satisfaction targets set in this Plan will need to change as a result of the survey. The method for the programmed survey is similar to previous surveys; however it will now target users of services rather than all residents and ratepayers. The estimated targets in this Plan have been predominantly based on external survey techniques used for similar sized Councils and the Council is unsure at this stage how appropriate these estimated targets are to Hauraki District.
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Future directions
Community Well-being In recent years the Council has expanded its involvement with social service agencies, primarily in a facilitation and coordination role. This involvement arose directly as a result of the community wishes expressed through the Community Outcomes identification process in 2006, and has been continued in the new Community Outcomes.
The Council expects to continue to maintain an interest in and be involved in the coordination of social service agencies working towards the promotion of Community Outcomes.
In most cases the Council is not a service provider, but works in a supporting role for other agencies, with the aim of improving community well-being. To date this has been predominantly by raising awareness through education campaigns aiming to reduce the harm that domestic violence, gambling and excessive liquor consumption can cause. If other initiatives develop these will need to be considered based on the extent of the need at the time.
Elections The next election cycle for local government is in 2013. Although the 2012-22 Hauraki Long Term Plan sets the strategic goals for the District, there may be some alterations driven by changes in elected membership that may impact on some Council activities and programmes.
Proposals for joining and amalgamating local government From time to time Central Government considers the structure and makeup of local and regional government and develops proposals for consultation on possible changes. At present the Minister of Local Government has formed a working party to consider the structure of local government but it is unclear when this working party will report back.
Local Government Funding Agency Alongside the 2012-22 Hauraki Long Term Plan consultation, a separate consultation process took place on the Council’s proposal to take part in the New Zealand Local Government Funding Agency (LGFA). This Agency was established by a group of local authorities and Central Government to enable local authorities to borrow at lower interest margins than would otherwise be available.
All local authorities are able to borrow from the LGFA, but different benefits will apply depending on the level of participation. Some local authorities, with much lower levels of borrowing, may choose not to become a guaranteeing local authority and consequently will only be able to borrow a limited amount and will also to pay higher funding costs than guaranteeing authorities.
Hauraki District Council will participate in the LGFA Scheme as an Establishment Shareholding Local Authority and this will enable it to borrow at lower interest margins.
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What is the cost of operating the Democracy activity?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 1,434 Democracy 1,701 1,798 1,841 1,874 1,962 1,961 2,017 2,192 2,148 2,212 1,434 1,701 1,798 1,841 1,874 1,962 1,961 2,017 2,192 2,148 2,212
OPERATING REVENUE ‐ Fees and Charges ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted Rates ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,460 General Rates 1,480 1,576 1,675 1,760 1,960 2,049 2,279 2,553 2,544 2,840 1,460 1,480 1,576 1,675 1,760 1,960 2,049 2,279 2,553 2,544 2,840
26 OPERATING SURPLUS/(DEFICIT) (221) (222) (166) (114) (2) 88 262 361 396 628
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Iwi Liaison
What is the Iwi Liaison activity?
The Council, through the implementation of the Local Government Act, 2002, recognises Maori as an important group within the community and places a specific emphasis on: Providing opportunities for Maori to be involved in decision making processes. Developing policies for consulting with Maori. Fostering capacity building for Maori to take part in local government processes. Acknowledging the relationship of Tangata Whenua with the natural environment. Recognising the special status of Tangata Whenua (as opposed to Maori in general) and taking into account the Treaty of Waitangi in resource management decision making processes.
How does the Council deliver this activity?
The Council acknowledges its responsibility to: have ongoing consultation with Tangata Whenua/Mana Whenua consider options for capacity building of Tangata Whenua to better enable their participation in decision making processes.
The Council has appointed a staff member who has responsibility for Maori Liaison, and in particular facilitating improved communication and understanding between Council, staff and Maori by: Ensuring compliance with legislative requirements as they apply to Maori involvement in local government processes. Focusing on relationship building and on-going dialogue with the development of a Mana Whenua Forum, with representatives from the Council and all the Iwi that hold Mana Whenua Status in the District. Focusing on relationship building and the development of Memoranda of Partnerships between the Council and Iwi groups that have Tangata Whenua status in the Hauraki District. Providing advice to the Council on Maori issues and perspectives.
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Collaborative projects
Relationship document with Iwi For a number of years the Council has endeavoured to develop its relationship with Hauraki Iwi both as good practice and to meet its statutory obligations under the Local Government Act, 2002 and other relevant legislation.
Iwi groups and the Council have been working towards the development of a Mana Whenua Forum, so that representatives of all Iwi Governance bodies/runanga having Mana Whenua status in the Hauraki District and the Council can meet to discuss issues of common interest and concern.
In 2005 representatives of Tangata Whenua met with the Mayor, the Chief Executive, the Community Services Manager, the Councillor Iwi Liaison portfolio holder and the Community Liaison Officer to consider setting up a forum. This did not proceed although it did provide the basis for further discussions on the establishment of a Forum in the Hauraki District.
In July 2010 the Council held a workshop to consider the formation of such a Forum; the Council determined it was appropriate to do so and that it should be a Mana Whenua Forum. The Council then discussed this with Iwi groups who confirmed their agreement that a Mana Whenua Forum was appropriate.
In October, 2011 representatives of Mana Whenua met with the Mayor and Deputy Mayor (and staff) to continue discussions on the formation of a Mana Whenua Forum. During that meeting an initial draft Heads of Agreement titled Te Mana Whenua Forum Mo Te Rohe o Te Kaunihera Hauraki was agreed to. The Heads of Agreement was adopted by the Council on 14 December 2011. This Forum will operate as detailed in the agreement and has been established as a Standing Committee of Council. The first meeting of the Forum took place on 21 March, 2012 and the Forum will meet quarterly, or more often if required.
Membership of the Mana Whenua Forum consists of representatives of: Hauraki District Council Ngati Hako Ngati Maru Ngati Paoa Ngati Tamatera Ngati Tara Tokanui Ngati Whanaunga
and any other group that has Mana Whenua status in the District and that the Forum may agree to join in the future. The Forum will meet at least four times per year, and more often if needed. Its first formal meeting took place on 21 March, 2012.
The Council has also previously negotiated Memoranda of Partnership with the following Tangata Whenua governance organisations: Te Kupenga O Ngati Hako Te Runanga O Ngati Paoa Te Runanga A Iwi O Ngati Tamatera Te Runanga O Ngati Maru
The Council will continue to develop additional Memoranda of Partnerships with: Ngati Tara Tokanui Ngati Whanaunga
The Council has a Joint Committee that considers issues relating to water, wastewater and solid waste. This committee has appointed Iwi representatives in recognition of the special relationship between Tangata Whenua and the natural and physical environment, and is a Standing Committee of the Council.
Through the development of Community Outcomes, the Council has committed to respecting the values of Tangata Whenua and supporting them through further development of consultation, participation and partnerships.
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District Plan Committee During the 2011/12 year the Council appointed an Iwi representative to its District Plan Committee to assist the committee in hearing submissions on the Proposed District Plan and the deliberations on these. During the 2012/13 year the Council will be considering the appointment of an Iwi representative onto its Hearings Committee.
Treaty Settlement Process Hauraki Iwi are currently negotiating Treaty Settlements with the Crown and this process has been underway for some time. A Hauraki Collective framework agreement was agreed with the Crown in 2010 and this has set the process to be followed by the parties.
As part of these negotiations it has become clear that settlement may include the establishment of new governance partnership structures in relation to matters such as water and river catchments, and there will be areas of commercial redress in relation to land, forestry and other matters.
It is highly likely that the Hauraki Treaty Settlement will include co-governance partnership over the Waihou and Piako River catchments and that the Waikato Regional Council and some territorial authorities will be involved in this process. The Hauraki District Council expects to be involved given that both the Piako and Waihou Rivers flow through the district and exit into the Firth of Thames.
Sustainability Tuner for Iwi Liaison
Iwi Liaison Well-being Dimension Scale Economic Environmental Social Cultural What does this mean? The Iwi Liaison activity has positive economic, 5 social and cultural effects on well-being. By 4 enabling Iwi to work closely with the Council the 3 decisions made by the Council are more 2 inclusive of different cultural values. There are no 1 negative effects associated with the Iwi Liaison 0 activity.
-1 For a further explanation of the criteria and how -2 to use the sustainability tuner please see -3 Appendix 7. -4 -5
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Levels of Service and how the Council will measure them
Community Method of Levels of Service Baseline Target 2012-22 Outcomes measurement Develop a Mana Whenua Forum to provide for ongoing dialogue between Council and Iwi
groups who hold Mana Whenua status in the District.
2012–2022: four Measure: Council minutes New meetings of Forum Forum will meet regularly. held per year
The Council will continue to develop its relationship with Tangata Whenua. 2012-14: One additional Measure: Four Memorandum of Additional Memoranda of Number of Memoranda of Understanding. Understanding agreements are Agreements Understanding 2015-22: One developed. (2010/11) additional
Memorandum of Understanding. Provide opportunities for Maori to be involved in Council decision making processes.
Reports to the Measure: Consultative Tangata Whenua will The Council will consult with Tangata 100% Committee for be consulted on all Whenua on all Council applications (2010/11) Water and relevant consents. for wastewater and water consents. Waste
Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan, considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of Local Government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Current Level of Service Possible impacts on Levels of Service
All Levels of Services Hauraki Tangata Whenua are currently involved in a number of matters critical for them including Treaty of Waitangi negotiations, fisheries settlements and the Hauraki Gulf Forum. With the tribal importance of the above matters and varying degrees of resources, the ability of Tangata Whenua to be involved in all available dialogue matters is compromised.
Future directions
Memoranda of Understanding The Council has signalled in its Levels of Service that it wishes to continue to negotiate Memoranda of Understanding with Hauraki Iwi and has signalled that it will be seeking such memoranda with Ngati Tara Tokanui and Ngati Whanaunga.
While a specific programme for the development of these memoranda has not been set, the Council will be seeking to have negotiated with the relevant iwi authorities over the course of the next few years.
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Treaty Matters Following the Treaty Settlement processes, particularly those relating to the Hauraki Iwi, it is expected that new structures and initiatives encouraging collaboration and partnerships will evolve. It is not known yet what these may be or what areas will be involved but the Council is expecting to work with Iwi in these areas into the future.
What is the cost of operating the Iwi Liaison activity?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 53 Iwi Liaison 50 51 53 54 56 58 60 62 64 66 53 50 51 53 54 56 58 60 62 64 66
OPERATING REVENUE ‐ Fees and Charges ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted Rates ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 53 General Rates 43 45 48 51 56 61 68 72 76 85 53 43 45 48 51 56 61 68 72 76 85
‐ OPERATING SURPLUS/(DEFICIT) (7) (6) (5) (3) ‐ 3 8 10 12 19
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Policy Development
What is the Policy Development activity?
Policy Development essentially helps to formalise the strategic direction of the Council through the preparation of strategies, plans and policy documents and the analysis and implementation of strategies and policies from Central Government and other organisations.
Whilst many policies are developed by the Council to address local issues or to achieve desired outcomes, the Council also has a responsibility to develop and review some policies, strategies and plans and to report on these under the Local Government Act, 2002, the Resource Management Act, 1991 and other relevant legislation.
How does the Council deliver this activity?
The Policy Development activity involves the review and development of policies, plans and strategies for the benefit of the Hauraki District and also to meet relevant legislative requirements.
The Council has a commitment to working towards its Community Outcomes. The Council’s original Community Outcomes were developed in conjunction with the community in 2006. These Outcomes were instrumental in the development and adoption of the Council’s Youth Policy and Positive Ageing Strategy. In 2011 the Council reviewed its Community Outcomes to accommodate changes made to the Local Government Act, 2002. These Outcomes are always taken into account with the development and review of relevant Council policies and strategies as the Council works towards progressing them in its everyday decision making and service delivery.
The Council reports to the community on policy implementation and success through its Annual Report which is usually available in November of each year.
Strategic Planning Policy Development: The majority of the Council’s Policy Development is undertaken or overseen by the Strategic Planning Team which is responsible for the development and review of the following statutory policy documents: Hauraki Long Term Plan Annual Plan Annual Report Asset Management Plans Analysis of policy and strategy documents that do, or could, involve the Council Council Policies and Strategies Local Bylaws
Strategic Planning also contributes to the development of Activity Management Plans and other internal or voluntary policies and strategies.
Some of the policies, strategies and plans that are developed/reviewed by the Council are required to undergo the ‘special consultative procedure’ which is outlined in section 83 of the Local Government Act, 2002. The special consultative procedures involve consultation with the community (the extent varies depending on the significance of the subject), usually via a submission process. The Council will generally advertise consultation through the HDC news page in the Hauraki Herald, its website www.hauraki-dc.govt.nz and/or via a letter/leaflet drop to key interested parties.
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Resource Management Policy Development The Resource Management Policy Development activity involves the maintenance and review of the District Plan. This activity provides statutory direction to the Council and the public on planning and development for the Hauraki District.
The services provided are: Developing and reviewing the District Plan in accordance with legislative requirements and the Council’s policy direction. Researching and processing Council initiated District Plan Changes. Processing privately initiated Plan Changes. Incorporating necessary policy elements from the National Policy Statements, Regional Policy Statement and National Environmental Standards into the District Plan and operational procedures.
Finance Crucial to the Council’s operations is the planning and budget preparations. The Council’s finance department provides input to all of the Council’s key policy documentation, particularly the Hauraki Long Term Plan, Annual Plan and Annual Report.
Consultation Those working within the Policy Development activity have a wide range of responsibilities and consult with many people through meetings, forums and the formal statutory submission process. Consultation is co-ordinated in a number of ways and through a variety of processes. An example of some of the groups and consultation techniques used are: Strategic Planners Network Local Government New Zealand Community Feedback Network Public Consultation Processes Special Consultative Procedure Specifically focused consultation
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Sustainability Tuner for Policy Development
Policy Development Well-being Dimension What does this mean? In general the effects associated with the Policy Scale Economic Environmental Social Cultural Development activity are positive. Aspects of 5 Policy Development encourage economic 4 growth, environmental responsibility and cultural 3 understanding. This activity endeavours to create 2 healthier and safer communities and as a result has a significant positive effect on social well- 1 being. This activity can also have minor negative 0 effects on economic, environmental and social -1 well-being. The negative effects are balanced by -2 the positive effects. -3 -4 For a further explanation of the criteria and how to use the sustainability tuner please see -5 Appendix 7.
Collaborative projects
Regional Policy Statement As a result of the 2005 amendments to the Resource Management Act, 1991, a District Plan must ‘give effect’ to the provisions of the Regional Policy Statement.
These amendments to the Resource Management Act, 1991 also gave regional councils more scope for region-wide planning and involvement in land use planning including transport, heritage, infrastructure, landscape and urban design. Prior to these amendments, land use planning had been the responsibility of district and city councils.
The Waikato Regional Council commenced a review of its Operative Regional Policy Statement in 2008. It is expected that this process could take between five and seven years to complete. The Proposed Regional Policy Statement was notified for submissions in 2010.
During the period 2010-12 Hauraki District Council has worked with neighbouring rural Councils including Matamata-Piako, South Waikato, Thames-Coromandel, Otorohanga and Waitomo District Councils to form a Joint Committee to prepare submissions to the Regional Policy Statement.
The six Councils continued to work together in preparing evidence for the Hearing of the Regional Policy Statement submissions. This enabled the smaller rural Councils to not only have a combined voice but to share the funding costs associated with the development of submissions, the preparation of evidence and potentially the taking of Appeals to the Environment Court.
Given the success of this model the six Councils may well consider similar approaches in relation to key policy and planning documents, whether these are from the Waikato Regional Council or from Central Government, in the future.
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Levels of Services and how the Council measures them
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement To plan the Council’s work programmes and create strategic alignment across policies, plans
and strategies, in accordance with relevant legislation.
Measure: All legislatively required Council’s policies, plans and Council checklist 100% documents are adopted within strategies are adopted within on each issue (2010/11) statutory timeframes. set timeframes.
Significant decisions are made in a democratically accountable way.
Measure: All decisions that are subject 100% successful completion of to the special consultative Council checklist 100% internal Special Consultative procedure meet the on each issue (2010/11) Procedure checklist. requirements of the Local Government Act, 2002.
Policy development is visible and accountable.
Measure: Key draft or proposed policy As measured by All draft policy documents are documents subject to website 100% available on the Council’s website consultation are available on electronic (2010/11) on time. the Council’s website by the records notified date of availability.
Measure: Percentage of customers Customer 23% 2012/13: >40% satisfaction satisfied they understand satisfaction (2010/11) 2013-22: To be advised** Council decision making survey processes.
The Council will develop local legislation.
2007/08 2012-15: Bylaws reviewed as Measure: (date all required and documented in Bylaws are reviewed as Council minutes bylaws Council minutes. required, with all bylaws to were last 2016/17: Commence review of all be reviewed by 2017/18. reviewed) bylaws.
The Council meets its statutory requirements under the Resource Management Act, 1991.
Measure: There are no successful Appeals All Changes and Variations or Judicial Reviews on any Plan Not to the District Plan are Council records Change or Variation to the Plan as applicable processed within statutory a result of administrative or requirements. process matters.
** Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan.
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Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan, considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of Local Government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Level of Service Possible impacts on Level of Service
To plan the Council’s work Legislative changes in Central Government take place regularly. As these programmes and create strategic are passed into law, the Council will develop or review policies and alignment across policies, plans strategies as appropriate. and strategies, in accordance The identification of Community Outcomes has led to activities being with relevant legislation undertaken by Council that previously Council was not involved in. From time to time there are additional collaborative responses which Council will be asked to be a part of, which may involve policy work or direction. Significant decisions are made in The Council may review its consultation and decision making processes as a democratically accountable a result of altered statutory requirements. Also, as a result of experience the way Council may review its consultation processes to ensure that all sections of the community are empowered to take part. There is a possibility that the Council’s website may not be available from time to time, however this is not expected. The Council will be undertaking a user satisfaction survey in 2012/13 to Policy development is visible and establish base lines for user satisfaction with the provision of Council accountable services. The user satisfaction targets will be set in the 2013/14 Annual Plan based on the results of the survey. The method for the survey programmed is similar to previous surveys, however it will now target users of services rather than all residents and ratepayers. The Council will develop local Additional legislative requirements could result in the need for Council to legislation develop additional local bylaws. The Council meets its statutory requirements under the The issues relating to the finalising of the proposed District Plan could result Resource Management Act, in an extension to the timetable. 1991
Future directions
Recent Announcements of Local Government reform The former Local Government Minister Nick Smith had announced a package to reform local government. The Government had advised that the first stage of proposed reforms will be included in legislation by September 2012 and the balance in 2013. The Local Government Amendment Bill was subsequently introduced to the House for consideration in June, 2012 and submissions on this Bill will be called for. The Bill essentially revises the scope of Councils’ role and provides stronger tools to contain costs, and provides options for efficiency gains from council reorganisation.
The Council will be preparing a submission on the Local Government Amendment Bill. At the time of writing this Plan an analysis of the provisions of the Bill had not yet been undertaken.
Activity Management Plans Activity Management Plans are internal tools developed to ensure levels of service, budgets and work programmes are strategically prepared and programmed based on the Council’s policies and commitments in the Hauraki Long Term Plan. Activity Management Plans are currently being prepared for the Policy Development and Animal Control activities. A programme is in place to develop these for all non-asset activities prior to 2015.
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Policy Review Processes The Council is required to maintain a significant number of policies and strategies as a result of many differing legislative requirements. Many of these policies are required to be regularly reviewed, often involving public consultation.
The Council has an adopted, indicative schedule of future policy reviews which can be seen in Appendix 3 of this Plan. For those interested in being consulted in any of these future reviews, this schedule gives early notice of the review period.
Climate Change The Council has developed a clear policy direction on climate change. This policy direction is under active review as the science and policy directives relating to climate change alter or become more definite. National and regional plans and strategies are being continually updated to provide further advice and recommend/impose requirements on the Council; the Council’s policy needs to be updated to include these matters.
Emissions Trading Under the Kyoto Protocol New Zealand agreed to reduce its greenhouse gas emissions back to 1990 levels by 2012 or pay for any excess. In order for New Zealand to meet its international obligations the Government has enacted an Emissions Trading Scheme (ETS) as the least costly way of putting a price on emissions and creating an incentive for all of the country, especially businesses and consumers, to change its behaviour.
Emission trading schemes are based on the polluter pays concept and aim to shift the cost of greenhouse gas emissions onto those who cause them. New Zealand’s ETS is being phased in across production sectors between 2008 and December 2014, with all sectors to be included in the scheme by 2015.
The Council does not own and operate any major pastoral farming or landfill activities which would be subject to any emission controls, although the Council does have approximately 100 hectares of pre 1990 forestry. In accordance with the ETS the Council applied for and received compensation units for the qualifying pre 1990 forestry blocks. The Council will retain these units to offset any costs associated with the harvesting of those areas if they are not replanted.
If the Council harvests any significant area of trees without replanting the land in trees then it may be liable to purchase emission units (often referred to as carbon credits). Replanting is generally the lowest cost option of maintaining the land in the longer term and as such the Council currently has no programme to harvest the trees without replanting them and therefore may not need to use its compensation units.
Fees and Charges Fees and charges for the provision of Council services reflect organisational policy, particularly the Revenue and Financing Policy. All fees and charges made by the Council are subject to ongoing review to ensure: continuing compliance with the Revenue and Financing Policy movement towards compliance with the Revenue and Financing Policy any major changes to the costs of particular activities fairly reflect legislative compliance.
Any future proposed amendments to the fees and charges during the life of this Plan will be notified by way of public notice, and will generally be subject to the Special Consultative Procedure.
A complete list of the Council’s fees and charges is available on the Council’s website www.hauraki-dc.govt.nz.
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National Policy Statements and Environmental Standards The Resource Management Act, 1991 enables the Ministry for the Environment to set National Policy Statements (NPS) and National Environmental Standards (NES) for resource management purposes. Until recently there have been very few of either, but over the last few years a number of NPS and NES have either been brought into effect or are currently proposed.
Once NPS or NES are adopted by the Government, all regional and territorial authorities must amend any Proposed or Operative Plans and Policy Statements to give effect to them. The Council may make submissions on national public policy from time to time as considered appropriate. The following table lists the NPS that are currently in effect or under development.
National Policy Statements Status
New Zealand Coastal Policy Statement In effect Renewable Electricity Generation In effect Freshwater Management In effect Urban Design Government currently looking at alternatives Electricity Transmission In effect Public consultation complete, Minister will consider the matters raised Indigenous Biodiversity and make recommendations in 2012
The following table lists the NES that are currently in effect or under development.
National Environmental Standards Status
Air Quality standards In effect Sources of Human Drinking Water In effect standard Telecommunications Facilities In effect Electricity Transmission In effect Assessing and Managing Contaminants in In effect Soil to Protect Human Health Ecological Flows and Water Levels Under development Future Sea Level Rise Under development Plantation Forestry Activities Under development
Resource Management Act, 1991 Review In 2008 the Government began a review of the Resource Management Act, 1991. The review resulted in the decision to reform the Resource Management Act in two phases. The first phase comprised of a number of amendments aiming to ‘simplify and streamline’ resource management processes.
It focused on making the resource consent process more efficient and established an Environmental Protection Authority (EPA) to process applications for resource consents and plan changes of national significance. The first phase of the Resource Management Act, 1991 reform was enacted in October 2009.
The second phase of the reform focuses on issues relating to urban planning and infrastructure, in an effort to enhance the global competitiveness of New Zealand’s urban areas. This reform will also encompass a review of section 6 and 7 of the Act and will look at Maori participation in planning processes. Recommendations on phase two of the reform of the Resource Management Act, 1991 are currently being developed and will be considered by Cabinet in 2012.
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Triennial Survey The Council is committed to undertaking a survey every three years of Hauraki District residents and ratepayers. Did you know? The purpose of the survey is to assess levels of satisfaction with Council services and facilities as well as gauging District Plan community opinion on social, economic, environmental and cultural well-beings and possible future Community Outcome directions. An important part of the Council’s core The Council also uses the survey to assess the levels of service it business is administration of the District provides through its activities and to identify possible new levels of Plan, which is legislated by the service required by the community. Resource Management Act (RMA), 1991. The District Plan prescribes what activities people can and cannot do The Council is in the process of considering introducing a smaller within zones in the District and what survey in the alternate years between triennial surveys to target they have to get permission to do. It specific users of Council services. The purpose of this is to provide essentially sets the environmental bottom line for the District and is an the Council with more up to date targeted responses from the important tool for the mitigation of community on a regular basis. It is expected this will provide environmental impacts. Council with data that is timelier and provide respondents with a greater opportunity to recall recent experiences with Council The RMA states that Council must ensure that it manages: services. A benchmark survey of this nature will be carried out in 2012 to assess the usefulness of a survey in the alternate years. “the use, development and protection of Following this survey the Council will reconsider the form and natural and physical resources in a frequency of this surveying method. way, or at a rate, which enables people and communities to provide for their social, economic and cultural wellbeing The next full triennial survey is due in 2013. There may be a need and for their health and safety while: to reassess some aspects of Council operations if the survey a) Sustaining the potential of natural indicates there is significant demand to do so. and physical resources to meet the reasonably foreseeable needs of future generations; and b) Safeguarding the life-supporting capacity of air, water, soil and Programmed actions for 2012-22 ecosystems; and c) Avoiding, remedying, or mitigating Community Outcomes any adverse effects of activities on the environment." The Council has developed and adopted a new set of Community Outcomes as part of its 2012-22 Hauraki Long Term Plan (see In order to do this, the Council approves and implements policies and objectives. page 39). The implementation of these Outcomes will be reviewed These help to ensure that the resources by the Council on an annual basis and the results will be reported within the District are maintained and back to the community through each successive Annual Report. available for future generations. The District Plan is also vital for the protection of significant landscapes and The Council will also be reviewing the appropriateness of the heritage buildings/sites and helps to Outcomes through each Long Term Plan cycle and making prevent uncontrolled development. All of additions and changes as appropriate. this is done to ensure that not only are we able to enjoy these assets in our lifetime, but future generations will be able to enjoy them too. District Plan Review The Operative District Plan generally contains the environmental outcomes sought by the Council and the community. The Council commenced its first review of its District Plan in 2006 and incorporated current best practice (rather than undertaking a complete rewrite) and new legislative requirements into the framework of the existing Plan. The review was subject to extensive consultation processes and many opportunities have been provided for public input.
Waihi Pumphouse in the mist The first round of consultation for the Draft District Plan occurred in October 2009 and as a result of that consultation with the community the Proposed District Plan was publicly notified in August 2010. The hearings and deliberations on submissions are now complete. The decisions are scheduled for release in late 2012.
The Proposed District Plan will become operative during the life of this Long Term Plan. District Plan Changes may be required to provide for climate change updates, amendments to the Council’s 100 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Engineering Manual, legislative changes, amendments to give effect to the Regional Policy Statement, and to incorporate the Kaiaua area that was formerly part of the Franklin District Council.
Asset Management Plans During 2010/11 the Council adopted a formal policy on the development of Asset Management Plans for Hauraki District Council assets to ensure that the appropriate policy development mechanisms were in place for all of the Council’s assets. It also developed individual policy approaches for the planning and information requirements to be included in the different Asset Management Plans.
In previous years, as the Plans were being developed, it became clear to the Council that it was responsible for a large number of assets but that some assets were more critical than others to the operation of the Council’s activities. For example, the provision of water supplies and wastewater services is much more critical to the health, safety and well-being of the communities they service than some of the Council’s smaller assets such as public toilets and park benches. By developing individual policies that reflected risk management approaches the Council was able to determine the degree that individual Asset Management Plans were to be developed to.
Work will continue on updating the Council’s Asset Management Plans. The Council has a team approach to this project and the emphasis over the next three years will be on: Improvement of asset knowledge and condition data. Annual improvement programmes. Use of modelling tools for future asset assessment. Incorporation of activity plans for community assets. Re-assessing Non Financial Performance Indicators.
Policy The Council’s policies require regular review to ensure that they reflect current legislation and the views of the Council and/or community. Policies due for review during the period 2012/13 – 2014/15 are detailed in Appendix 3.
Previously, it was the Council’s best practice to review policies every three years, unless legislation required a policy to be reviewed more or less often than this. With an increasing number of policies to develop and review, the three yearly policy review cycle became impractical. Consequently the Council has recently reviewed this to allow greater flexibility for policy reviews so that they are spread more evenly over time.
This means that the Council can prioritise what policies need to be reviewed and when. For example, if a policy is required to be reviewed by legislation every three years then it will continue to be reviewed within this timeframe and will take priority. However, policies that have no legislative review timeframe may be reviewed less often depending on the Council’s workload and the significance of the policy to the Council and the community. Although the three yearly policy review cycle no longer applies, the Council will continue to keep all of its policies as up-to-date as possible and all polices are required to be reviewed at least once every six years, with most being reviewed more regularly.
Significant Natural Areas (SNAs) and Heritage Features Incentives Policy Under the Resource Management Act, 1991, it is a matter of national importance to protect areas of significant indigenous vegetation and significant areas of indigenous fauna and heritage features.
The Proposed District Plan recognises the protection and enhancement of significant natural areas and heritage features by mapping and scheduling of SNAs and Heritage features and with the provision of rules for their retention and protection.
The Council is looking at developing a SNA and Heritage Features Incentives Policy, to provide a financial incentive for property owners with SNAs or heritage features on their land who may require some financial assistance in order to maintain/enhance their protection. The development of this policy has been deferred for two years but it is intended that the policy will set aside a sum of money each year Governance and Leadership 101
(e.g. up to $35,000) which Heritage and SNA property owners can apply to the Council for, to assist them with active maintenance/enhancement of those features.
What is the cost of operating Policy Development?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 528 Strategic Planning 535 549 709 581 598 775 632 650 847 691 380 RMA Policy 369 312 268 276 284 292 300 308 318 327 908 904 861 977 857 882 1,067 932 958 1,165 1,018
OPERATING REVENUE 1 Fees and Charges ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted Rates ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 670 General Rates 787 755 889 804 881 1,115 1,052 1,116 1,380 1,307 671 787 755 889 804 881 1,115 1,052 1,116 1,380 1,307
(237) OPERATING SURPLUS/(DEFICIT) (117) (106) (88) (53) (1) 48 120 158 215 289
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Roading
What is Roading?
Roading and footpaths provide essential infrastructure that support safety and community cohesion. The Council develops the local roading and footpath network to ensure that people have access to, and can contribute to, a healthy and connected community. The community expects that the Council will provide the local roading network.
The local roading network connects at various points to the national roading network and the Council works with the New Zealand Transport Agency (NZTA) to ensure a co-ordinated approach to roading infrastructure.
How does the Council provide the Roading activity?
The Council provides a network of local roads throughout the District that are developed, maintained and managed along with their associated services. This includes sealed and unsealed roads and the associated road markings, as well as activities outside the trafficable road surfaces such as footpaths, kerb and channel, culverts, street and road signs, traffic islands, retaining walls, stormwater disposal, safety railings, bridges, street lighting and stock underpasses.
Hauraki District Council only manages the local roads, as major through routes are designated State Highways which are owned and managed by the NZTA. The State Highways and local roading networks combine to form the National Roading Network, which is vital to providing for the economic and social well-being of all people and communities.
For the Roading group of activities, the overriding transport legislation is the Land Transport Management Act, 2003 (LTMA). There are also a number of other policies and plans to which Roading has a relationship, including the New Zealand Transport Strategy, the Government Policy Statement for Transport, the Regional Land Transport Strategy and internally, the Transportation Asset Management Plan. Through these documents, there are targets that have been developed. The Council has taken steps to align its actions with these documents and expects to continue to do so in the future.
The Council undertakes this activity to a set of agreed standards, utilising a combination of annual, and three to five year term contracts. Contract structures vary depending on the service being provided and range from maintenance of street signs, through to major pavement rehabilitation.
How does the Roading activity promote sustainability?
The Roading activity works in a sustainable manner by ensuring that through the continued provision and maintenance of roading and footpath services, the network is available to future generations of the Hauraki community. The Council also endeavours to advance these sustainable principles by mitigating the adverse effects of the activities, which are necessary as Roading is essential for the economic and social well-being of all communities.
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Some ways in which the activity acts sustainably are: Improved education to residents and ratepayers on sustainability and how the Council can help to protect the resources of the District. Provision of an efficient roading network that allows for the safe movement of people and goods within and through the District to allow for on-going economic and social well-being.
Sustainability Tuner for Roading
Provision of Roading Well-being Dimension What does this mean? The Roading Group of Activities has significant Scale Economic Environmental Social Cultural positive effects on economic and social well-being. 5 Roading enables the movement of people and goods, 4 which drives the economic growth of an area as well as enhancing social well-being. The Roading group 3 can have a significant negative impact on the 2 environment, with effects such as the destruction of 1 natural habitats and air pollution. The cost of 0 undertaking the Roading activity has a minor negative -1 effect on economic and social well-being. These -2 negative effects are balanced by the positive effects. -3 -4 For a further explanation of the criteria and how to -5 use the sustainability tuner see Appendix 7.
External issues that affect the Roading activity
The capital and renewal works for Roading can be influenced by a number of factors outside the control of the Council. These factors include the level of the Funding Assistance Rate (FAR) available from NZTA, obtaining resource consents, tender prices, weather conditions, natural disasters, climate change, changes in community expectations and legislative requirements. Capital works programmes show specific years for undertaking the work, but actual timing may vary as a result of any of the above factors.
Asset Valuations and Depreciation The Council revalues its assets every three years to assess total network values and to recalculate depreciation based on those new values. Depreciation – which is the ‘wearing out’ of an asset - is an operating expense which is required to be funded.
There have been some significant increases in asset valuations as a result of the 2011 revaluation arising from: New assets added to the valuation, being new work in the last financial year or assets not previously identified or valued. Increases in asset replacement costs over the three years between revaluations.
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The annual depreciation amount for Roading has increased by 7% compared to the 2011/12 budgets, predominantly arising from the increase in asset valuations. This has an impact on the total operating expenditure for the Roading activity given that depreciation is an operating cost. The Council is required to fully fund its operating costs so these changes in depreciation have an impact on funding levels.
Key legislative drivers
Land Transport Management Act, 2003 Local Government Act, 2002 Resource Management Act, 1991 Government Roading Powers Act, 1989 Biosecurity Act, 1993 Building Act, 2004 Electricity Act, 1992 Gas Act, 1992 Telecommunications Act, 1987 Transport Act, 1976 Construction and Contracts Act, 2002 Hazardous Substances and New Organisms Act, 1996. Public Transport Management Act, 2008. Land Transport Act, 1998.
Relevant Policies, Plans and Strategies
Land Transport Programme Section 12 of the Land Transport Management, Act 2003 states that every road controlling authority (including a council) has an obligation to prepare a three year Land Transport Programme. The Council has prepared the programme for 2012-15 and this has been submitted for prioritisation to Waikato Regional Council. The programme will be confirmed by Waikato Regional Council following the Council’s adoption of this Plan. The 2012-22 Hauraki Long Term Plan includes the funding for the 2012-15 Land Transport Programme.
In preparing its Land Transport Programme, the Council has taken into account how each activity and activity class in the Land Transport Programme achieves the following: assists economic development assists safety and personal security improves access and mobility protects and promotes public health ensures environmental sustainability
In addition the Council has taken into account the current Government Policy Statement on land transport funding, the National Energy Efficiency and Conservation Strategy, the 2011-41 Regional Land Transport Strategy, and the Regional Land Transport Programme.
Road Safety Initiatives As part of the Land Transport Programme, the Council works in partnership with the NZTA, Waikato Regional Council, Accident Compensation Corporation (ACC), Road Transport Association, the New Zealand Police and neighbouring local authorities to reduce the number and severity of accidents in the Hauraki District. This is in response to national, regional and local priorities, community expectations and the need for the Council to provide a governance and leadership role.
The Government provides funds for road safety initiatives that can be used by the Council in a facilitator role. This Roading activity provides for the delivery, co-ordination and facilitation of road safety programmes and initiatives in the District. The Council employs a full-time Road Safety Co-ordinator in conjunction with Thames-Coromandel and Matamata-Piako District Councils to co-ordinate, facilitate and manage sub-regional and local efforts to address identified road safety problems.
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The Roading activity also works within the framework of other Council plans, policies and strategies, which are described below:
Type of Plan Description and Objectives
Land Transportation Asset To ensure sound planning is in place for the Council’s core assets, Asset Management Plan Management Plans have been prepared. A full review of the Land Transportation Asset Management Plan was carried out in preparation for this 2012-22 Hauraki Long Term Plan. Operative District Plan and Provides a framework for the sustainable management of the natural and Proposed District Plan physical environment, and assists the Council to carry out its functions in order to achieve the purpose of the Resource Management Act, 1991. Hauraki District Council Provides laws applicable only to Hauraki District that in general protect the public Consolidated Bylaw from nuisance; protect, promote and maintain public health and safety; and minimise the potential for offensive behaviour in public places. Development Contributions Provides predictability and certainty about the funding required to meet the Policy increased demand for infrastructure and community facilities resulting from growth and new development in the Hauraki District, by enabling the Council to require the payment of development contributions.
Demand Management
The Council’s roading and footpath network is currently under low to moderate pressure from increasing demands. Factors driving demand are outlined below.
Hauraki District is centrally located between the Auckland, Waikato and Bay of Plenty regions and this means that increasing general traffic trends are expected to increase traffic volumes on arterial and collector roads within the District.
The dairy industry, which has a high dependence on heavy commercial vehicles and machinery, has been growing rapidly, with a 2.5% growth over the three years to 2010 but this growth has been subdued since the start of the financial recession.
Analysis of heavy vehicle traffic volumes on the local road network for the three years to 2012 suggests that heavy commercial vehicle traffic volumes have remained static since 2009.
Tourism within New Zealand is generally increasing with travel by rental cars and campervans being popular. Hauraki District is effectively at the hub of tourist traffic routes between Auckland, Waikato and Bay of Plenty regions (particularly for traffic heading to the Coromandel Peninsula), however most of the tourist travel within Hauraki District is on state highways.
There is some on-going demand from the community for improvement of the network levels of service.
The implications of demand considerations on the Roading networks are: the rate of deterioration on roads and pavements is not expected to increase significantly during the life of this Long Term Plan, a continued focus on road safety, an opportunity to contain levels of expenditure, and associated costs have to be met from a relatively small rating income source.
The Hauraki Rail Trail that links Thames, Te Aroha and Paeroa, presents potential economic benefits and opportunities to the Hauraki District and the wider region. Further information on the Hauraki Rail Trail is available on page 63.
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What are the significant positive and negative effects?
Where possible, the Council is already addressing the negative effects associated with the provision of services. The column showing how the Council remedies the negative effects includes the current methods that the Council is using; however it does not list all of the options available to the Council.
How do we remedy these Positive Negative negative effects?
Helps provide a basis for Cost of compliance with Council operates a health, comfort and safety and standards. Competitive Pricing Policy for contributes to the proper Major expenditure required to which tender applications are functioning of communities. maintain infrastructure. sought with the lowest tender Strong contribution to social There can be conflict between taken in most cases. and economic well-beings. construction and use of the Council attempts to mitigate Provides a network for the resource and cultural values. issues on a one by one basis. movement of people and During construction physical Swales and berms in place (in goods. works will generate dust, some areas) to help remedy noise, vibration and these issues. inconvenience through delays. Design standards are used for Pollutants and sediments can new roads. wash off roads into the neighbouring ecosystems. Poor design and use can result in dangers to people.
Effect on well-being The Roading activity aims to provide a safer environment and more efficient economic environment for the community through safe roads, footpaths and well lit streets, and by contributing to an increased social awareness of issues associated with transport that could potentially cause harm.
Collaborative Projects
Integrated Transport Strategy The Hauraki District Council works from time to time with Matamata-Piako and Thames- Coromandel District Councils to address the transportation needs of the Eastern Waikato sub- region, identifying opportunities for integrated transportation for a multitude of transportation modes.
Land Transport Programme The Council annually reviews its three year Land Transport Programme. This is a maintenance, renewal and capital development programme for subsidised works spanning a 10 year period. This programme is considered by the NZTA in the course of the approval of financial assistance to the Council from the National Land Transport Fund.
The 2012-15 Land Transport Programme, as it relates to Hauraki District, is incorporated in the 2012-22 Hauraki Long Term Plan.
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Road Safety The Hauraki, Thames-Coromandel and Matamata-Piako District Councils, ACC, Waikato Regional Council, New Zealand Police, NZTA, Road Transport Association (RTA) and other key stake holders, are collaboratively working towards improving sub-regional road safety.
A Road Safety Action Plan has been developed and is reviewed and implemented annually. The plan focuses on driver and rider behaviour (speed, alcohol, intersections, fatigue, failing to keep left, inattention and use of helmets) and known hot (dangerous) spots such as the Karangahake Gorge, Kopu- Hikuai Road, Thames Coast Road and State Highway 27 from Mangatarata to Patetonga. It also focuses on community education programmes, the encouragement of community safety initiatives (such as Walking School Buses), and the provision of resources to assist in improving the safety of roads.
The Road Safety Action Plan is implemented by an annual programme using resources agreed jointly by the NZTA, New Zealand Police, Matamata-Piako, Thames-Coromandel and Hauraki District Councils. The Road Safety Action Plan will identify the key road safety issues facing the Eastern Waikato Districts, the actions for addressing these issues, and the methods of monitoring and reporting to show how these actions are being progressed and achieved.
New Zealand Police For all roads in the Hauraki District - both highways and local roads - the New Zealand Police, working with other agencies as needed, undertake the following functions: speed control drink or drug driver enforcement seatbelt use and education visible road safety enforcement commercial vehicle investigation and road user charges crash attendance and investigation traffic management police community services school road safety education
New Zealand Transport Agency The New Zealand Transport Agency in conjunction with other agencies as required, undertakes the following functions: policy advice safety information and promotion driver licensing subsidy on the Council’s roading network costs safety auditing vehicle impoundment
Hauraki District Council The Council co-operates with the NZTA, Waikato Regional Council and neighbouring District Councils, ACC and various other agencies in delivering roading network services and road safety education programmes to the Hauraki District.
Combined tendering process for road works Hauraki District Council works with Thames-Coromandel District Council for tendering processes, professional services, Annual Sealing Contracts and in the future will be considering a combined tendering process for street lighting projects.
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Waikato Regional Land Transport Strategy 2011-41 The Waikato Regional Land Transport Strategy (RLTS) was adopted by the Waikato Regional Council on 28 April 2011. The RLTS is the overriding plan for all land transport matters in the region. The purpose of the RLTS is to provide a framework for developing, maintaining and protecting the land transport system in the Waikato Region over the next 30 years.
The RLTS sets a direction to move the Waikato Region away from a traditional road-based transport system to a multi-modal integrated transport system based upon a set of priorities, decision making and focused investment on strategic goals. The RLTS focuses on three key foundations: Focusing development on strategic corridors, Improving road safety, and Managing travel demand and encouraging alternative modes of transport.
The strategy will guide the future investments in road, rail, walking and cycling and passenger transport services to ensure an integrated, safe, responsive and sustainable land transport Did you know? system into the future. The RLTS has the following vision established by the Regional Transport Committee: Council Roading Assets
“An affordable, integrated, safe, responsive and sustainable As of September 2011, there are the land transport system that enhances the environmental, following roading assets in Hauraki economic, social and cultural well-being of the population”. District: 137 bridges 106km of footpaths 2768 road signs What does the RLTS mean for Hauraki District 1886 streetlights 118km of unsealed roads Council? 513km of sealed roads The RLTS relies on key transport stakeholders for its implementation and contains a number of specific actions that Hauraki District Council is responsible for. The Council, in conjunction with regional transport partners, has been working collaboratively to implement the RLTS since its adoption.
The RLTS is also important to the District’s transport planning and funding, as projects and activities proposed by the Council must be consistent with the strategy incorporated in the Regional Land Transport Programme for national funding subsidies. In other words, the strategy has guided land transport investment for the District and was a major input into the 2012-22 Hauraki Long Term Plan development.
Levels of Service and how the Council will measure them
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement
Provide access to the network of local roads.
There were 100% of Arterial and Measure: no 1 in 10 Collector roads providing Measured by Time for road access to be restored year access to communities network to communities following a 1 in 10 climatic open within 24 hours, all consultant year climatic event. events in other roads within 72 2010/11 hours.
Preserve the pavement life of sealed roads.
Measure: Measured by 44.4km 45kms of roads sealed Reseal an average of 45km of sealed network (2008- over three year rolling roads per year over a three year consultant 2011) average. rolling average. Roading 109
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement Delivery of a roading network that addresses safety and amenity issues. Measure: Measured by the Traffic safety barriers are installed 100% network 100% of all roads. and maintained in effective condition (2010/11) consultant in accordance with NZ Standards. 100% regulatory/ Measure: Measured by the 100% permanent/ warning signs Damaged, missing or leaning signs network (2010/11) within 7 days. All other are remedied on District roads. consultant signs within 6 weeks. 85% within 5 days for Measure: Measured by the 83% >100 vehicle per day All reported potholes are repaired on network (2010/11) (vpd) roads and within 14 District roads. consultant days for <100 vpd roads. Measure: Measured by the 80% 100% of programmed All programmed new footpaths are network (2010/11) footpaths installed. installed. consultant Measure: Issues reported to the Council 95% of all reported issues Service request New regarding State Highways are are forwarded within one database measure forwarded to the New Zealand working day. Transport Agency.
Measure: Customer 2012/13: 55% Percentage of customers satisfied New satisfaction 2013-22: To be with the quality of roads in the District measure survey advised** (excluding state highways).
** Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan.
Possible impacts on Levels of Service
The 2012-22 Hauraki Long Term Plan aims to ensure the levels of service, which reflect community needs and expectations in regard to the service, are as concise as possible. Changing circumstances affecting Local Government may in some cases impact on these service levels in unforeseen ways.
Levels of Service Possible impacts on Level of Service
Provide access to the network of NZTA reviews the level of subsidy it pays each year. It has confirmed that the local roads base rate for the Council will decrease from 54% to 53% for the first three years of the Plan with further changes possible after that. The priority for subsidy funding of roading projects is determined by: - A formula for benefit/cost that is applied nationally. - Contribution to strategic objectives of the Land Transport Management Act, 2003. - Priorities within national, regional and local land transport plans. Considerations could include safety, congestion, sustainability, benefit/cost ratio, grouping of projects. Changes in contracts have the potential to change contract prices and consequently may affect the estimates for Capital Works. Individual communities fund a number of unsubsidised works. The level of funding committed by the communities determines the extent of works to be undertaken that have been signalled in this Plan. Preserve the pavement life of Seal extensions and new kerb and channel are significant discretionary sealed roads activities for the Council, and the Council may from time to time reconsider the amount allocated to this activity. The 2012-22 Hauraki Long Term Plan does not provide for any discretionary (non-subsidised) seal extensions or new kerb and channel for the first three years of the Plan. The annual reseal and road rehabilitation programmes are major cost 110 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Levels of Service Possible impacts on Level of Service
components of the total roading programme. Network performance information indicates that potential exists to reduce costs by tailoring the extent of these programmes while still preserving the pavement life and achieving good performance indicators. Investigation has shown that over 5% (64km) of the sealed roading network is under-width by more than 1.0 metre. Funding for this has not been allocated, and it is expected that road widening will take place in conjunction with road rehabilitation. However, if significant economic and cost implications exist, the Council may depart from the standard if the reasons are seen to be valid and are supported. There could be changes in the freight modes travelling on the District roads. This may affect the pavement life of sealed roads. Delivery of a roading network Through the Walking and Cycling Strategy and changing societal trends, there that addresses safety and could be greater community demand on the opportunities available in the amenity issues District for footpaths and for cycle lanes. Initiatives taking place at a regional level, or local community demand, may see changes in the public transport availability in the District. The Council will be undertaking a user satisfaction survey in 2012/13 to establish base lines for user satisfaction with the provision of Council services. The user satisfaction targets will be set in the 2013/14 Annual Plan based on the results of the survey. The method for the survey programmed is similar to previous surveys, however it will now target users of services rather than all residents and ratepayers.
Future Directions
The NZTA has signalled further changes to the Roading subsidy rates (Financial Assistance Rate or FAR). This review is proposed for the 2014/15 year. The rate or extent of change is not known at this stage.
The Council’s term contracts (typically five year duration) for Professional Services, Road Maintenance and Street lighting will be re-tendered within the first three years of the Plan. The prevailing market conditions will determine the effect that these contract renewals will have on the 2012-22 Hauraki Long Term Plan. Expenditure has been estimated based on current contract rates.
Climatic changes can create extreme events such as droughts and flooding which could require significant unforeseen expenditure.
Programmed actions for 2012-22
The Council has long-term maintenance, renewal and capital expenditure strategies in place for both subsidised and non-subsidised roading works, which are reviewed on a regular basis as part of the Roading asset management programme.
The Council is seeking opportunities for alliance/partnership with the NZTA and neighbouring local authorities to deliver roading services.
Land Transport Plans are required by the Land Transport Management Act, 2003. These are: National Land Transport Plan (which establishes the goals to be implemented) Regional Land Transport Plan District Land Transport Plan
These plans co-ordinate the involvement of all agencies involved in land transport.
The current focus is on the ‘safe system’ approach as outlined in the national Safer Journeys Strategy and the Waikato Regional Road Safety Strategy. Hauraki District Council is a member of the Waikato Regional Transport Committee responsible for developing this regional road safety policy.
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Capital Works Schedule – District-wide Funding of $34.24 million has been allocated for District-wide roading capital projects during the life of this Plan. This is predominantly to provide for the renewal and replacement of assets within the network that have reached the end of their useful lives.
Capital projects include: resurfacing chipseals pavement rehabilitation minor safety improvements street lighting bridge renewals associated improvements including drainage new footpaths.
The full list of capital works for the District can be found on page 22 in Volume Two of the Plan; the major capital works are listed below.
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000
Subsidised roading
Resurfacing Continuation of ongoing resurfacing 972 1043 9751041 9,173 programme. Area-wide pavement treatment To substitute pavement where it is more 541 521 689 3,714 economic than repairing minor defects.
Bridge repairs 136 141 146 1,185
Bridge renewals 168 - 212 1,361
Drainage renewals To address deteriorating sections of 163 166 170 1,422 drainage that may reduce the pavement life including kerbing and channelling.
Street lighting 66 68 71 597
Roading (associated) Improvements This category of works includes kerbing 108 104 138 743 and channelling, seal widening, signage and culverts. Preventative Maintenance Includes pro-active works on potential slip 100 103 36 284 sites. Minor improvements (including walking and cycling works) This category includes 322 272 392 3,142 intersection and sightline improvements.
Thin Asphaltic Surfacing - - - 986
Non-subsidised roading Non subsidised seal extensions and kerbing and channelling– extending - - - 1,916 seal on unsealed roads and new kerbing and channelling.
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Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000
Paeroa 6.7 3.0 3.3 78.4 Footpath replacement. Plains - - - 45.6 New footpaths. Plains 5 5.2 3.5 44.4 Footpath replacements. Plains 26.8 27.6 57.1 455.2 Other works. Waihi 62 - - 277.5 New footpaths. Waihi 30.5 35.1 3.6 165.3 Footpath replacements.
What are the costs of operating Roading?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 1,398 Pavement Maintenance 1,112 1,162 1,220 1,438 1,503 1,573 1,652 1,738 1,824 1,915 467 Amenity Maintenance 502 518 536 556 574 593 614 637 660 683 436 Professional Services 397 506 426 437 557 465 481 617 516 534 1,145 Other Subsidised 1,221 1,282 1,271 1,243 1,293 1,343 1,359 1,459 1,481 1,542 370 Administration 401 411 423 435 447 459 471 484 498 513 373 Non‐Subsidised Works 338 348 360 371 382 371 383 397 410 424 33 Public Transport 33 34 35 36 37 39 40 41 43 44 2,850 Depreciation 2,935 2,943 3,292 3,300 3,311 3,651 3,663 3,675 4,074 4,086 ‐ Interest 888 885 872 871 882 906 950 1,007 1,077 1,158 7,072 7,827 8,089 8,435 8,687 8,986 9,400 9,613 10,055 10,583 10,899
OPERATING REVENUE ‐ Fees and Charges 30 62 96 132 171 177 183 189 195 202 3,611 External Subsidies 3,144 3,188 3,422 3,334 3,589 3,907 4,057 4,242 4,272 4,540 473 Targeted Rates 454 460 496 513 527 566 593 610 655 677 1,924 General Rates 2,991 3,226 3,269 3,635 3,602 3,566 3,520 3,639 3,909 3,748 6,008 6,619 6,936 7,283 7,614 7,889 8,216 8,353 8,680 9,031 9,167
(1,064) OPERATING SURPLUS/(DEFICIT) (1,208) (1,153) (1,152) (1,073) (1,097) (1,184) (1,260) (1,375) (1,552) (1,732)
CAPITAL EXPENDITURE 13 Capacity Demand Increases ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,453 Level of Service Increases 535 477 669 892 966 1,064 967 975 984 1,048 2,236 Renewals 2,189 2,085 2,375 2,050 2,191 2,710 2,936 2,906 2,974 3,245 ‐ Other Capital Expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,702 2,724 2,562 3,044 2,942 3,157 3,774 3,903 3,881 3,958 4,293
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Funding Impact Statement for Roading
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 SOURCES OF OPERATING FUNDING General rates, uniform annual general charges, 1,924 rate penalties 2,991 3,226 3,269 3,635 3,602 3,566 3,520 3,639 3,909 3,748 Targeted rates (other than a targeted rate for 473 water supply) 454 460 496 513 527 566 593 610 655 677 2,027 Subsidies and grants for operating purposes 1,778 1,906 1,889 2,003 2,138 2,172 2,239 2,429 2,436 2,542
‐ Fees, charges, and targeted rates for water supply ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal charges and overheads recovered ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Local Authorities fuel tax, fines, infringement ‐ fees, and other receipts ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,424 Total Operating Funding (A) 5,223 5,592 5,654 6,151 6,267 6,304 6,352 6,678 7,000 6,967
APPLICATIONS OF OPERATING FUNDING 3,805 Payments to staff and suppliers 3,556 3,803 3,799 4,032 4,294 4,330 4,475 4,833 4,876 5,084 ‐ Finance Costs 216 241 260 260 234 184 122 43 ‐ ‐ 417 Internal charges and overheads applied 1,120 1,102 1,085 1,096 1,147 1,235 1,353 1,504 1,633 1,729 ‐ Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,222 Total Applications of Operating Funding (B) 4,892 5,146 5,144 5,388 5,675 5,749 5,950 6,380 6,509 6,813
202 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 331 446 510 763 592 555 402 298 491 154
SOURCES OF CAPITAL FUNDING 1,584 Subsidies and grants for capital expenditure 1,366 1,282 1,534 1,332 1,451 1,735 1,818 1,813 1,836 1,998 ‐ Development and financial contributions 30 62 96 132 171 177 183 189 195 202 1,198 Increase (decrease) in debt 420 321 ‐ (436) (840) (1,024) (1,331) (1,202) (1,663) (2,714) ‐ Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,782 Total Sources of Capital Funding (C) 1,816 1,665 1,630 1,028 782 888 670 800 368 (514)
APPLICATIONS OF CAPITAL FUNDING Capital Expenditure 13 ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,453 ‐ to improve the level of service 535 477 669 892 966 1,064 967 975 984 1,048 2,236 ‐ to replace existing assets 2,189 2,085 2,375 2,050 2,191 2,710 2,936 2,906 2,974 3,245 (718) Increase (decrease) in reserves (577) (451) (904) (1,151) (1,783) (2,331) (2,831) (2,783) (3,099) (4,653) ‐ Increase (decrease) of investments ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,984 Total Applications of Capital Funding (D) 2,147 2,111 2,140 1,791 1,374 1,443 1,072 1,098 859 (360)
(202) SURPLUS (DEFICIT) OF CAPITAL FUNDING (C ‐ D) (331) (446) (510) (763) (592) (555) (402) (298) (491) (154)
‐ FUNDING BALANCE ((A ‐ B) + (C ‐ D)) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reconciliation of Cost of Service Statement to Funding Impact Statement
(1,064) OPERATING SURPLUS/(DEFICIT) (1,208) (1,153) (1,152) (1,073) (1,097) (1,184) (1,260) (1,375) (1,552) (1,732)
2,850 Depreciation 2,935 2,943 3,292 3,300 3,311 3,651 3,663 3,675 4,074 4,086 (1,584) Subsidies and grants for capital expenditure (1,366) (1,282) (1,534) (1,332) (1,451) (1,735) (1,818) (1,813) (1,836) (1,998) ‐ Development and financial contributions (30) (62) (96) (132) (171) (177) (183) (189) (195) (202)
202 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 331 446 510 763 592 555 402 298 491 154
The funding impact statement is required under the Local Government Act 2002 Schedule and conforms to clause 5 of the Local Government (Financial Reporting) Regulations 2011. They cover the 10-year period from 2012/2013 to 2021/2022 and outline the Council’s sources of funding and its Plan to apply them. Generally accepted accounting practice does not apply to the preparation of the funding impact statements as stated in section 111(2) of the Local Government Act. The key divergences from generally accepted accounting practice are the non inclusion of depreciation and the inclusion of internal charges.
114 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Water Supply
What is Water Supply and why is the Council involved?
The Water Supply activity involves the provision of domestic and agricultural water to the Hauraki Communities. Water supply is a core service of the Council and a sound water supply is a prerequisite to public health and safety and economic well being. The Council also aims to maintain sufficient supply in urban areas to meet fire fighting requirements.
To achieve this the Council owns and operates eight reticulated water supply networks that service the main urban communities of Paeroa, Waihi and Ngatea, the smaller communities of Karangahake, Mackaytown, Waikino, Kerepehi, Waitakaruru and Turua, and the rural areas of the Hauraki Plains, Kaimanawa (rural area servicing Hikutaia/Maratoto area), and Ohinemuri (Paeroa rural).
Fresh water is essential for people and animals. The Council provides sufficient quantities of treated fresh water for public health amenity, to reduce the risk of water borne diseases and to provide an adequate water supply for livestock farming. The Council undertakes this activity to meet the community expectation that safe water will be provided, as well as to meet statutory obligations.
The water supply service is provided on a user pays basis which is normally achieved through user charges, general rates and targeted rates.
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How does the Council provide Water Supply?
The water supply assets are grouped in networks which serve specific areas of the District. The Council provides the infrastructure for the delivery of water and manages and monitors the maintenance, renewal, replacement and expansion programmes.
The Council is involved in all aspects of water supply within the District. Water sources for the various supply networks are established and consented. Water treatment plants are owned and operated to process the water to the standards required by the Ministry of Health. Pipe networks are managed and maintained to deliver water to consumers. The Council provides a rural supply to the Hauraki Plains, where groundwater quality is poor and surface water is insufficient to support the rural communities and livestock.
The Council’s capital works programme aims to ensure that water supplies are in a position to meet demand which arises as a result of growth and other factors. This planning includes the need to obtain consents and other approvals.
Legislation requires the Council to identify where treated water supplies are required, and to either provide the supplies directly or maintain an overview of supplies which may be provided by others.
Water Source The Council has resource consents from the Waikato Regional Council to collect water from twelve streams and rivers. The major abstraction points and consented volumes are: Waitawheta River (7,000 m³/day) Waihou River (15,000 m³/day) Waitakaruru River (6,000 m³/day) Walmsley Stream (3,500 m³/day)
Water treatment Water is treated in ten water treatment plants and reticulated to eight public water supply systems throughout the Hauraki District.
Water storage and distribution The eight water supply systems in the Hauraki District provide a treated supply of water to 7,500 properties. Approximately 587 kilometres of main pipelines transport water to these connections across the network. More than 8,000 consumer water meters are installed across all the water supply systems.
The quality of water supplied varies throughout the District depending on the water source, scheme design and level of treatment.
In Waihi, Waikino, Paeroa, Karangahake and Mackaytown water supply is ‘on-demand’, meaning that users can expect water to be continuously available at a reasonable pressure.
In the Plains, Ohinemuri and Kaimanawa areas water supply is not ‘on demand’. The Council undertakes to provide for water requirements over 24 hours, and users are required to provide on-site storage to cover daily periods of high demand.
The Plains water supply exemplifies the diverse nature of the water supply systems throughout the Hauraki District. This system covers an area of 33,000 hectares and is used primarily for stock watering and dairy shed use, as well as serving a population of approximately 4,500 people in the townships of Ngatea, Waitakaruru, Kerepehi, Turua and the rural Plains area. The pipe system is pressurised by pumping from stations at Kerepehi and Waitakaruru.
If dairying intensifies significantly on the Plains, additional water sources and treatment capacity are likely to be required. Water is taken from five separate sources and treated at three treatment plants. The scheme was originally designed to provide each farm with 225 litres per hectare per day into consumers’ on-site storage over a 24 hour period. This design approach was aimed at affordability. An ‘on demand’ 116 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
supply of this scale would require pipes, pumps and treatment plants significantly larger than those currently in use. The current system is sized to provide 450 litres per hectare per day.
Outside of the public water supply systems, approximately 2,700 people in the District obtain their water supply from their own rainwater tanks, private bores, or a small number of minor piped networks at various schools and industries that serve more than single premises.
Legally, the Council is required to act: When potential health risks from water supplies (whether private or public) are identified. To ensure that all inhabited buildings have safe and adequate water supplies. To ensure that fire hydrants are installed in gazetted urban fire districts.
The Council must monitor and maintain the ongoing sufficiency, effectiveness and efficiency of the water supply systems.
In November 2010 the Kaiaua area was incorporated into the Hauraki District (from the former Franklin District Council) when the Auckland City Councils were amalgamated. There were no water supply systems transferred to Hauraki District Council. All current water supply systems in the Kaiaua area are privately owned and operated.
How does the Water Supply activity promote sustainability?
The focus of the Water Supply activity is the sustainable provision of water to ensure on-going social and economic well-being for future generations of the Hauraki community. It also endeavours to support sustainable principles by mitigating adverse effects from this activity, and promoting a balanced set of well-beings including consideration of environmental, social, cultural and economic benefits in decision making processes. Some ways in which the Council acts sustainably in delivering this activity are: Education to residents and ratepayers about sustainability and how the Council can help protect the resources of the District. Compliance with resource consents issued and monitored by the Waikato Regional Council which limit the volumes of water taken to sustainable levels. This in turn ensures that there is sufficient water in the rivers to sustain river life and ecosystems. Maintaining sufficient and healthy water, which is essential for sustainable social well-being and quality of life. Water for households and farms is also a key requirement for sustainable economic well-being, which is largely dependent on farming in the Hauraki District. Promotion of sustainable use of water by measuring the water supplied to each user, and restricting use during particular periods. Users are able to monitor their own consumption and are charged for the volume metered, providing an incentive to reduce unnecessary use of water. The Council’s Water Management Plans provide for restricted water use throughout the District during drought conditions. By limiting water consumption to only essential water uses at these times the Council acts in a sustainably accountable way. Pressure control is an additional means available to reduce water usage.
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Sustainability Tuner for Water Supply
Water Supply - Well-being Dimension Scale Economic Environmental Social Cultural 5 What does this mean? 4 The impact of the Water Supply Group of Activities on 3 the four aspects of community well-being is generally positive, providing useful infrastructure to contribute to a 2 healthy and productive community. Negative effects 1 associated with this group include the cost to provide 0 and operate these services, and effects on the environment if natural resources are over-utilised. -1 -2 For a further explanation of the criteria and how to use -3 the sustainability tuner please see Appendix 7. -4 -5
External issues that affect Water Supply
Capital and renewal works for the Water Supply activity can be influenced by factors outside the control of the Council. These factors include obtaining resource consents, tender prices, weather conditions, natural disasters, climate change, changes in community expectations and legislative requirements. Capital Works programmes show specific years for undertaking the work, but actual timing may vary as a result of any of the above factors.
Asset Valuations and Depreciation The Council re-values its assets every three years to assess total network values and to recalculate depreciation based on those new values. Depreciation - the wearing out of the asset - is an operating expense which is required to be funded.
Significant changes in asset valuations are usually driven by: New assets added to the valuation, being new work in the last financial year, or assets not previously identified, valued or included. Cost increases in replacing assets over the three years between re-valuations.
The annual depreciation amount for water has decreased by 21.5% compared to the 2011/12 budgets, predominantly from delays in the Kerepehi Water Treatment Plant capital project, which was not constructed in 2011/12 as originally planned. There is also an effect from updating the previously expected reticulation asset lives that were updated from the previous valuation as a result of better knowledge of condition and performance factors.
The depreciation amount has an impact on the total operating expenditure for Water Supply as depreciation is an operating cost. The Council is required to fully fund its operating costs so these changes in depreciation have an impact on the operating funding levels.
Key legislative drivers and guidelines
Local Government Act, 2002 Water Supplies Protection Regulations, 1961 Health Act, 1956 Health (Drinking Water) Amendment Act, 2007 Drinking Water Standards New Zealand, 2005 (revised in 2008) New Zealand Fire Service Code of Practice for Fire Fighting - Water Supplies
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Relevant Current Policies, Plans and Strategies
The Water Supply activity works within the framework of other Council plans, policies and strategies. These are described below.
Type of Plan Description and Objectives
Water Supply Asset To ensure sound planning is in place for the Council’s core assets, Asset Management Plan Management Plans are prepared. A full review of the Water Supply Asset Management Plan was carried out in preparation for this 2012-22 Hauraki Long Term Plan.
The Water Supply Asset Management Plan details the systems in place for managing, monitoring and reporting on the performance of water supply assets. The plan itemises and categorises assets and details the maintenance, renewal and capital expenditure programs over a 10 year period. It also identifies levels of service and the supporting asset performance measurement issues, and defines areas where further information is required. It addresses the lifecycle of the asset, the demands on the asset, the risks to the asset and how these risks will be mitigated. The Plan is reviewed on an on-going basis to ensure that a sustainable development approach is taken, and that planning is as fully integrated as possible. Water Supply Strategy The Council has an overriding strategy to consolidate the District’s water supplies into four major areas, each serviced by a water treatment plant that is fully compliant with Drinking Water Standards for New Zealand. This strategy is aimed at delivering operation efficiencies, reducing costs overall and ensuring compliance with the RMA. Operative District Plan and Provides a framework for the sustainable management of the natural and Proposed District Plan physical environment, and assists the Council to carry out its functions in order to achieve the purpose of the Resource Management Act, 1991. Operative Regional Policy The Waikato Regional Council Plan and Policy Statements, developed under the Statement, Proposed Regional Resource Management Act, 1991, detail how local authorities in the Region must Policy Statement and address regional responsibilities under that Act. Takes of water, and discharges Operative Regional Plan of water, wastewater, solid waste, stormwater and land drainage to water and/or air all require resource consents under the provisions of the Regional Plan (at the scale carried out by the Council). Hauraki District Council Provides laws applicable only to Hauraki District that in general: protect the Consolidated Bylaw public from nuisance; protect, promote and maintain public health and safety; and minimise the potential for offensive behaviour in public places. Water and Sanitary Services Consists of an assessment of the Council’s water supply, wastewater services, Assessment stormwater, drainage, cemeteries, crematoria, public toilets and waste disposal. Section 125 of the Local Government Act, 2002, states there is a need to assess these services as they are vital to health and welfare. Development Contributions This policy makes provision for the Council to collect contributions for Policy development deemed to cause increased demand on Council infrastructure and community facilities. Payment of development contributions by those causing the demand is considered a fair and equitable way of dealing with the requirement for infrastructure and facilities of increased capacity.
Demand Management
Potential demand effects on the Water Supply activity are predominantly based on the ‘General Assumptions’ (volume 1) and ‘Financial Assumptions’ (volume 2) contained in this Plan.
The current networks have sufficient capacity to meet the population growth forecast in the General Assumptions section.
Potential additional demand on the Water Supply activity may arise from climate change through longer dry periods and droughts, and increasing demand for water while source waters are low. Resource consents for water takes granted in the past two years for Kerepehi and Waitakaruru, the resource Water Supply 119
consent at Paeroa, and the resource consent being sought for the Waihi alternative source will provide additional protection against such demand.
Provision of stock and process water to dairy farms is a major demand, significantly affected by animal stocking rates. Dairy farms in the Hauraki District already operate amongst the higher stocking rates in New Zealand; significant increases beyond the capacity of the water asset are not anticipated during the term of this Plan. Demand may arise, however, from areas outside of those currently served as water quality standards within the industry increase. Whilst small additional areas can be fed from the current network, significant increases would require network upgrades.
The water supply level of service to the rural area of the Plains, as agreed with users of the Plains supply, is currently to deliver the daily requirement of water over any given 24 hour period. Many properties connected to this supply have on-site water storage to ensure continuous water availability to households and stock. Demand for a higher level of service may occur over the life of this Plan. The Council will then need to assess the benefits of a higher level of service against cost. A computer model of the network (currently under development) and calibration will assist such an assessment.
The Council’s water supply capital works programme for 2012-22 is aimed at meeting legislative requirements and standards for water quality - addressing security of supply issues and providing additional capacity.
Capital provision made for upgrades of the large water treatment works at Waihi and Paeroa is to address water quality requirements as well as security of supply and capacity issues. Additional capacity at the Waihi plant will meet the demand that is currently being supplied from the unsustainable water take at Waikino. The capacity increase at the Paeroa plant is intended to supply the current small takes that feed Mackaytown, Karangahake and the Ohinemuri rural scheme. Capital provision is also made for the upgrading and replacement programme for main water supply pipelines needed to connect the larger treatment plants with the areas presently served by the small water takes, as well as replacement of mains to meet serviceability and security of supply requirements.
Development of raw water storage at Waitakaruru is provided for to secure the raw water supply in compliance with consented take limits. The raw water storage will draw from a recently consented new take location on the Waitakaruru River.
Development of treated water storage is provided for at Kaimanawa, Kerepehi, Karangahake, Mackaytown, Waikino and Waitakaruru to improve the security of supply of treated water by providing a buffer against the risk of plant breakdown.
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What are the significant positive and negative effects?
Where possible, the Council is already addressing the negative effects associated with the provision of water services. The column showing how the Council remedies the negative effects includes the current methods the Council is using, and does not list all of the options available to the Council.
How do we remedy these negative Positive Negative effects?
Provides a basis for health, Cost of compliance with Mitigation of issues on a case by comfort and safety and standards. case basis. contributes to the proper Major expenditure required to Compliance with resource functioning of communities. maintain infrastructure. consents granted by the Better control over water Potential conflicts between use Waikato Regional Council. extraction. of the resource and cultural Investigation of alternative Rivers are now cleaner. values. sources e.g. groundwater. All consumers are metered and Finite supply of water available Planning of a demand as a result consumption is to take. management strategy to monitored and in many cases Expectations regarding free minimise use. reduced by users. water. Leak reduction and waste Systems installed underground reduction measures in place. for public safety and visual enhancement. Assists operation of local industry. Generally affordable for the community.
Effect on well-being
The Water Supply activity aims to provide for the sustainable supply of safe, clean water as needed by the community for a good quality of life and physical and mental well-being, and as needed by businesses to enable them to continue operating and to generate employment.
Collaborative Projects
Education campaigns The Council currently works with Matamata-Piako and Thames-Coromandel District Councils and the Waikato Regional Council on water conservation initiatives. The Councils operate a community education venture to raise the level of awareness of the impacts of water use on the environment and on infrastructural services. The Smart Water Use campaign is an example which is advertised each summer through newspapers, websites and radio advertising.
The Council provides funding to both the Enviroschools and Zero Waste Education programmes in the District’s primary schools. These programmes address sustainable use of water.
Consultative Committee for Water and Waste The Council has a Standing Committee in place called the Consultative Committee for Water and Waste. This Committee was established to enable special interest groups to be informed of and contribute to important water and waste issues. This advisory Committee provides recommendations to the Council made in conjunction with a number of participating community and stakeholder groups such as Federated Farmers, local Iwi and the Forest and Bird Society.
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Levels of Service and how the Council will measure them
The Levels of Service for water supply have been developed taking into consideration community expectations, legislative requirements, sustainable environmental and health outcomes, and affordability. An Asset Management Plan is in place for the management of water supply assets. Part 5 of the Hauraki Consolidated Bylaw regulates for the protection of the water supply and the conditions of supply of water by the Council, and sets out standards for connection to the water supply system.
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement Water supply services are affordable. Measure: Customers are satisfied with the 2012/13: 55% Customer cost of water supplied by the New measure 2013-22: To be satisfaction survey Council. advised**
Information on water supply services is available. Measure: The following information relating to the HDC water supply is available on the Council’s website: HDC Water Supply current resource consents Asset Management relating to water Plan NZ Drinking Water Standards New measure Current and available and links to water supply www.drinkingwater. compliance information org.nz the Water Supply Asset Management Plan executive summary.
Water supply is adequate for fire fighting purposes. Measure: Percentage of residential properties within a gazetted urban Mapping done via 95%* >95% fire district that have a fire hydrant GIS software within the recommended distance.
Water from public water supplies is safe to drink.
Measure: Investigations by Number of notifiable illnesses the Health attributable to any Council supply Department into meeting NZ Drinking Water cases of notifiable 0 0 Standards (NZDWS). illnesses do not
identify any Council supply, that meets NZDWS’s, as the source of infection. Measure: Customers are satisfied with the 2012/13: >60% Customer 53% water quality from HDC networks. 2013-22: To be satisfaction survey (2010/11) advised**
Measure: Kerepehi: 2012/13 Progress is made to achieve the Capital works Paeroa: 2014/15 appropriate requirements of the completion report to New measure Waihi: 2013/14 NZDWS in each water supply Council. Waitakaruru: area. 2012/13 122 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement Measure: Compliance with NZDWS is demonstrated in regular reporting Utility Manager’s New Full compliance at to Council. report to Council. measure. upgraded works.
A reliable water supply is provided. Measure: The number of ‘no water’ incidents Service Monitoring 297 <260 within Council’s control affecting Records (2010/11) more than one property. Water resources are used efficiently and sustainably. Measure: The Council complies with the following resource consent Resource Consent New measure 100% conditions for all supplies: reporting Residual flow requirements Maximum take. *This is a new measure however the baseline has been calculated based on existing records. **Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan.
Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan, considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of Local Government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Levels of Service Possible impacts on Level of Service
Water supply services are The cost of water supply, as indicated by Business and Economic Research affordable Limited (BERL), shows a rate of increase greater than increases in the general cost of living. Chemical and energy costs are increasing faster than the general cost of living. These factors may impact on the ability of the Council to provide water affordably to the community.
Council will be undertaking a user satisfaction survey in 2012/13 to establish base lines for user satisfaction with the provision of Council services. The user satisfaction targets will be set in the 2013/14 Annual Plan based on the results of the survey. The method for the survey programmed is similar to previous surveys, however it will now target users of services rather than all residents and ratepayers. Information on water supply Knowledge of underground assets is primarily gained as a result of recording the services is available failure rate and tying this to physical examination of pipes when opportunities arise.
The Council has in recent years improved the method of capturing failure history to ensure a complete record is obtained, however to complete the picture, a longer period of failure records is required.
There is a possibility that this incomplete record may be indicating that the overall network condition appears better than it actually is. Water supply is adequate for fire Large sections of the network depend on pumping for pressurisation and so are fighting purposes vulnerable to power outages which may impact the provision of this service. Water from public water supplies The capital works programme for the Water Supply activity provides for is safe to drink upgrading of all water supply plants to meet the requirements of the revised standards, with most of the work provided for in the life of this Plan.
The Local Government Act, 2002 requires that a review of the Water and Water Supply 123
Levels of Service Possible impacts on Level of Service
Sanitary Services Assessment shall be carried out ’from time to time‘. This was first carried out in 2005.
The next Water and Sanitary Services Assessment review is expected to take place prior to the 2015-25 Hauraki Long Term Plan. Depending on the outcome of this review there may be a need to consider the provision of some water and sanitary services that are not currently provided.
The Council will be undertaking a user satisfaction survey in 2012/13 to establish base lines for user satisfaction with the provision of Council services. The user satisfaction targets will be set in the 2013/14 Annual Plan based on the results of the survey. The method for the survey programmed is similar to previous surveys, however it will now target users of services rather than all residents and ratepayers. A reliable water supply is Provision for storage of treated water is programmed to improve the reliability of provided supply and to provide buffer storage during times of plant unavailability.
The long-term strategy for smaller supplies is to provide for their requirements from higher quality supplies from larger water treatment plants with higher capacity water sources. Ohinemuri, Karangahake and Mackaytown will be served by the Paeroa Water Treatment Plant and the Waikino Township will be linked to the Waihi supply.
Improvements to water supply services to meet more stringent new standards are programmed and provided for. Actual timing of the expenditure may vary from the programme to take account of statutory time requirements. The short term renewal of some resource consents may be necessary to achieve capital expenditure timing benefits.
Intensified farming practices and farm amalgamations may raise the future demand for water throughout the District. Dairy farmers are required to meet the Ministry of Agriculture and Fisheries D106 standard for Dairy Farm Shed Water Supplies, which gives rise to a requirement for the Council to maintain a D grade supply or better.
Non-serviced communities may demand water supplies or there may be a demand to extend some existing water supplies. The Council would need to investigate options for efficiency and viability.
Restrictions on water use have been applied for consumers served by the Waihi and Waikino supplies during the summer, when demand exceeds the consented raw water available. These restrictions may need application again in the future, particularly if summer droughts become more frequent in the District.
As with all legislation there is the possibility that the Drinking Water Standards could change. If this is the case, the Council would be required to make changes to its water supplies. Water resources are used Public education is undertaken periodically to raise awareness of the need to efficiently and sustainably conserve water. A conservative approach is applied to the use of water restrictions to minimise the risk of exceeding consented water takes.
Future Directions
Water and Sanitary Services Assessment The first Water and Sanitary Services Assessment was carried out in 2005. The Local Government Act, 2002 requires that a review shall be carried out “from time to time”. The next Water and Sanitary Services Assessment review is expected to take place prior to the development of the 2015-25 Hauraki Long Term Plan.
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Programmed actions for 2012-22
Water Charging Strategy In developing this Plan the Council gave consideration to a number of options it had identified for charging for the use of water. Council supplies water for residential, commercial, industrial and farming uses with the biggest usage category being the farming sector.
The Council produces approximately 4.5 million cubic metres of water each year of which only 600,000 cubic metres (13%) is for residential uses and the majority of the remainder is for farming uses.
Fixed costs however represent 60% of all costs of water supplies; that is these costs would remain regardless of how much water was consumed. This has resulted in an inequitable charging regime in that the cost of water for domestic users is being subsidised to a significant degree by commercial, industrial and farming users.
Therefore as part of developing the Draft 2012-22 Hauraki Long Term Plan the Council decided to move towards a more equitable charging regime over a period of time to ensure the levels of subsidisation were reduced. The Council developed a Draft Water Charging Strategy that contained background information, tariff and pricing objectives, four options available to Council for charging for water (which are listed in the table below), and a financial analysis of the four options.
The Council indicated which option was its preferred option and sought feedback from the community on the Draft Water Charging Strategy and which option they preferred.
Option One: Uniform Charge of $100 and blocks as follows (Council’s preferred option): Block One: starting from $1.62 per cubic metre in year one up to $3.20 per cubic metre in year ten. Block Two: starting from $1.36 per cubic metre in year one up to $2.40 per cubic metre in year ten. Block Three: starting from $1.23 per cubic metre in year one up to $1.60 per cubic metre in year ten.
Option Two: Uniform Charge of $150 and blocks as follows: Block One: starting from $1.59 per cubic metre in year one up to $3.00 per cubic metre in year ten. Block Two: from $1.35 per cubic metre in year one up to $2.25 per cubic metre in year ten. Block Three: from $1.26 per cubic metre in year one up to $1.50 per cubic metre in year ten.
Option Three: $100 fixed charge and uniform tariff $2.04 per cubic metre within ten years
Option Four: $150 fixed charge and uniform tariff $1.95 per cubic metre within ten years
Of the feedback the Council received, 24 submitters indicated their preferred option of those listed above. Eight submitters selected Option One as their preferred water charging option; two submitters selected Option Two; 12 submitters selected Option Three; and two selected Option Four. The Council also received comments relating to the proposed changes to the way water is charged.
The Council considered the feedback it received on the preferred options as well as the additional feedback provide by submitters in relation to the Draft Water Charging Strategy and resolved to adopt Option One, being the Uniform Charge of $100 and three stepped blocks per cubic metre water consumption charge. The charging blocks are made up as follows: Block One: 0 to 200 cubic metres (the average residential consumption), Block Two: 200 to 400 cubic metres, and Block Three: 400+ cubic metres.
This charging methodology has now been included in Council’s Rating Policy which can be found in Volume Two of the Plan under the heading ‘Funding Statements’.
Capital Works Schedule – District-wide $28.28 million of funding has been allocated for District wide water capital projects during the life of this Plan. This is predominantly to upgrade existing networks and to provide for the replacement of assets on the networks that have reached the end of their useful lives.
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Capital projects include: Treatment Plant upgrades Rationalisation of supplies Additional raw and treated water storage Alternative supplies for raw water Meter renewals Mains renewals Pump station renewals
See ‘key capital works projects’ on page 51 for an explanation of key water supply issues relating to water capital projects and the drivers for these including drinking water quality standards, and their impact on the Hauraki District water assets.
Following the hearing of submissions the Council resolved that each major item of capital expenditure contained in the 2012-22 Hauraki Long Term Plan will be reviewed by the Council prior to its final planning and commencement to ensure that it remains appropriate, cost effective and will meet the needs and interests of the community.
The full list of capital works for the District can be found on page 22 in Volume Two of the Plan and the major water supply capital works are listed below.
The timing of the Water Supply capital works programme as detailed below is dependent on a number of possible factors that could see some projects either bought forward or delayed. These factors include: The possible availability of subsidies from the Ministry of Health for smaller water supplies. Should the Council be successful in obtaining further subsidies, the timing for the construction of the subsidised projects will be dependent on the contract entered into with the Ministry. The time needed for project design and tendering. The ability of the construction sector to tender for the works with the priority being given to Christchurch reconstruction. The Government may extend the time available to local authorities to upgrade their supplies to meet the New Zealand Drinking Water Standards.
Should the timing of any project be altered this change will be signalled in subsequent Annual Plans or Hauraki Long Term Plans.
Community Programmed Project $ (million) Description Outcome Year Completion of the upgrade project for the Kerepehi Treatment 2012/13 2.3 Kerepehi Water Treatment Plant which is Plant Upgrade currently a work in progress. Provision of a connection across the Waihou River and the upsizing of the water main of the flat portion of the Kaimanawa scheme. Provision of a pump Connecting the station and storage reservoir to feed to Kaimanawa supply to 2016/17 1.78 the higher areas. the Plains supply
Note: Kaimanawa is the rural north- eastern area of the District that services Hikutaia/Maratoto areas. Connection of Investigations will determine the best Karangahake and option as recent technological advances Mackaytown supplies to 2016/17 1.83 may make it viable to treat and store Paeroa supply (or other water locally, instead of connecting to identified option) Paeroa. Upgrading of the water treatment plant to Upgrade Paeroa water comply with New Zealand Drinking Water treatment plant to 2012/13 4.25 Standards for and to be able to treat drinking water standards 2014/15 sufficient water to feed the Ohinemuri, and to feed larger area Karangahake and Mackaytown areas.
Additional treated water An additional 6Ml (megalitre) of treated 2014/15 1.32 storage at Waitakaruru water storage. This will provide additional 126 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Community Programmed Project $ (million) Description Outcome Year reserve capacity in the event of unplanned outages, mains failures and unexpected events. Some minor upgrade works are required Treatment upgrade at to meet New Zealand Drinking Water 2012/13 0.85 Waitakaruru Standards. The treatment improvements relate to UV and automation.
Raw water storage and Provision for raw water storage at Tetley’s 2012/13 2.73 pipeline Waitakaruru Quarry. Provision of an additional 6Ml of treated water storage. This will provide additional Additional treated water 2015/16 1.27 reserve capacity in the event of storage for Kerepehi unplanned outages, mains failures and unexpected events.
Waihi treatment plant 2012/13 Works required to comply with Drinking 2.37 upgrade 2013/14 Water Standards. Provision of additional water from a Waihi additional water 2012/13 3.24 sustainable source during low flow source 2013/14 periods (e.g. during summer).
Waikino connect to Run a treated water line and storage 2015/16 1.01 Waihi reservoir.
What is the cost of operating the Water Supply Group?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 1,143 Treatment 1,329 1,336 1,405 1,405 1,521 1,518 1,639 1,642 1,785 1,794 499 Reticulation 499 518 536 556 577 597 618 642 668 696 279 Intakes and Headworks 311 475 424 618 468 490 515 539 568 596 112 Fixed Costs 117 120 124 128 133 137 142 147 152 157 525 Overheads 743 763 783 805 827 850 871 896 922 949 1 Pumpstations 7 7 37 39 44 46 47 49 52 54 162 Major Maintenance 104 232 104 51 97 102 179 71 116 74 185 Other 325 306 453 342 385 360 351 339 305 318 2,161 Depreciation 1,628 1,753 2,214 2,205 2,171 2,435 2,436 2,436 2,744 2,744 1,520 Interest 484 1,009 1,372 1,335 1,388 1,512 1,393 1,270 1,112 960 6,587 5,547 6,519 7,452 7,484 7,611 8,047 8,191 8,031 8,424 8,342
OPERATING REVENUE ‐ Fees and Charges 30 62 96 132 171 177 183 189 195 202 ‐ External Subsidies ‐ ‐ 1,378 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,714 Targeted Rates 5,828 6,178 6,549 6,942 7,358 7,652 7,958 8,277 8,608 8,952 ‐ General Rates ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,714 5,858 6,240 8,023 7,074 7,529 7,829 8,141 8,466 8,803 9,154
(873) OPERATING SURPLUS/(DEFICIT) 311 (279) 571 (410) (82) (218) (50) 435 379 812
CAPITAL EXPENDITURE 10,800 Capacity Demand Increases 2,300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,569 Level of Service Increases 7,093 6,316 1,407 2,282 3,724 ‐ ‐ ‐ ‐ ‐ 358 Renewals 614 745 810 327 268 398 484 437 784 287 ‐ Other Capital Expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 14,727 10,007 7,061 2,217 2,609 3,992 398 484 437 784 287
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Funding Impact Statement for Water Supply
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 SOURCES OF OPERATING FUNDING General rates, uniform annual general charges, ‐ rate penalties ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted rates (other than a targeted rate for 627 water supply) 696 737 782 829 878 913 950 988 1,027 1,069 ‐ Subsidies and grants for operating purposes ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
5,087 Fees, charges, and targeted rates for water supply 5,133 5,441 5,767 6,113 6,480 6,739 7,009 7,289 7,580 7,884 ‐ Internal charges and overheads recovered ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Local Authorities fuel tax, fines, infringement ‐ fees, and other receipts ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,714 Total Operating Funding (A) 5,829 6,178 6,549 6,942 7,358 7,652 7,959 8,277 8,607 8,953
APPLICATIONS OF OPERATING FUNDING 2,365 Payments to staff and suppliers 2,691 2,995 3,083 3,139 3,226 3,251 3,492 3,429 3,646 3,689 91 Finance Costs 447 892 1,135 1,104 1,154 1,263 1,158 1,048 899 765 1,970 Internal charges and overheads applied 782 879 1,020 1,036 1,060 1,098 1,106 1,118 1,134 1,145 ‐ Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,426 Total Applications of Operating Funding (B) 3,920 4,766 5,238 5,279 5,440 5,612 5,756 5,595 5,679 5,599
1,288 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 1,909 1,412 1,311 1,663 1,918 2,040 2,203 2,682 2,928 3,354
SOURCES OF CAPITAL FUNDING ‐ Subsidies and grants for capital expenditure ‐ ‐ 1,378 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions 30 62 96 132 171 177 183 189 195 202 11,744 Increase (decrease) in debt 7,369 4,244 (568) 814 1,903 (1,819) (1,902) (2,434) (2,339) (3,269) ‐ Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 11,744 Total Sources of Capital Funding (C) 7,399 4,306 906 946 2,074 (1,642) (1,719) (2,245) (2,144) (3,067)
APPLICATIONS OF CAPITAL FUNDING Capital Expenditure 10,800 ‐ to meet additional demand 2,300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,569 ‐ to improve the level of service 7,093 6,316 1,407 2,282 3,724 ‐ ‐ ‐ ‐ ‐ 358 ‐ to replace existing assets 614 745 810 327 268 398 484 437 784 287 (1,695) Increase (decrease) in reserves (699) (1,343) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase (decrease) of investments ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 13,032 Total Applications of Capital Funding (D) 9,308 5,718 2,217 2,609 3,992 398 484 437 784 287
(1,288) SURPLUS (DEFICIT) OF CAPITAL FUNDING (C ‐ D) (1,909) (1,412) (1,311) (1,663) (1,918) (2,040) (2,203) (2,682) (2,928) (3,354)
‐ FUNDING BALANCE ((A ‐ B) + (C ‐ D)) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reconciliation of Cost of Service Statement to Funding Impact Statement
(873) OPERATING SURPLUS/(DEFICIT) 311 (279) 571 (410) (82) (218) (50) 435 379 812
2,161 Depreciation 1,628 1,753 2,214 2,205 2,171 2,435 2,436 2,436 2,744 2,744 ‐ Subsidies and grants for capital expenditure ‐ ‐ (1,378) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions (30) (62) (96) (132) (171) (177) (183) (189) (195) (202)
1,288 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 1,909 1,412 1,311 1,663 1,918 2,040 2,203 2,682 2,928 3,354
The funding impact statement is required under the Local Government Act 2002 Schedule and conforms to clause 5 of the Local Government (Financial Reporting) Regulations 2011. They cover the 10-year period from 2012/2013 to 2021/2022 and outline the Council’s sources of funding and its Plan to apply them. Generally accepted accounting practice does not apply to the preparation of the funding impact statements as stated in section 111(2) of the Local Government Act. The key divergences from generally accepted accounting practice are the non inclusion of depreciation and the inclusion of internal charges.
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Wastewater
What is the Wastewater service and why is the Council involved?
The Wastewater service is a core service of the Council and involves the collection, treatment and disposal of wastewater.
The Council provides and operates piped sewer networks and treatment plants for seven urban areas. It ensures that collection, treatment and disposal of wastewater complies with the Public Health Standards and specific resource consent conditions, particularly those requiring the minimising of adverse effects on the receiving environment.
The key reasons for providing a service for treatment and disposal of wastewater are; to protect public health, to mitigate the risks of pollution and disease associated with wastewater, and to protect the receiving environments from the effects of wastewater products and by-products.
In addition to the Council monitoring the on-going effectiveness and efficiency of the public wastewater systems, the Council’s Regulatory Services Group maintains an overview of the adequacy of private collection and disposal systems (such as septic tanks on rural properties), and takes appropriate steps when problems or potential problems are identified.
How does the Council provide Wastewater Services?
The Council operates seven treatment plants - located at Kerepehi, Ngatea, Paeroa, Turua, Waihi, Waitakaruru and Whiritoa - to which 6,152 properties are connected. The sewer network includes 47 pump stations to assist the flow of wastewater where flat topography limits the application of gravity flow lines.
The Council also controls the disposal of trade wastes and ensures that these are appropriately collected and treated.
Households that are not connected to the Council’s wastewater system collect and dispose of their wastewater by private means, typically using septic tanks and soakage fields.
An Asset Management Plan is in place for the operation, renewal and extension of the wastewater asset. Part 4 of the Hauraki Consolidated Bylaw regulates the discharge of trade waste and domestic wastewater into the wastewater systems operated by the Council.
The Council is legally required to act when potential health risks associated with wastewater collection and disposal (whether private or public) are identified, and is required to ensure that all inhabited buildings have safe and adequate wastewater collection and disposal systems. The Council must also monitor the on-going sufficiency, effectiveness and efficiency of the wastewater collection and disposal system, and maintain an overview of private collection and disposal systems. The Council must take appropriate steps when existing or potential problems are identified, especially relating to community buildings.
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How does the Wastewater activity promote sustainability?
The Wastewater activity is focussed on sustaining public health and the quality of the receiving environments for the continued benefit of future generations of the community.
It also endeavours to support sustainable principles by mitigating adverse effects from this activity, and promoting a balanced set of well-beings including consideration of environmental, social, cultural and economic benefits in decision making processes. Some ways in which this activity acts sustainably are: Improved education of residents and ratepayers on sustainability and how the Council can help protect the resources of the District. Endeavouring to clean water to the appropriate standards before discharging into rivers in order to enhance environmental and cultural well-being (i.e. avoiding polluting the water from which kai (food) is collected or gathered).
Sustainability tuner for Wastewater
Wastewater - Well-being Dimension Scale Economic Environmental Social Cultural What does this mean? 5 The impact of the Wastewater group of activities on the four 4 aspects of community well-being is generally positive, 3 relating mostly to positive social and environmental impacts 2 in providing useful infrastructure and creating a healthy 1 environment for people to live in. This Group of Activities 0 has negative effects on environmental and cultural well- being, by releasing the treated wastewater back into the -1 environment. -2 -3 For a further explanation of the criteria and how to use the -4 sustainability tuner see Appendix 7. -5
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External issues that affect Wastewater
The capital and renewal works for the Wastewater activity can be influenced by factors Did you know? outside the control of the Council, including resource consent requirements, tender prices, The Kerepehi Floating Treatment weather conditions, natural disasters, climate Wetland change, changes in community expectations and legislative requirements. Capital Works The Kerepehi wastewater treatment plant uses a two pond programmes show specific years for undertaking oxidation process which was constructed in 1976 to cater the work, but actual timing may vary as a result for a population of 800 people. Oxidation ponds are natural of any of the above factors. treatment systems in which beneficial bacteria consume bacteria associated with disease. This process causes the growth of algae which is essential to replenish the oxygen in the ponds, however an undesirable effect of this process Asset Valuations and Depreciation is that algae is carried in the discharge water to local rivers and ultimately the Firth of Thames. To address this algal Council re-values its assets every three years to discharge, the Council upgraded the system by introducing assess total network values and to recalculate a Floating Treatment Wetland, one of the first of its kind in depreciation based on those new values. New Zealand.
Depreciation (which is the ‘wearing out’ of the asset) is an operating expense which is required to be funded.
There had been some significant increases in asset valuations in the 2011 revaluation arising from: New assets added to the valuation, being new work in the last financial year, or assets not previously identified or valued. Cost increases in replacing assets over the three years between revaluations.
However, the annual depreciation amount for The Floating Treatment Wetland consists of woven mats of wastewater decreased by 6% compared to the recycled PET plastics into which wetland species are planted. The plants grow through the mat allowing the roots 2011/12 budgets. This reduction results to be suspended in the water column below the mat. This predominantly from improved understanding of creates a large surface area which acts as a filter for asset lives as a result of better knowledge of suspended solids (predominantly the residual algae) and condition and performance factors resulting in a through which natural plant activity removes additional nutrients from the water. Most of the nutrients are retained re-assessment of some asset lives. in the plant until the leaf matter is harvested.
The remaining nutrients either pass into the atmosphere through normal plant activity or are retained in the root mass. The portion of the nutrients and the suspended solids retained by the root mass eventually fall to the pond floor as sludge which is periodically removed using conventional de-sludging methods.
Floating Treatment Wetlands do not require the use of any additional land for treatment, use NZ sourced plants and materials, use low levels of non-renewable resources, do not use chemicals or electricity and are a sustainable approach to treating human waste. As such they are seen as a long-term option which is very cost effective and has a very low Carbon Footprint. Wastewater 131
Relevant Current Policies, Plans and Strategies
The Wastewater activity works within the framework of other Council plans, policies and strategies. These are described below.
Type of Plan Description and Objective
Wastewater Services Asset To ensure sound planning is in place for the Council’s core assets, Asset Management Plan Management Plans are prepared. A full review of the Wastewater Asset Management Plan was carried out in preparation for this 2012-22 Hauraki Long Term Plan.
The Wastewater Services Asset Management Plan details the systems in place for managing, monitoring and reporting on the performance of assets. The Plan itemises and categorises assets and details the maintenance renewal and capital expenditure programs over a 10 year period. It also identifies levels of service, the supporting asset performance measurement issues and defines areas where data improvement is required. It addresses the lifecycle of the assets, the demands on the assets, the risks to the assets and how these risks will be mitigated. It is reviewed on an on-going basis to ensure that a sustainable development approach is taken, and that planning is as fully integrated as possible.
Operative District Plan and Provides a framework for the sustainable management of the natural and Proposed District Plan physical environment, and assists the Council to carry out its functions in order to achieve the purpose of the Resource Management Act, 1991. Operative Regional Policy These Waikato Regional Council Plans and Policy Statements developed under Statement, Proposed Regional the Resource Management Act, 1991 detail how local authorities in the Region Policy Statement and Operative must address Regional responsibilities under that Act. Takes and discharges Regional Plan to/from water and/or air for water, wastewater, solid waste, stormwater and land drainage all require resource consents under the provisions of these plans. Hauraki District Council Part 4 of the Hauraki Consolidated Bylaw protects the public from nuisance; Consolidated Bylaw protects, promotes and maintains public health and safety; and minimises the potential for offensive behaviour in public places. Water and Sanitary Services Consists of an assessment of water supply, wastewater services, stormwater, Assessment drainage, cemeteries, crematoria, public toilets and waste disposal. Section 125 of the Local Government Act, 2002, states there is a need to assess these services as they are vital to health and welfare. Development Contributions This policy makes provision for the Council to collect contributions for Policy development deemed to cause increased demand on Council infrastructure and community facilities. Payment of development contributions by those causing the demand is considered a fair and equitable way of dealing with the requirement for infrastructure and facilities of increased capacity.
Demand management
In the past 10 years, the Council has completed a major programme of consent renewals and upgrading of wastewater treatment plants at Paeroa, Waihi, Ngatea, Kerepehi and Turua. A new wastewater collection and treatment system has been installed at Waitakaruru. These all ensure that the Council’s wastewater systems are able to cope with increased demands due to population growth, even if optimistic forecasts eventuate over the next 10 years. The expected moderate increase in population forecasted for the period 2012-22 will not raise demand management issues for wastewater in the District.
A reasonably high level of community satisfaction indicates that significant demands from the community to change the activity will not be expected during the life of this plan.
The Council encourages good household practices to use water conservatively, with the double benefit of reducing water consumption and minimising pressure on wastewater systems. The Council also carries out inspections as required to identify illegal disposal of stormwater into the sewer system.
Rainfall events can affect the Wastewater activity by additional infiltration into the systems. Climate change may potentially increase the frequency of occurrence of this effect over the longer term. There are 132 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
no plans to adopt any other measures in relation to this potential demand at this time. However, monitoring of the networks will give an indication of isolated activities or adverse trends and guide appropriate action.
Trade Waste is not a major contributor to the Council’s wastewater networks.
The Council maintains a facility for tanker trucks to dispose of septic tank effluent, and monitors the volume of this waste which is delivered to the network. The current system appears to be suitably sized at least for the period of this Plan.
What are the significant positive and negative effects?
Where possible, the Council is already addressing the negative effects associated with the provision of services. The column showing how the Council remedies the negative effects includes the current methods the Council is using, and does not list all of the options available to the Council.
How do we remedy these negative Positive Negative effects?
Provides a basis for health, Cost of compliance with Operation of a Competitive comfort and safety and standards. Pricing Policy for which tender contributes to the proper Major expenditure required to applications are sought with the functioning of communities. maintain infrastructure. lowest tender taken in most Systems installed underground Potential conflict between use of cases. for public safety and visual the resource and cultural values. Mitigation of issues on a one by enhancement. Negative effects such as spills one basis. Treatment processes mitigate could occur as a result of non- Improving remote monitoring of health concerns. compliance with consent all sites. Increasingly efficient treatment conditions, or natural disasters. Undertaking flow monitoring and processes resulting in cleaner Possible overflows during rain network modelling to reduce the effluent discharge to the events resulting in likelihood of an incident. environment. contamination of Stormwater Upgrade of treatment plants to Relatively low cost to the systems. produce a higher quality effluent community for the convenience.
Effect on well-being
The aim of the Wastewater activity is to ensure the sanitary collection and safe treatment and disposal of wastewater to protect social and environmental well-being for the Hauraki community.
Collaborative Projects
Consultative Committee for Water and Waste The Council has a committee in place called the Consultative Committee for Water and Waste. This Committee was established to enable special interest groups to be informed of and contribute to important water and waste issues. This advisory committee provides recommendations to the Council made in conjunction with a number of participating community and stakeholder groups such as Federated Farmers, local Iwi and the Forest and Bird Society.
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Levels of Service and how the Council will measure them
Community Method of Baseline Levels of Service Target 2012-22 Outcome measurement 2010/11 Information on wastewater services is available. HDC Wastewater Measure: Asset The following information relating to the Management HDC wastewater services is available on Plan and the Council’s website: New Current and Resource current resource consents relating to measure available Consent wastewater disposal reporting system the Wastewater Asset Management
Plan executive summary.
Wastewater is managed without risk to public health and safety. Asset manager verified overflows as reported in Service Request Measure: system and Number of wastewater overflows into 0 reported to the 0 legally consented dwellings due to faults (2010/11) Council on in the wastewater system. quarterly/monthly basis
A reliable wastewater service is provided. Measure: Respond to blockages of public sewer Service request New mains (not private connections) within >90% system measure four hours.
Wastewater is managed without adversely affecting the quality of the receiving
environment. Wastewater Measure: Resource New The Council complies with resource Consent 100% measure consent conditions. reporting system
Good quality wastewater services are provided. 2012/13: Measure: Customer New >60% Percentage of users satisfied with the satisfaction measure 2013-22: To quality of wastewater services provided. survey be advised** ** Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan.
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Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan, considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of Local Government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Levels of Service Possible impacts on Level of Service
Information on wastewater Information relating to current wastewater resource consents and the services is available Wastewater Asset Management Plan executive summary will be made available to the community on the Hauraki District Council website. The information that is provided could change from time to time as resource consents are renewed, or if the Asset Management Plan changes. Wastewater is managed without Overflows usually occur at a gully trap or manhole when a pipe failure occurs. risk to public health and safety Some dwellings are situated in the natural overland flow path of such overflows which may result in wastewater entering the dwelling. Where this has occurred in the past, Council has taken measures to protect the dwelling from further events. A reliable wastewater service is There is no current programme to provide wastewater services to communities provided not already served. Changing economic, environmental or health considerations could raise the need for a future programme.
Paeroa has the oldest network in the District with significant issues including old glazed earthenware pipelines. Flow monitoring and closed circuit television investigations are proposed to guide a priority replacement programme.
The relatively new Waihi network (25 years old), has inflow and infiltration issues during rainfall events, leading to wastewater overflows into stormwater systems. Flow monitoring and closed circuit television surveys will be used to identify problem areas and prioritise remedial work.
The next Water and Sanitary Services Assessment review is expected to take place prior to the 2015-25 Hauraki Long Term Plan. This may indicate a need to extend some of the water and sanitary services. Wastewater is managed without Monitoring of treated wastewater characteristics will be carried out in compliance adversely affecting the quality of with consent requirements, and corrective actions applied as necessary. the receiving environment Good quality wastewater The flat terrain in many parts of the District means that there is considerable services are provided reliance on pumping within the pipe network. These pump stations need regular maintenance and are vulnerable to power supply interruption.
The Council will be undertaking a user satisfaction survey in 2012/13 to establish base lines for user satisfaction with the provision of Council services. The user satisfaction targets will be set in the 2013/14 Annual Plan based on the results of the survey. The method for the survey programmed is similar to previous surveys, however it will now target users of services rather than all residents and ratepayers.
Future Directions
Water and Sanitary Services Assessment The first Water and Sanitary Services Assessment was carried out in 2005. The Local Government Act, 2002 requires that a review shall be carried out “from time to time”. The next Water and Sanitary Services Assessment review is expected to take place prior to the 2015-25 Hauraki Long Term Plan.
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Water infiltration into wastewater network Work has commenced to control the inflow and infiltration of stormwater and ground water into the wastewater pipe network, and will be a strong focus into the future.
Programmed actions for 2012-22
Capital Works Schedule – District-wide $8.34 million of funding has been allocated for District-wide wastewater capital projects during the life of this Plan. This is predominantly to provide for the replacement of assets on the networks that have reached the end of their useful lives.
Capital projects include: replacement of pump station controllers sewer main renewals aerator and irrigation pump renewals pump station cabinet renewals telemetry upgrades removal of accumulated sludge from treatment ponds
The full list of capital works for the District can be found on page 22 in Volume Two of the Plan and the major capital works are listed below.
Community Project Year $000’s Description Outcome Kerepehi sewage 2012/13 The concrete wave protection slabs treatment ponds 2016/17 $180 (wavebands) are to be renewed. wavebands 2020/21 Kerepehi sewage A partial removal will take sludge off the treatment ponds 2019/20 $202 bottom of the pond and restore pond sludge removal capacity. Turua sewage treatment pond 2012/13 $250 To restore pond capacity. sludge removal Paeroa sewage 2012/13 The concrete wave protection slabs treatment ponds 2016/14 $180 (wavebands) are to be renewed. wavebands 2020/21 Paeroa sewerage treatment plant Replacement of smelter slag media in filter 2020/21 $541 phosphorus removal beds. and filtration Whiritoa sewage treatment pond 2012/13 $156 To restore pond capacity. sludge removal 2012/13 Hard Pruning To improve nutrient uptake in the effluent to $494 vegetation – Whiritoa field forestry. 2021/22 Aerator renewals for 2013/14 Renew aerator at the Whiritoa treatment Kerepehi, Ngatea to $230 plant. and Whiritoa, 2015/16 Significant mains renewals are programmed 2012/13 for Kerepehi, Paeroa, Ngatea and Waihi in Mains renewals to $3,120 the next three year period, with further mains 2021/22 renewals programmed over the life of this Plan. 2012/13 Pump Station to $438 To replace existing pump station cabinets. Cabinet Renewals 2018/19 136 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
What is the cost of operating Wastewater?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 560 Treatment 557 580 601 625 651 675 700 728 760 794 129 Reticulation 97 100 104 108 112 116 120 124 130 135 94 Fixed Costs 84 86 89 92 96 99 102 106 109 113 329 Overheads 325 334 343 352 362 372 382 393 404 416 258 Pumpstations 236 246 256 267 278 289 300 313 328 343 59 Major Maintenance 15 26 16 45 87 144 74 26 20 21 137 Other 290 196 294 215 305 273 269 236 217 226 1,254 Depreciation 1,119 1,122 1,304 1,304 1,304 1,464 1,464 1,464 1,685 1,707 798 Interest 704 700 660 638 598 561 515 476 408 370 3,618 3,427 3,390 3,667 3,646 3,793 3,993 3,926 3,866 4,061 4,125
OPERATING REVENUE 70 Fees and Charges 104 128 152 178 207 214 221 229 238 247 ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,267 Targeted Rates 3,267 3,349 3,432 3,518 3,606 3,696 3,789 3,883 3,981 4,080 ‐ General Rates ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,337 3,371 3,477 3,584 3,696 3,813 3,910 4,010 4,112 4,219 4,327
(281) OPERATING SURPLUS/(DEFICIT) (56) 87 (83) 50 20 (83) 84 246 158 202
CAPITAL EXPENDITURE ‐ Capacity Demand Increases ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,017 Level of Service Increases 6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 541 ‐ 1,392 Renewals 996 588 873 741 755 680 942 671 711 833 ‐ Other Capital Expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,409 1,002 588 873 741 755 680 942 671 1,252 833
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Funding Impact Statement for Wastewater
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 SOURCES OF OPERATING FUNDING General rates, uniform annual general charges, ‐ rate penalties ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted rates (other than a targeted rate for 3,267 water supply) 3,267 3,349 3,432 3,518 3,606 3,696 3,789 3,883 3,981 4,080 ‐ Subsidies and grants for operating purposes ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ Fees, charges, and targeted rates for water supply ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal charges and overheads recovered ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Local Authori ties fuel tax, fines, infringement 70 fees, and other receipts 85 88 91 95 98 102 105 109 114 119 3,337 Total Operating Funding (A) 3,352 3,437 3,523 3,613 3,704 3,798 3,894 3,992 4,095 4,199
APPLICATIONS OF OPERATING FUNDING 1,176 Payments to staff and suppliers 1,279 1,234 1,360 1,352 1,528 1,596 1,566 1,533 1,564 1,632 701 Finance Costs 650 651 651 630 593 559 517 480 418 382 487 Internal charges and overheads applied 379 382 352 361 367 374 379 388 394 404 ‐ Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,364 Total Applications of Operating Funding (B) 2,308 2,267 2,363 2,343 2,488 2,529 2,462 2,401 2,376 2,418
973 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 1,044 1,170 1,160 1,270 1,216 1,269 1,432 1,591 1,719 1,781
SOURCES OF CAPITAL FUNDING ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions 19 39 61 84 108 112 116 119 124 128 832 Increase (decrease) in debt 5 ‐ (348) (613) (569) (701) (606) (1,039) (591) (1,076) ‐ Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 832 Total Sources of Capital Funding (C) 24 39 (287) (529) (461) (589) (490) (920) (467) (948)
APPLICATIONS OF CAPITAL FUNDING Capital Expenditure ‐ ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,017 ‐ to improve the level of service 6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 541 ‐ 1,392 ‐ to replace existing assets 996 588 873 741 755 680 942 671 711 833 (604) Increase (decrease) in reserves 66 621 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase (decrease) of investments ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,805 Total Applications of Capital Funding (D) 1,068 1,209 873 741 755 680 942 671 1,252 833
(973) SURPLUS (DEFICIT) OF CAPITAL FUNDING (C ‐ D) (1,044) (1,170) (1,160) (1,270) (1,216) (1,269) (1,432) (1,591) (1,719) (1,781)
‐ FUNDING BALANCE ((A ‐ B) + (C ‐ D)) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reconciliation of Cost of Service Statement to Funding Impact Statement
(281) OPERATING SURPLUS/(DEFICIT) (56) 87 (83) 50 20 (83) 84 246 158 202
1,254 Depreciation 1,119 1,122 1,304 1,304 1,304 1,464 1,464 1,464 1,685 1,707 ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions (19) (39) (61) (84) (108) (112) (116) (119) (124) (128)
973 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 1,044 1,170 1,160 1,270 1,216 1,269 1,432 1,591 1,719 1,781
The funding impact statement is required under the Local Government Act 2002 Schedule and conforms to clause 5 of the Local Government (Financial Reporting) Regulations 2011. They cover the 10-year period from 2012/2013 to 2021/2022 and outline the Council’s sources of funding and its Plan to apply them. Generally accepted accounting practice does not apply to the preparation of the funding impact statements as stated in section 111(2) of the Local Government Act. The key divergences from generally accepted accounting practice are the non inclusion of depreciation and the inclusion of internal charges.
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Land Drainage
What is the Land Drainage activity and why is the Council involved?
Land Drainage and Flood Protection and Control activities both work towards achieving the same goals in terms of retaining the productive capability of the land, therefore these activities have been incorporated into one Group of Activities called Land Drainage. The Council also believes that Land Drainage is the most easily understood name for this activity for those who are affected. The legislative requirement for the Flood Protection and Control Works activities is set out in section 2 of the 10 schedule of the Local Government Act, 2002. Land Drainage is a particularly significant activity for Hauraki District Council, more so than for most other local authorities in New Zealand. The Council has Land Drainage standing committees that have representatives from both the Council and users that advise the Council on land drainage and flood protection and control measures.
Land drainage and flood protection and control are key functions of the Council’s operation, as a considerable portion of the northern Hauraki Plains lies at or below the normal high tide level in the Firth of Thames. The remainder of the land on the Hauraki Plains is only slightly above this level, so protection against high water tables, extreme weather events, high tides and river floods is essential to the continuing occupation and use of the land for residential, agricultural and horticultural purposes.
Flood Protection The majority of the Flood Protection activity in the Hauraki District is provided by the river schemes of the Waikato Regional Council, except in the northwest part of the District (Waitakaruru to Miranda) where it is provided by Hauraki District Council. The assets that provide direct protection from river and tidal flooding include stopbanks, floodgates and pump stations, and are referred to as primary flood protection assets.
Land Drainage Land drainage assets collect runoff from the catchment areas of the District and convey it to the primary flood protection assets which discharge it direct to river or sea outlets. In addition to the drainage network, land drainage assets can include stopbanks, floodgates and pumps. The latter drainage assets perform a land drainage function, e.g. pumping from a minor drain into a major drain; they do not provide direct protection from river and tidal flooding, and are referred to as secondary protection assets.
These services are provided by the Council in three Drainage Districts: The Western Plains Drainage District which lies between the Piako River and State Highway 27, from the Firth of Thames to the District boundary with Matamata-Piako District Council. The Eastern Plains Drainage District which lies between the Piako River and the Waihou River, from the Firth of Thames to the District boundary with Matamata-Piako District Council. The Paeroa Rural Drainage District which comprises three smaller former drainage districts east of the Waihou River. The former districts were the Komata North, Opukeko and Tirohia Rotokohu drainage districts.
The Land Drainage activity provides protection in a sustainable manner, through achieving a high degree of public safety and effective protection of property, farmland and roads by draining excess surface water and managing ground water levels. The Land Drainage activity delivers services which the community needs to function productively and comfortably on a day to day basis, which meet high community health and safety standards, and which promote continuing productive use of the land.
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There is a community demand for Land Drainage services, and also an expectation that sustainable management of the environment will be a key driver in the design and management of the systems.
How does the Council provide this activity?
The Council carries out the Land Drainage activity by maintaining drains, canals, control structures, floodgates, flood pumps, culverts and stopbanks. Maintenance of the drains ensures that effective performance of the drainage system in removing surface runoff can be relied upon in order to meet the agreed level of service. Council drains are maintained by a combination of spraying and machine cleaning programmes, conducted by the Council’s Construction and Maintenance business unit.
Each drainage district has its own advisory committee of members elected to represent ratepayers specifically on drainage matters in their area. The Western Plains Drainage Committee also has responsibility for the management of the flood protection aspect of the activity. The drainage advisory committees report directly to the Council. The drainage committees establish levels of service with the Council and the community and recommend the annual or on-going works programme. The Council then sets the rates to be collected on their behalf to fund these works.
The Council currently owns and maintains: The land drainage schemes which have a replacement value of approximately $15.6m (excluding land value). Overall there are 646 km of drains1, 49km of stopbanks, 92 floodgates and control gates, and 4 pump stations. The Flood Protection schemes have a replacement value of $7.4m (excluding land value). Overall there are 37.7km of stopbanks and 16 floodgates, and one pump station.
In November 2010 Kaiaua area was incorporated into the Hauraki District. One small land drainage district (Taramaire Drainage District) was transferred to Hauraki District Council. This drainage district is essentially locally managed, but administrative support is provided by the Council.
1 As per the 2011 Infrastructure Valuation 140 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Map of Hauraki Land Drainage Districts and Flood Protection area
Taramaire
Flood Protection
Komata North Western Plains
Opukeko
Eastern Plains
Tirohia Rotokohu
How does this activity promote sustainability?
The focus of the Land Drainage activity is sustainable protection of high quality agricultural and horticultural land, and infrastructural services, to ensure on-going social and economic well-being for future generations. It also endeavours to support sustainable principles by mitigating adverse effects from these activities, and promoting a balanced set of well-beings including consideration of environmental, social, cultural and economic benefits in decision making processes. Some ways in which the activity acts sustainably are: Improved education to residents and ratepayers on sustainability and how the Council can help protect the resources of the District. Provision of land drainage, enabling the Plains to be farmed in a manner which provides both for today’s generation and future generations. Control of foreshore and stream stopbanks around Waitakaruru and Miranda. By protecting the area from the tide the Council performs a sustainable practice, as it enables continued habitation, farming practices and operation of tourist facilities.
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Sustainability Tuner for Land drainage
Well-being Dimension What does this mean? The Land Drainage and Flood Protection Group Scale Economic Environmental Social Cultural generally has positive effects on the four aspects of community well-being. This Group of Activities 5 enables farming to continue on the Hauraki Plains. 4 Farming is arguably a cultural tradition and has 3 significant economic benefits, both locally and 2 nationally. This Group of Activities does have a 1 significant negative effect on environmental well- 0 being, including the loss of natural habitat. -1 However, this negative effect is balanced by the -2 positive effects on well-being.
-3 For a further explanation of the criteria and how to -4 use the sustainability tuner please see Appendix 7. -5
External issues that affect Land Drainage
The capital and renewal works for Land Drainage can be influenced by a number of factors outside the control of the Council. These factors include obtaining resource consents, tender prices, weather conditions, natural disasters, climate change, changes in community expectations and legislative requirements including the Waikato Regional Plan. Capital Works programmes show specific years for undertaking the work, but actual timing may vary as a result of any of the above factors.
Climate change and what it means for the Hauraki District Climate change remains a topical issue at an international, national and local scale. The gradual warming of the earth’s surface is associated with polar ice and glacial retreat, more frequent and intense storms, droughts and a rise in sea level.
Whilst it is believed that the Hauraki District is unlikely to see any extensive changes in temperature or rainfall averages in the near future, extreme weather events may increasingly affect the District. An increase in the frequency of flooding and/or droughts, increased risk of tidal surges due to sea-level rise, and an increased risk of infestation of invasive flora species are some of the potential outcomes of climate change for this District which could have an effect on the Land Drainage activity.
Although the extent of the effects of climate change are still being debated, the Central Government has given local government clear direction (through the Resource Management Act, 1991 and the Local Government Act, 2002) to plan for the effects of climate change. As a result the Council sought community feedback on a range of climate change policy scenarios during the development process of its Hauraki Community Plan 2009-19.
The consultation and submission process helped to guide the Council with its decision making regarding climate change and how best to approach its potential effects on this District.
Hauraki District Council’s current response to climate change The Council calculated a series of projections to help it plan for possible changes in temperature, rainfall, rainfall intensity and sea level rise. Based on guidance from the Ministry for the Environment and the feedback given by the community, the Council adopted a midline approach for climate change projections. The table below lists the projections adopted by the Council in 2009.
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Projections for the next 100 years Temperature Temperature will be likely to rise by 2.1°C as a mean average. Rainfall There will likely be a decreased annual rainfall of Plains: - 10mm Waihi: -30mm Paeroa: -10mm Rainfall intensity Increase in rainfall intensity of up to 20% Sea level rise Sea levels will be likely to rise by 0.5m. Please note that these projections are subject to change and will be updated as further research is released by the appropriate national and international organisations.
These mid-line projections guide the Council’s decision making regarding setting standards for the design and construction of stormwater systems, land drainage and flood protection and control works. For example with the projected increase in rainfall intensity, the Council must ensure that stormwater and land drainage assets are designed and constructed to be capable of moving this increased amount of water during each event through its stormwater and land drainage systems to the receiving point. The Council has amended its design criteria to allow for this predicted increase in intensity. In the future the Council may also need to increase its flood pump capacity to move increased levels of water into the protected river systems.
The Western Plains Drainage District made a submission to the Council’s Draft Hauraki Long Term Plan seeking the inclusion of an investigation regarding the appropriate level of service for the foreshore stopbanks. This investigation will be undertaken in 2012/13 and any works arising from this investigation will be detailed in the Draft 2013/14 Annual Plan and will be part of the Draft Annual Plan consultation process.
Asset Valuations and Depreciation
The Council re-values its assets every three years to assess total network values and to recalculate depreciation based on those new values. Depreciation (the wearing out of an asset) is an operating expense which is required to be funded through rates.
Some significant changes in Land Drainage asset valuations have resulted from the 2011 revaluation, for the following reasons: The total length of stopbanks valued has reduced from the 95.6 km figure used in the 2008 valuation to 86.2 km for the current valuation (resulting from improved accuracy of measurement), reducing stopbank asset value by 10%. Cost increases in replacing floodgate and pump station assets over the three years between revaluations.
The annual depreciation amount for Land Drainage has decreased by 27%. Predominant reasons for the reduction are: Provision of an allowance for capital renewal works expenditure every 20 years on average for stopbanks has been taken into account. The expected lives for floodgates have been increased.
Key legislative drivers
Land Drainage Act, 1908 Civil Defence and Emergency Management Act, 2002 Resource Management Act, 1991 Soil Conservation and Rivers Control Act, 1941 Climate Change Response Act, 2002 Health Act, 1956 Governments Sustainable Development Action Plan Waikato Regional Council Regional Policy Statement and Regional Plan Land Drainage 143
Relevant Policies, Plans and Strategies
Type of Plan Description and Objective
Land Drainage Asset An Asset Management Plan is in place and was reviewed and updated in Management Plan preparation for this 2012-22 Hauraki Long Term Plan.
The Land Drainage Asset Management Plan details the systems in place for managing, monitoring and reporting on the performance of assets. The plan itemises and categorises assets and details the maintenance, renewal and capital expenditure programs over a 10 year period. It also identifies levels of service, the supporting asset performance measurement issues, and defines areas where further information is required. It addresses the lifecycle of the asset, the demands on the asset, the risks to the asset and how these risks will be mitigated. It is reviewed on an on-going basis to ensure that a sustainable development approach is taken, and that planning is as fully integrated as possible. Operative District Plan and Provides a framework for the sustainable management of the natural and Proposed District Plan physical environment, and assists the Council to carry out its functions in order to achieve the purpose of the Resource Management Act, 1991. Hauraki District Council Provides laws applicable only to Hauraki District that in general protect the public Consolidated Bylaw from nuisance; protect, promote and maintain public health and safety; and minimise the potential for offensive behaviour in public places.
Demand Management
The Council’s drainage systems are nearly fully developed and are currently on a programme of maintenance and renewal. The majority of capital works are therefore focussed on programmed renewals. Development of land in the District for agricultural purposes has now been largely completed. As the Land Drainage activity is essentially area based, the future demand on the Council’s system of canals, drains, stopbanks and flood control structures, as a result of population changes is expected to be very limited.
Increased drainage pumping capacity may be needed in time to counteract the possible impact of climate change and rising sea level, in addition to that needed to counteract the lowering ground levels on the peat soils of the Hauraki Plains.
While there is unlikely to be any major drainage development in the foreseeable future, there will be small additions from time to time to the drainage network. The cost of these additions will be met by the beneficiaries of the additions. Provided that a number of conditions are met, the completed drain addition will be added to the network.
The Council is aware that the predicted impacts of climate change could have significant effects on the foreshore and lower river stopbank requirements for the Regional Council’s river schemes. This may lead to the need for additional flood control measures and structures in the drainage districts. Given the relationship between the river schemes and the drainage districts, the Council will work closely with Waikato Regional Council to develop appropriate responses over the life of this Plan to mitigate the possible consequences of climate change. As well as addressing structural issues, funding issues will also need to be considered if additional works or assets are required. This could impact on the land drainage rates for users in the future in the land drainage areas.
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What are the significant positive and negative effects?
Where possible, negative effects associated with the provision of services are addressed. The column showing how negative effects are remedied includes the methods currently in use, and does not list all options available to the Council.
How do we remedy these Positive Negative negative effects?
Contributes to health, comfort Cost of compliance with Operation of a Competitive and safety and the proper standards. Pricing Policy for which functioning of communities. Potential conflict between tender applications are Reduced flooding risk. operation of the activity and sought with the lowest Helps protect viable, healthy cultural values. tender taken in most land, contributing to Intensive farming negates cases. sustainable farming. diversity options. Mitigation of issues on a Some productive land lost to one by one basis. drainage channels. Observation and Potential pollution from fertiliser monitoring. runoff and chemical sprays conveyed through the drainage network. Loss of natural wetland habitat. Peat shrinkage and lowering of the water table.
Effect on well-being
The impact of land drainage and flood protection services and activities on well-being is generally positive, as they contribute to preservation and protection of the land’s farming capacity, in turn creating a financially and socially healthy environment in which communities can thrive. Negative impacts have historically included changes to natural replenishing and draining systems of the land which can result in loss of habitat and flora and fauna.
Collaborative Projects
Relationship with Waikato Regional Council Most of the Council’s drainage districts lie within the catchments covered by the Piako River or the Waihou Valley Schemes operated by the Waikato Regional Council. The maintenance of these schemes’ foreshore and river stopbanks and associated structures (such as the floodgates and pump stations), which provide the outlets for the Council’s drainage districts, is the responsibility of Waikato Regional Council. The Council’s flood protection and control works lie outside the area of the river schemes.
The Hauraki Plains drainage areas are entirely dependent on the continuing operation of the Regional Council’s river scheme assets, both for protection from tidal and river flooding, and for the means of discharging runoff through the primary floodgated outlets and pumps. The scheme assets (stopbanks, floodgates and pumps) are owned by the Waikato Regional Council, which has the responsibility for provision, maintenance, and depreciation funding of the assets. Waikato Regional Council also funds the power company’s network charges to their pumps. Hauraki District Council has responsibility for the drainage networks, the weed clearing maintenance of the pump screens, and the funding of the energy component of the power company’s charges.
The urban areas of Ngatea, Kerepehi, Turua and Paeroa all discharge to the Waihou or Piako Rivers via Waikato Regional Council floodgates and pump stations. In the Plains towns, the main drainage outlet channels also convey runoff from upstream rural catchments. The maintenance of these channels is the responsibility of the appropriate drainage committee. In Paeroa, the primary urban drainage channel is the Hape Stream (Paeroa Main Drain) which is maintained under the urban stormwater budget. This channel also conveys upstream rural catchment runoff.
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There is a close co-operative relationship between the two organisations. The Council appoints a representative to the Waikato Regional Council Waihou-Piako Zone Liaison Sub-committee. There are also additional local community representatives, often from the Hauraki District, that are appointed to the zone sub-committee. Staff of both Councils share the routine monitoring, inspection and minor maintenance of the pump stations. In times of flood events there is also a close co-operative relationship between Councils’ staff and contractors to provide the level of service delivery.
Levels of Service and how the Council will measure them
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement
Quality drainage services provided to all customers.
Measure: Customer 2012/13: >60% 37% Percentage of affected customers satisfied satisfaction 2013-22: To be (2010/11) with the land drainage services. survey advised** A reliable land drainage network is provided. Measure: Number of properties affected by ponding Drainage of more than three days duration during a Committee 0* 0 one in ten year event or less (as defined by reports the HIRDS analysis). Efficient response to drainage problems and emergencies. Measure: 2012/13: >90% Percentage of urgent service requests Service Request 2013/14: >90% 92% regarding land drainage responded to database 2014/15: >95% within four hours. 2015-22: >95% Measure: 2012/13: >90% Percentage of non-urgent service requests Service Request 2013/14: >90% 92% regarding land drainage services database 2014/15: >95% responded to within two working days. 2015-22: >95% Reliable flood protection assets are provided. Monthly inspections Measure: recorded in The number of failures of stopbanks and 0* 0 Authority Asset floodgates in a one in 50 year event. Management (AM) database. * This is a new measure however the baseline has been calculated based on existing records. ** Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan.
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Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan, considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of Local Government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Levels of Service Possible impacts on Level of Service
Quality drainage services The Council will be undertaking a user satisfaction survey in 2012/13 to provided to all customers establish base lines for user satisfaction with the provision of Council services. It is possible that the user satisfaction targets set in this Plan will need to change as a result of the survey. The method for the survey programmed is similar to previous surveys, however it will now target users of services rather than all residents and ratepayers. The estimated targets in this Plan have been predominantly based on external survey techniques used for similar sized Councils however, the Council is unsure at this stage how appropriate these estimated targets are to Hauraki District. Lowering of ground levels on the peat soils of the Hauraki Plains may result in the need for additional pumping capacity. Increased environmental awareness surrounding the water quality discharged into the drainage and river systems may lead to changes in the standards applied to drain management. Particular concerns that may require attention are: - The protection of water quality in drains/stream from contaminants that may be carried by urban stormwater (e.g. silt, hydrocarbons, untreated sewage, heavy metals) or stormwater runoff from roads. - The importance of riparian zones (stream banks) in the protection of the District’s biodiversity and the need to integrate riparian zone management and improvement with agricultural practices. A reliable land drainage network Increased drainage pumping costs may be incurred in order to counteract is provided the potential impact of climate change and rising sea level. There may be advancements in chemical sprays and biological methods to control weeds as and when they begin to adversely impact on the efficiency of drainage channels resulting in reduced costs. During the effective life of this Plan, Waikato Regional Council may develop a mechanism of consenting drain maintenance programmes. Efficient response to drainage Changes in land use, for example increased horticulture could result in the problems and emergencies need for increased drainage capacity. Reliable flood protection assets Increasing costs to maintain/raise stopbanks to allow for possible sea level are provided. rise and associated tidal surge due to climate change. During the life of this Plan an Event Management and Flood Control procedure will be developed. Depending on the outcome of this process there may need to be some changes to the way major weather events are managed. During 2012/13 an investigation will be undertaken by Council staff for the Western Plains Drainage District to assess the appropriate level of service for the foreshore stopbanks with particular regard to climate change and the Waikato Regional Council foreshore stopbank standards.
Future Directions There is a possibility that the Waikato Regional Council may take responsibility for some of the Hauraki District Council’s Land Drainage and/or Flood Protection activity.
Future reviews of the Council’s climate change policy could result in changes to the design elements for this activity.
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Programmed actions for 2012-22
Capital Works Schedule – District-wide $1.94 million of funding has been allocated for Land Drainage capital projects during the life of this Plan. This is predominantly to upgrade existing networks and to provide for the replacement of assets on the networks that have reached the end of their useful lives.
Capital projects include: Canal reconstruction Stopbank shaping and reconstruction Foreshore stopbank reconstruction Culvert replacement
The full list of capital works for the District can be found on page 22 in Volume 2 of the Plan and the major capital works are listed below.
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Land drainage West Plains Drainage District pump screen replacement: Replacement of four pump screens - 68 in 2016/17 at the estimated end of their service life. Eastern Plains Drainage District Terrace stopbank: Surveying the stop bank in 2012/13 6 74 with reconstruction of the stopbank to follow in 2013/14. Komata North Drainage District Alexander Canal: Stopbank Survey scheduled for 2013/14 6 164 with reconstruction to follow in 2015/16. Tirohia Rotokohu Drainage District Kuaoiti Canal: Stopbank Survey scheduled for 2020/21 256 with reconstruction to follow in 2021/22. Flood Protection Reconstruction Waitakaruru stopbank shaping: Finishing the shaping/trimming of 80 material excavated in 2011/12. Other stopbank reconstruction: Reconstruction of the stopbanks from Karito to Hot Springs, Karito to Indian floodgate, Hot Springs to Boundary and Waitakaruru (all on 145 209 400 the Miranda-Waitakaruru foreshore area) are all on a 10 year reconstruction cycle due to foundation settlement and the need to maintain levels of service.
Karito and Hot Springs Canals - stopbank 106 154 reconstruction. Miranda Pump Switch Board: Switch boards have an estimated life of 20 years and therefore 16 its replacement has been scheduled for 2015/16. Smythe floodgate replacement: The replacement of Smythes floodgate is to be confirmed with a condition assessment however - - 249 the current estimated date of replacement is 2019/20.
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What are the costs of operating Land Drainage?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 172 Vegetation Control 172 179 185 192 199 206 213 221 230 240 12 Maintenance/Fencing/Culverts 13 13 14 14 15 15 16 16 17 18 168 Mechanical Cleaning 171 177 184 190 198 205 212 220 229 238 21 Floodgates 21 22 23 23 24 25 26 27 28 29 170 Pumps 234 247 258 269 281 292 304 318 333 349 206 Overheads 194 200 205 210 216 222 228 234 241 248 86 Other 51 53 55 57 59 62 64 66 69 72 315 Depreciation 229 229 266 266 266 298 298 298 343 343 (42) Interest (39) (57) (68) (74) (75) (94) (116) (131) (141) (163) 1,108 1,046 1,063 1,122 1,147 1,183 1,231 1,245 1,269 1,349 1,374
OPERATING REVENUE ‐ Fees and Charges ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,052 Targeted Rates 1,053 1,067 1,088 1,104 1,122 1,140 1,159 1,178 1,199 1,220 186 General Rates 186 188 192 195 198 201 204 208 212 215 1,238 1,239 1,255 1,280 1,299 1,320 1,341 1,363 1,386 1,411 1,435
130 OPERATING SURPLUS/(DEFICIT) 193 192 158 152 137 110 118 117 62 61
CAPITAL EXPENDITURE ‐ Capacity Demand Increases ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 125 Level of Service Increases ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 400 Renewals 88 225 317 396 70 ‐ 146 249 8 441 ‐ Other Capital Expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 525 88 225 317 396 70 ‐ 146 249 8 441
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Funding Impact Statement for Land Drainage
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 SOURCES OF OPERATING FUNDING General rates, uniform annual general charges, 186 rate penalties 186 188 192 195 198 201 204 208 212 215 Targeted rates (other than a targeted rate for 1,052 water supply) 1,053 1,067 1,088 1,104 1,122 1,140 1,159 1,178 1,199 1,220 ‐ Subsidies and grants for operating purposes ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ Fees, charges, and targeted rates for water supply ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal charges and overheads recovered ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Local Authorities fuel tax, fines, infringement ‐ fees, and other receipts ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,238 Total Operating Funding (A) 1,239 1,255 1,280 1,299 1,320 1,341 1,363 1,386 1,411 1,435
APPLICATIONS OF OPERATING FUNDING 630 Payments to staff and suppliers 662 692 718 746 776 805 835 868 906 946 ‐ Finance Costs ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 163 Internal charges and overheads applied 155 142 138 135 141 128 112 103 100 85 ‐ Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 793 Total Applications of Operating Funding (B) 817 834 856 881 917 933 947 971 1,006 1,031
445 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 422 421 424 418 403 408 416 415 405 404
SOURCES OF CAPITAL FUNDING ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 102 Increase (decrease) in debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 102 Total Sources of Capital Funding (C) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
APPLICATIONS OF CAPITAL FUNDING Capital Expenditure ‐ ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 125 ‐ to improve the level of service ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 400 ‐ to replace existing assets 88 225 317 396 70 ‐ 146 249 8 441 22 Increase (decrease) in reserves 334 196 107 22 333 408 270 166 397 (37) ‐ Increase (decrease) of investments ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 547 Total Applications of Capital Funding (D) 422 421 424 418 403 408 416 415 405 404
(445) SURPLUS (DEFICIT) OF CAPITAL FUNDING (C ‐ D) (422) (421) (424) (418) (403) (408) (416) (415) (405) (404)
‐ FUNDING BALANCE ((A ‐ B) + (C ‐ D)) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reconciliation of Cost of Service Statement to Funding Impact Statement
130 OPERATING SURPLUS/(DEFICIT) 193 192 158 152 137 110 118 117 62 61
315 Depreciation 229 229 266 266 266 298 298 298 343 343 ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
445 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 422 421 424 418 403 408 416 415 405 404
The funding impact statement is required under the Local Government Act 2002 Schedule and conforms to clause 5 of the Local Government (Financial Reporting) Regulations 2011. They cover the 10-year period from 2012/2013 to 2021/2022 and outline the Council’s sources of funding and its Plan to apply them. Generally accepted accounting practice does not apply to the preparation of the funding impact statements as stated in section 111(2) of the Local Government Act. The key divergences from generally accepted accounting practice are the non inclusion of depreciation and the inclusion of internal charges.
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Stormwater
What are Stormwater Services and why is the Council involved?
The Stormwater activity involves the disposal of excess rainfall runoff from urban areas using drainage systems which include natural watercourses, man-made drains, open channels, reticulated pipe networks and other structures for accepting stormwater runoff.
The purpose of this activity is to ensure the safe removal of stormwater to maintain transport and communication networks, minimise the risk of flooding to property and minimise the risk to human life in the urban communities of the District.
The Hauraki District Council has a statutory obligation to provide stormwater services in some areas. However, there is also a community expectation that adequate stormwater services will be provided in urban areas and the Council is seen to be the most appropriate organisation to provide this service. The stormwater service is complementary to the rural land drainage function, but rural land drainage systems and flood protection works do not form part of the Stormwater Group of Activities.
How does the Council provide Stormwater services?
The Council manages stormwater systems in the urban areas of Paeroa, Waihi, Ngatea, Turua, Kerepehi, Whiritoa, Mackaytown, Karangahake, Waikino and Kaiaua for the protection of the residents, property and the environment.
The Stormwater activity assets include open drains (38.8km), piped network (89.5km), manholes (1,104) and pump stations (3). These assets operate in combination to remove surface water runoff that results from rainfall in urban areas.
All stormwater systems, except in Whiritoa and Kaiaua, eventually discharge to either the Waihou or Piako Rivers via a tributary, or via a land drain. Waihi, Mackaytown, Karangahake and Waikino stormwater discharges by gravity flow directly to the Ohinemuri River, and then to the Waihou River. Paeroa and Ngatea stormwater discharges to Ohinemuri and Piako Rivers respectively, via outlets controlled by the Waikato Regional Council floodgates and pump stations. Whiritoa and Kaiaua stormwater is discharged to the sea.
In the Plains towns, the main drainage outlet channels also convey runoff from upstream rural catchments. The maintenance of these channels is the responsibility of the appropriate drainage committee. In Paeroa, the primary urban drainage channel is the Hape Stream (Paeroa Main Drain) which is maintained under the urban stormwater budget. This channel also conveys upstream rural catchment runoff.
The Council was granted comprehensive stormwater discharge consents by the Waikato Regional Council for all urban areas in May 2003 for a term of 20 years, with five yearly review periods. These consents stipulate the monitoring and environmental requirements for stormwater discharge and provide guidance on monitoring processes.
Generally the users of the stormwater service pay through general rates and targeted rates. Stormwater 151
How does the Stormwater activity promote sustainability?
The focus of the Stormwater activity is sustainable protection of urban property and infrastructure to ensure on-going social and Did you know? economic well-being for future generations. It also endeavours to support sustainable principles by mitigating adverse effects Whiritoa Stormwater from these activities, and promoting a balanced set of well- detention pond beings including consideration of environmental, social, cultural and economic benefits in decision making processes. Some In recent years sustainable techniques have ways in which the Stormwater activity acts sustainably are: been used to try and mitigate the increase Improved education of residents and ratepayers on in stormwater caused by new developments sustainability and how the Council can help protect the and by extreme weather event runoff. An resources of the District. example of this is a stormwater detention pond that has been built in Whiritoa which Operation of stormwater detention ponds in Whiritoa and helps to reduce the impact of heavy rain by Waihi which allow stormwater pipes to operate at lower holding back the peak discharge, so as to capacity when an extreme weather event is occurring, and not overload the downstream reticulation. disperse the water at a later time through natural seepage By retaining this stormwater the pollutants or controlled flow. (particularly sediments) are also filtered, The use of berms (grass swales) to slow water down, trap leaving the remaining water, which sediment and reduce the volume of stormwater and discharges from a controlled outlet over the sediment into rivers. following days, cleaner than it would have been had it run off directly. Provision of controlled ponding areas in the Paeroa Main Drain system to reduce the size of pumps required to maintain acceptable water levels in the residential areas of the town. The ponding areas are generally either public reserves or rural and industrial land.
Sustainability Tuner for Stormwater
Stormwater - Well-being Dimension Scale Economic Environmental Social Cultural What does this mean? 5 In general the Stormwater Group of Activities impacts 4 positively on the four aspects of community well-being, as it 3 involves the provision of useful infrastructure that assists in 2 enabling communities to thrive and reduces the likelihood of 1 flooding in urban areas. There are negative environmental effects associated with the Stormwater Group of Activities and 0 initiatives are in place to minimise these effects. -1
-2 For a further explanation of the criteria and how to use the -3 sustainability tuner please see Appendix 7. -4 -5
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External Issues that affect the Stormwater activity
The capital and renewal works for Stormwater can be influenced by a number of factors outside the control of the Council. These factors include obtaining resource consents from the Waikato Regional Council, tender prices, weather conditions, natural disasters, climate change, changes in community expectations and legislative requirements. Capital Works programmes show specific years for undertaking the work, but actual timing may vary as a result of any of the above factors.
The Waikato Regional Plan sets criteria and standards for all stormwater discharges and this is subject to review every 10 years by the Waikato Regional Council. The next review of the Plan is due following the adoption of the Proposed Waikato Regional Policy Statement, which is expected to be in 2013. Any changes made in this Plan will need to be addressed when resource consents are renewed.
Asset Valuations and Depreciation Council re-values its assets every three years to assess total network values and to recalculate depreciation based on those new values. Depreciation (the wearing out of an asset) is an operating expense which is required to be funded.
Some significant increases in asset valuations have resulted from the 2011 revaluation, for two main reasons: New assets added to the valuation, being new work in the last financial year or assets not previously identified or valued as stormwater assets. Increases in replacement costs of assets over the three years between revaluations.
The annual depreciation amount for Stormwater has increased by 10% compared to the 2011/12 budgets, predominantly as a result of asset valuation increases noted above.
This has an impact on the total operating expenditure for Stormwater, given that depreciation is an operating cost. The Council is required to fully fund its operating costs so these changes in depreciation have an impact on funding levels.
Climate change and what it means for the Hauraki District Climate change remains a topical issue at an international, national and local scale. The gradual warming of the earth’s surface is associated with polar ice and glacial retreat, more frequent and intense storms, increased drought and a rise in sea level.
Whilst it is believed that the Hauraki District is unlikely to see any extensive changes in temperature or rainfall averages in the near future, extreme weather events may increasingly affect the District. An increase in the intensity of rainfall and frequency of flooding and/or droughts is possible, as is an increased risk of tidal surges due to sea-level rise.
Although the extent of the effects of climate change are still being debated, Central Government has given Local Government clear direction (through the Resource Management Act, 1991 and the Local Government Act, 2002) to plan for the effects of climate Stormwater 153
change. As a result the Council sought community feedback on a range of climate change policy scenarios during the development process of its Hauraki Community Plan 2009-19.
The consultation and submission process helped guide the Council with its decision making regarding climate change and how best to approach its potential effects on this District.
Hauraki District Council’s current response to climate change The Council calculated a series of projections to help it plan for possible changes in temperature, rainfall, rainfall intensity and sea level rise. Based on guidance from the Ministry for the Environment and the feedback given by the community, the Council adopted a mid-line approach for climate change projections. The table below lists the projections adopted by the Council in 2009.
Projections for the next 100 years Temperature Temperature will be likely to rise by 2.1°C as a mean average. Rainfall There will likely be a decreased annual rainfall of Plains: - 10mm Waihi: -30mm Paeroa: -10mm Rainfall intensity Increase in intensity of up to 20% Sea level rise Sea levels will be likely to rise by 0.5m. Please note that these projections are subject to change and will be updated as further research is released by the appropriate national and international organisations.
These mid-line projections guide the Council’s decision making in setting standards for the design and construction of stormwater systems, land drainage and flood protection and control works. For example with the projected increase in rainfall intensity, the Council must ensure that stormwater and land drainage assets are designed and constructed to be capable of moving the increased amount of water at each event through its stormwater and land drainage systems to the receiving point. The Council has amended its design criteria to allow for this predicted increase in intensity.
Relevant Current Policies, Plans and Strategies
The Stormwater activity, along with other Council activities, must work in conjunction with other Council plans, policies and strategies. These are described below.
Type of Plan Description and Objective
Stormwater Asset Management Asset Management Plans are in place and a full review of the Stormwater Plan Asset Management Plan was carried out in preparation for this 2012-22 Hauraki Long Term Plan.
The Stormwater Asset Management Plan details the systems in place for managing, monitoring and reporting on the performance of stormwater assets. The plan itemises and categorises assets and details the maintenance, renewal and capital expenditure programs over a 10 year period. It also identifies levels of service and the supporting asset performance measurement issues, and defines areas where further information is required. It addresses the lifecycle of the asset, the demands on the asset, the risks to the asset and how these risks will be mitigated. It is reviewed on an on-going basis to ensure that a sustainable development approach is taken, and that planning is as fully integrated as possible. Stormwater Management Plan Required as a condition of the Comprehensive Stormwater Discharge Consents, this plan provides an overview of the stormwater systems and operations. Operative District Plan and Provides a framework for the sustainable management of the natural and Proposed District Plan physical environment, and assists the Council to carry out its functions in order to achieve the purpose of the Resource Management Act, 1991. 154 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Type of Plan Description and Objective
Operative Regional Policy These Waikato Regional Council Plans, developed under the Resource Statement, Proposed Policy Management Act, 1991 detail how local authorities in the region must address Statement and Operative regional responsibilities under that Act. Takes and discharges to/from water Regional Plan and/or air for water, wastewater, solid waste, stormwater and land drainage all require resource consents under the provisions of these plans. Hauraki District Council Provides laws applicable only to Hauraki District that in general protect the Consolidated Bylaw public from nuisance; protect, promote and maintain public health and safety; and minimise the potential for offensive behaviour in public places. Water and Sanitary Services Consists of an assessment of water supply, wastewater services, stormwater, Assessment drainage, cemeteries, crematoria, public toilets and waste disposal. Section 125 of the Local Government Act, 2002, states there is a need to assess these services as they are vital to health and welfare.
Development Contributions This Policy provides predictability and certainty about the funding required to Policy meet the increased demand for infrastructure and community facilities resulting from growth and new development in the Hauraki District, by enabling the Council to require the payment of development contributions.
Key legislative drivers and guidelines
Civil Defence and Emergency Management Act, 2002 Resource Management Act, 1991 Soil Conservation and Rivers Control Act, 1941 Climate Change Response Act, 2002 The Land Drainage Act, 1908 and subsequent amendments Soil Conservation and Rivers Control Act, 1941 and Amendment Act, 1946
Demand Management
Based on the current levels of service and the community level of satisfaction of 98%, significant changes are not expected to be required to the stormwater asset during the life of this Plan as a result of community expectations increasing.
The supporting assumptions of this Plan indicate that population and the number of rating units are not expected to increase significantly. Therefore demand from new residents in the urban areas should not increase to the extent where additional new infrastructure is needed to service the growth. The existing stormwater infrastructure already has sufficient capacity for the expected growth.
It is likely that climate change will impact on the stormwater asset and the Council may have to take this into account when it extends and/or undertakes maintenance on this asset in the future. The Council’s adopted assumption is that rainfall is likely to slightly decrease as an annual average over the next 100 years, however major rainfall events are predicted to intensify. For these expected changes to demands on the stormwater asset, the change is expected to be gradual and they are not expected to have a significant effect on the asset during the life of this Plan.
The modelling of the stormwater network over time may indicate demand or demand management issues.
Stormwater 155
What are the significant positive and negative effects?
Where possible, the Council is already addressing the negative effects associated with the provision of stormwater services. The column showing how Council remedies the negative effects includes the current methods the Council is using, and does not list all of the options available to the Council.
How do we remedy these negative Positive Negative effects?
Provides a basis for public Cost of compliance with Operation of a Competitive health, comfort and safety and standards. Pricing Policy for which tender contributes to the proper Capital expenditure required for applications are sought with the functioning of communities. maintaining infrastructure. lowest tender taken in most Assists in preventing flooding Potential conflict between cases. and ponding. discharge to water and cultural Mitigation of issues on a one by values. one basis. Potential erosion at outfalls. Construction of erosion Potential pipe blockages could prevention devices (energy cause localised flooding. dissipation). Potential sewage cross- Pipe inspection and condition contamination which could assessment to reduce potential adversely affect water quality. blockages. Stormwater runoff from roads Pre-treatment such as swales and land contains contaminants and berms where possible. Kerb and sediments which eventually sumps are also maintained. reach waterways, potentially affecting water quality.
Effect on well-being
Stormwater predominantly has an effect on environmental and social well-beings through aiming to achieve personal safety for community residents and property, by removing runoff efficiently and effectively and therefore avoiding flooding.
Collaborative Projects
Relationship with the Waikato Regional Council The Waihou and Piako River Schemes, operated by the Waikato Regional Council, control flooding in their catchments using stopbanks, flood pumps and floodgates. The majority of the Council’s urban stormwater networks discharge into these rivers.
The towns of Paeroa, Ngatea, Kerepehi and Turua are entirely dependent on the continuing
operation of the Regional Council’s river scheme assets, both for protection from tidal and river flooding, and for the means of discharging runoff through the primary floodgated outlets and pumps.
Staff of both Councils share the routine monitoring, inspection and minor maintenance of the pump stations and floodgates. In times of flood events there is also a co-operative relationship between the Councils’ staff and contractors to ensure the effective operation of these services.
In Whiritoa the maintenance of the lagoon and blowhole outlets at either end of the beach is the responsibility of the Waikato Regional Council as part of the Peninsula Project; it has contracted Hauraki District Council to undertake and manage the maintenance of these outlets.
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Levels of Service and how the Council will measure them
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement
Quality stormwater services are provided to all urban areas.
2012/13: Measure: Customer 37% >50% Customers are satisfied with the satisfaction (2010/11) 2013-22: To stormwater services. survey be advised** Stormwater systems provide efficient and reliable runoff removal. Measure: Percentage of urgent service requests Service Request 91% >90% regarding stormwater emergencies database (2010/11) responded to within four hours. Measure: Percentage of non-urgent service requests Service Request 91% >90% regarding stormwater services responded database (2010/11) to within two working days. Obstructions in stormwater structures and pipes are minimised. Service Request 2012/13: <36* Measure; database and 76 2013/14: <32* Number of reported blockages in Asset Manager (2010/11) 2014/15: <28* stormwater drains and structures. analysis 2015-22: <24* * Refined analysis of service requests has resulted in a reduction in targets. **Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan.
Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan, considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of Local Government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Level of Service Possible impacts on Levels of Service
Quality stormwater services provided The Council currently has a programme to pipe open urban stormwater to all urban areas drains. This programme will be reviewed through the life of this Plan. As the Council’s knowledge of the stormwater asset infrastructure and its condition improves through the Asset Management Plan process, modifications to the stormwater priorities may occur and would be signalled through the Annual Plan process or as an amendment to the Hauraki Long Term Plan if appropriate.
It is expected that during the life of this Plan, additional sustainable engineering techniques may be identified and put into practice.
Catchment Management Plans are in the process of being prepared. Depending on the outcome of these plans, there may be a need to reconsider the capital works and maintenance programmes for the stormwater systems.
The Council will be undertaking a user satisfaction survey in 2012/13 to establish base lines for user satisfaction with the provision of Council services. It is possible that the user satisfaction targets set in this Plan will need to change as a result of the survey. The method for the survey programmed is similar to previous surveys, however it will now target users of services rather than all residents and ratepayers. The estimated targets in this Plan have been predominantly based on external survey techniques used for similar sized Councils however, the Council is Stormwater 157
Level of Service Possible impacts on Levels of Service
unsure at this stage how appropriate these estimated targets are to Hauraki District.
Stormwater systems provide efficient Blockages reduce pipe capacity, therefore the pipes may not be able to and reliable runoff removal convey the designed stormwater runoff and this can result in the use of overflows and secondary flow paths becoming more frequent. The future effects of climate change may mean that the design flow is exceeded Obstructions in stormwater structures more often. and pipes are minimised
Future directions
Future subdivision projects by external developers which may require stormwater works are the only new major capital works the Council may be required to implement over the coming 10 years. If a subdivision is carried out, funding for the development of the stormwater asset will be covered by the developer.
Future reviews of the Council’s climate change policy could result in changes to the design elements for this activity.
Programmed actions for 2012-22
There is a programme of continual improvement in place, with the purpose of seeking greater asset knowledge of the existing stormwater assets.
Kaiaua Coast Stormwater With the incorporation of the Kaiaua area into the Hauraki District in November, 2010 the Hauraki District Council became responsible for managing the stormwater/land drainage/flood control issues in this area. No catchment plan or stormwater management plan was in place for the Kaiaua area at the time it became part of the Hauraki District, although each property paid a uniform charge towards meeting the costs associated with these issues.
The Council is maintaining this rate to fund stormwater/land drainage investigations during the 2012/13 and 2013/14 years to assess existing infrastructure and future needs in this area. These investigations, including consultation with the community, are expected to guide development of a new policy and practice for these areas together with funding options.
Capital Works Schedule $3.25 million of funding has been allocated for stormwater capital projects during the life of this Plan. This is predominantly to provide for the replacement of assets on the networks that have reached the end of their useful lives.
Capital projects include: Mains upgrades and renewals Pump upgrades
The full list of capital works for the District can be found on page 22 in Volume Two of the Plan and the major capital works are listed below.
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Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Miscellaneous renewals: Miscellaneous renewals are the replacement of existing assets. Such renewals could be reactive replacements due to the asset reaching the end of its useful life, or 60 63 65 545 due to the asset experiencing some kind of failure that was outside the knowledge held on the lifecycle of that asset. The programme varies over the life of the Plan. Miscellaneous upgrades: Miscellaneous upgrades are improvements in the form of piping of open drains. The programme is usually reactive for these upgrades and is based on demand requirements and residents requesting upgrades. If 193 238 171 1,752 appropriate, the Council may consult with the local committee and/or residents regarding required upgrades, and require residents to partially fund upgrades if they are on private property. Paeroa Stormwater Criterion Pump Upgrade: Replacement/refurbishment of the pump and - - - 126 repowering of the pump. The Council is investigating exactly what needs to be upgraded. Whiritoa Stormwater Mako St to SH 25: piping of 30 - - - the open drain.
Kaiaua – Stormwater investigations. 10
What are the costs of operating Stormwater?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 31 Vegetation Control 12 12 13 13 14 14 15 15 16 17 1 Reticulation 40 41 43 44 46 47 49 51 53 55 37 Maintenance/Fencing/Culverts 13 14 14 15 16 16 17 17 18 19 15 Mechanical Cleaning 20 21 21 22 23 24 25 25 27 28 4 Floodgates 4 4 4 4 5 5 5 5 5 6 13 Pumps 12 12 13 13 14 15 15 16 17 18 144 Overheads 138 141 145 149 153 157 161 165 170 175 148 Other 140 145 150 155 160 166 172 178 185 192 413 Depreciation 443 445 518 520 525 590 592 595 685 688 71 Interest 59 47 35 17 ‐ (9) (28) (48) (69) (90) 877 881 882 956 952 956 1,025 1,023 1,019 1,107 1,108
OPERATING REVENUE ‐ Fees and Charges ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 743 Targeted Rates 784 804 826 849 872 896 921 948 976 1,006 132 General Rates 138 142 146 150 154 158 163 167 172 178 875 922 946 972 999 1,026 1,054 1,084 1,115 1,148 1,184
(2) OPERATING SURPLUS/(DEFICIT) 41 64 16 47 70 29 61 96 41 76
CAPITAL EXPENDITURE 108 Capacity Demand Increases ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 179 Level of Service Increases 233 238 171 217 226 236 248 260 275 290 29 Renewals 60 63 65 67 197 73 77 81 85 90 ‐ Other Capital Expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 316 293 301 236 284 423 309 325 341 360 380
Stormwater 159
Funding Impact Statement for Stormwater
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 SOURCES OF OPERATING FUNDING General rates, uniform annual general charges, 132 rate penalties 138 142 146 150 154 158 163 167 172 178 Targeted rates (other than a targeted rate for 743 water supply) 784 804 826 849 872 896 921 948 976 1,006 ‐ Subsidies and grants for operating purposes ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ Fees, charges, and targeted rates for water supply ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal charges and overheads recovered ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Local Authorities fuel tax, fines, infringement ‐ fees, and other receipts ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 875 Total Operating Funding (A) 922 946 972 999 1,026 1,054 1,084 1,115 1,148 1,184
APPLICATIONS OF OPERATING FUNDING 249 Payments to staff and suppliers 240 249 258 267 277 287 297 308 320 333 32 Finance Costs 51 61 71 53 36 26 7 ‐ ‐ ‐ 183 Internal charges and overheads applied 147 127 109 112 118 122 127 116 102 87 ‐ Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 464 Total Applications of Operating Funding (B) 438 437 438 432 431 435 431 424 422 420
411 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 484 509 534 567 595 619 653 691 726 764
SOURCES OF CAPITAL FUNDING ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 234 Increase (decrease) in debt 182 160 (298) (283) (172) (310) (328) (350) (366) (384) ‐ Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 234 Total Sources of Capital Funding (C) 182 160 (298) (283) (172) (310) (328) (350) (366) (384)
APPLICATIONS OF CAPITAL FUNDING Capital Expenditure 108 ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 179 ‐ to improve the level of service 233 238 171 217 226 236 248 260 275 290 29 ‐ to replace existing assets 60 63 65 67 197 73 77 81 85 90 329 Increase (decrease) in reserves 373 368 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase (decrease) of investments ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 645 Total Applications of Capital Funding (D) 666 669 236 284 423 309 325 341 360 380
(411) SURPLUS (DEFICIT) OF CAPITAL FUNDING (C ‐ D) (484) (509) (534) (567) (595) (619) (653) (691) (726) (764)
‐ FUNDING BALANCE ((A ‐ B) + (C ‐ D)) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reconciliation of Cost of Service Statement to Funding Impact Statement
(2) OPERATING SURPLUS/(DEFICIT) 41 64 16 47 70 29 61 96 41 76
413 Depreciation 443 445 518 520 525 590 592 595 685 688 ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
411 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 484 509 534 567 595 619 653 691 726 764
The funding impact statement is required under the Local Government Act 2002 Schedule and conforms to clause 5 of the Local Government (Financial Reporting) Regulations 2011. They cover the 10-year period from 2012/2013 to 2021/2022 and outline the Council’s sources of funding and its Plan to apply them. Generally accepted accounting practice does not apply to the preparation of the funding impact statements as stated in section 111(2) of the Local Government Act. The key divergences from generally accepted accounting practice are the non inclusion of depreciation and the inclusion of internal charges.
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Solid Waste
What is Solid Waste?
Solid waste collection, minimisation and disposal are core services of Hauraki District Council.
The Solid Waste activity consists of four parts: solid waste collection, minimisation, education and landfill aftercare. Solid waste collection is the kerbside collection of refuse and recyclables and the management of the District’s two transfer stations, located in Paeroa and Waihi. Solid waste minimisation encompasses efforts made District-wide to reduce the waste stream. This aims to enhance environmental and economic benefits and to comply with legislative requirements. The Council runs and supports education initiatives promoting the benefits of waste minimisation and recycling. Landfill aftercare comprises site monitoring, and implementation of the post closure requirements of the relevant resource consents for landfills.
Why is the Council involved?
Solid waste services protect and enhance community health and safety and the environment from the negative effects of solid waste generated by the community.
The Council is enabled to meet its statutory obligations under the Waste Minimisation Act, 2008 by providing refuse collection and waste disposal services and facilities.
The solid waste services are funded through user charges, general rates and targeted rates. The existing community demand for these services requires them to be provided in urban areas.
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How does the Council provide solid waste services?
The Council provides solid waste collection, solid waste minimisation and landfill aftercare services through a number of avenues.
Weekly kerbside refuse collections are carried out in the urban communities of Ngatea, Kaiaua, Karangahake, Kerepehi, Paeroa, Turua, Waihi, Waikino and Whiritoa under contract, supported by a weekly kerbside collection service for recyclables. At present most rural areas are not served by the Council’s refuse collection and kerbside recycling schemes, however similar services for rural areas are available through private operators.
The Council also owns and is responsible for the operation of two refuse transfer stations where rural and urban residents can drop off refuse and recyclables. The Council’s refuse transfer stations are located at Grey Street, Paeroa and Dean Crescent, Waihi. The Council has recently contracted out the operation of the refuse transfer stations to Smart Environmental Ltd. Refuse that cannot be recycled is transferred to the privately owned and operated landfill at Tirohia. Recycling is encouraged, with collection points for recyclable waste provided at each transfer station.
Aftercare for landfills involves managing and monitoring of the closed landfill sites in compliance with appropriate legislation and Did you know? resource consent conditions. The Council currently manages five closed landfill sites situated at Waihi (Bulltown Road), Paeroa Kerbside Recycling (Puke Road), Ngatea (Kaihere Road) and Waitakaruru (SH 2 near Steens Road), and at Kaiaua (East Coast Road). In 2008 the Council introduced a kerbside collection service for recyclables in response to public demand, and the increased need to How does the Solid Waste activity act in an environmentally sustainable manner. promote sustainability? When the materials that you recycle go into new products, they don't go The Solid Waste activity is focussed on sustaining public health and into landfills or incinerators, so landfill the quality of the environment for the continued benefit of future space is conserved. In the first month generations of the community. It endeavours to support sustainable of operation of the recycling scheme principles by mitigating adverse effects from this activity, promoting the volume of kerbside collected refuse disposed to landfill reduced by a balanced set of well-beings including consideration of approximately 10 tonnes per weekly environmental, social, cultural and economic benefits in decision collection, a total of approximately 40 making processes. Some ways in which this activity is undertaken tonnes for the month. sustainably are: Improved education to residents and ratepayers on sustainability and how the Council can help protect the resources of the District. Funding for schools throughout the District to implement waste education/minimisation programmes; these programmes teach younger generations’ sustainable habits such as the importance of recycling and composting. Formation of a working party in 1992 called the Solid Waste Management Committee. This committee had representatives from the Council, Waikato Regional Council, Federated Farmers, environmental groups and Iwi. This committee was an advisory committee to Council which provided recommendations on the closure of the refuse tips and looked The kerbside recyclable collection averaged 7 tonnes per weekly at future solid waste disposal options for the District. The collection. Paper, metal cans and responsibility of the committee was also extended to water and plastic recyclables are currently wastewater. The Consultative Committee for Water and Waste exported to China for remanufacture. (as it is now named) has since that time been fully involved with Glass is crushed and remanufactured or otherwise utilised in New Zealand. decisions on issues to do with solid waste, water and wastewater. By ensuring that the future has been addressed, The collection of kerbside recycling the Council has been able to plan for it in a sustainable manner. has been extended to Turua and Kerbside refuse and recycling collections and the provision of Kerepehi since it was first introduced to the larger urban areas. transfer stations which encourage the community to recycle and dispose of refuse in an orderly manner rather than littering or 162 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
illegally dumping rubbish. This positively affects not only the health and well-being of the community but also preserves the environment.
Sustainability Tuner for Solid Waste
Solid Waste Well-being Dimension Scale Economic Environmental Social Cultural What does this mean? The effect of the Solid Waste Group of Activities on 5 the four aspects of well-being is generally positive, 4 relating mostly to positive social and environmental 3 impacts in providing useful infrastructure and creating 2 a healthy environment in which communities can 1 thrive. Possible negative effects could arise from the 0 environmental impact resulting from failure of or -1 leakage from a landfill following a major dysfunction or -2 catastrophic event. -3 For a further explanation of the criteria and how to use -4 the sustainability tuner please see Appendix 7. -5
External issues that affect Solid Waste
Capital and renewal works for Solid Waste services can be influenced by a number of factors outside the control of the Council. These factors include: obtaining resource consents tender prices weather conditions natural disasters climate change changes in community expectations legislative requirements shared services initiatives such as the Joint Solid Waste procurement initiative with Matamata-Piako and Thames-Coromandel District Councils.
Relevant Current Policies, Plans and Strategies
The Solid Waste activity works within the framework of other Council plans, policies and strategies. These specifically include:
Type of Plan Description and Objective
Solid Waste Asset Management To ensure sound planning is in place for the Council’s core assets, Asset Plan Management Plans are prepared. A full review of the Solid Waste Asset Management Plan was carried out in preparation for this 2012-22 Hauraki Long Term Plan.
The Solid Waste Asset Management Plan details the systems in place for managing, monitoring and reporting on the performance of Solid Waste assets. The plan itemises and categorises assets and details the maintenance renewal and capital expenditure programs over a 10 year period. It also identifies levels of service, the supporting asset performance measurement issues, and defines areas where further information is required. It addresses the lifecycle of the asset, the demands on the asset, the risks to the asset and how these risks will be mitigated. It is reviewed on an on-going basis to ensure that a sustainable development approach is taken, and that planning is as fully integrated as possible.
Operative District Plan and Provides a framework for the sustainable management of the natural and Proposed Operative Plan physical environment, and assists Council to carry out its functions in order to achieve the purpose of the Resource Management Act, 1991. Solid Waste 163
Type of Plan Description and Objective
Operative Regional Policy The Waikato Regional Plan and Policy Statement, developed under the Statement and Operative Resource Management Act, 1991 detail how local authorities in the region Regional Plan must address regional responsibilities under that Act. Takes and discharges to/from water and/or air for water, wastewater, solid waste, stormwater and land drainage all require resource consents under the provisions of the Regional Plan.
Hauraki District Council Provides laws applicable only to Hauraki District that in general protect the Consolidated Bylaw public from nuisance; protect, promote and maintain public health and safety; and minimise the potential for offensive behaviour in public places.
Water and Sanitary Services Comprises an assessment of water supply, wastewater and solid waste Assessment services. As required by section 125 of the Local Government Act, 2002, there is a need to assess these services as they are vital to health and welfare. Development Contributions This Policy provides predictability and certainty about the funding required to Policy meet the increased demand for infrastructure and community facilities resulting from growth and new development in the Hauraki District, by enabling the Council to require the payment of development contributions. Waste Minimisation and This plan is required under section 43 of the Waste Minimisation Act, 2008 for Management Plan and Waste the effective and efficient management of solid waste in the District and Assessment contains action plans for implementation. The Waste Assessment is an assessment of solid waste services, as required by the Waste Minimisation Act, 2008 as part of the development of the Waste Management and Minimisation Plan.
Key legislative drivers and guidelines
Waste Minimisation Act, 2008 Climate Change Response Act, 2002 (Emissions Trading Scheme) Resource Management Act ,1991 Local Government Act, 2002 Hazardous Substances and New Organisms Act, 1996 Health Act, 1956 Litter Act, 1979
Demand management
The demand management objective for the Solid Waste activity is to reduce the volume of residual waste that has to be disposed of at the landfill.
Based on the relatively high level of community satisfaction, significant community pressure for change is not expected, other than extending the areas for collection and recycling where practical and to continue to reduce the volume of waste to the landfill.
The assumption of an estimated 4% population growth underlying the 2012-22 Hauraki Long Term Plan means that the community will need to work hard to achieve a reduction of waste to landfill. This will be addressed by: Further education campaigns, Waste minimisation policies, and Waste separation policies.
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What are the significant positive and negative effects?
Where possible, the Council is already addressing the negative effects associated with the provision of the Solid Waste activity. The column showing how the Council remedies the negative effects includes the current methods the Council is using, and does not list all of the options available to the Council.
How do we remedy these negative Positive Negative effects?
Provision of a basis for health, Cost of compliance with The Council operates a comfort and safety and allows standards. Competitive Pricing Policy for for the proper functioning of Major expenditure required to which tender applications are communities. maintain infrastructure. sought with the lowest tender Keeping reusable waste out There can be conflict between taken in most cases. of landfills. use of the resource and cultural The Council attempts to mitigate Reduction of the quantity of values. issues on a one by one basis. leachate produced at landfills. Landfills are still producing Ensuring that contracts with Recovery which creates an leachate which is becoming landfill providers are income from the waste rather increasingly difficult to treat or sustainable. than a cost for disposal. dispose of. Monitoring and compliance of Changing of attitudes from The cost of reusing some resource consents for Council- ‘throw away’ to ‘reduce, re- materials is greater than using the owned landfills. use and recycle’. raw material. Council, through its contractor, Utilisation of methane Littering still occurs. stockpiles some of those production for power. Long term monitoring and control materials that are considered required. uneconomic to recycle until the Not all materials are economic to value of the product has recycle, depending on the current improved. market’s situations and whether or not the product is in demand.
Effect on well-being
The aim of the Solid Waste activity is to ensure the sanitary and safe collection, recycling and disposal of solid waste to protect the social and environmental well-being of the Hauraki community, and to implement recycling initiatives to ensure environmental sustainability.
Collaborative projects
Waste Management and Minimisation Plan 2012 The Council is required to produce a Waste Management and Minimisation Plan (WMMP) under the Waste Minimisation Act, 2008. The WMMP identifies how solid waste is currently managed in the District, defines the Council’s role regarding solid waste management, and its future intentions for solid waste management. The Waste Minimisation Act, 2008 required a WMMP to be complete and adopted by 30 June 2012.
The Act provides for Councils to prepare and adopt a joint Plan. In early 2010 Hauraki District Council agreed to work in conjunction with Matamata-Piako and Thames-Coromandel District Councils to develop a joint WMMP. There are a number of benefits for the three Councils in developing a joint Plan - some of these include being able to share costs and having consistent standards and services across the three Districts. The three Councils also agreed to look into the benefits of a shared solid waste services contract.
The Eastern Waikato Solid Waste Joint Committee, consisting of two Councillors from each District, was established to oversee the development of the WMMP and to recommend the Draft joint WMMP to each Council for adoption. The joint WMMP was adopted by the three Councils in February 2012. The Joint Committee is now looking into the viability of establishing a joint procurement process for solid waste services.
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Variations between Council’s Waste Management Plan and Minimisation Plan and the 2012-22 Hauraki Long Term Plan Schedule 10 (clause 6) of the Local Government Act, 2002 requires the Council to identify any variations between its current Waste Management and Minimisation Plan and the 2012-22 Hauraki Long Term Plan.
At this stage there are no variations between the potential outputs proposed in the Waste Management and Minimisation Plans’ Action Plans, and the programmes indentified in the 2012-22 Hauraki Long Term Plan for Solid Waste. Any variations that may arise will be identified in Hauraki District Council’s subsequent Annual or Long Term Plans.
Levels of Service and how the Council will measure them
Community Method of Baseline Levels of Service Target 2012-2022 Outcome Measurement Opportunities for community involvement in decision making are provided. Measure: The current Waste Management and Minimisation Plan, as HDC website New Current and available approved following community consultation, is available on the website. Collection systems and waste processing facilities are clean and efficient. Measure: Percentage of users are satisfied Customer 2012/13: 60% 60% with the kerbside collection satisfaction 2013-22: To be (2010/11) service. survey advised**
Waste disposal at transfer stations is available. Measure: Transfer Station A transfer station will be open in Daily record New Open and available the District every day except for summary public holidays. Waste is collected on advertised days. Measure: Number of days that collection is Service Request New 2 or less not completed on the scheduled System day for each collection area. Adverse effects of waste on the environment are minimised. Measure: Landfill The amount of waste collected 312kg per <200kg per property per Management from the kerbside per year per property* year by 2022 Reports serviced property. * This is a new measure with the baseline estimated with reference to existing records. ** Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan.
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Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of Local Government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Level of Service Possible impacts on Levels of Service
Opportunities for community Following public consultation the Council adopted a Waste Management and involvement in decision making are Minimisation Plan on 15 February 2012. This Plan is a requirement under the provided Waste Minimisation Act, 2008. The collaborative nature of this Plan means that there could be impacts on the service delivery methods for solid waste due to the shared services approach with neighbouring District Councils Thames-Coromandel and Matamata-Piako. Collection systems and waste Consents have been granted for Waihi and Paeroa landfill closures by processing facilities are clean and Waikato Regional Council. Provision is made in the ten year plan for their efficient closure, on-going monitoring and post closure care requirements. The Kerepehi site closure consent is in progress.
Council will be undertaking a user satisfaction survey in 2012/13 to establish base lines for user satisfaction with the provision of Council services. The user satisfaction targets will be set in the 2013/14 Annual Plan based on the results of the survey. The method for the survey programmed is similar to previous surveys, however it will now target users of services rather than all residents and ratepayers. Waste disposal at transfer stations is Waste disposal at Council owned transfer stations will continue to be available available in Paeroa and Waihi. However, the operation of these transfer stations has recently been contracted out to private management. The same level of service can be expected. Waste is collected on advertised While the Council offers refuse collection in selected urban areas within the days District, rural refuse collections are offered by private operators. There is no indication that the Council should become involved in this service, therefore there are no plans for the Council to undertake a rural refuse collection service in the future. If there is significant community demand for changes to refuse or recycling schemes, this could be considered by Council and may result in additional areas being serviced. Adverse effects of waste on the The Council will continue to encourage waste minimisation in a supportive environment are minimised role and continue with its existing charging incentives.
The Council will endeavour to actively divert as much of the waste streams to recycling initiatives as possible, having regard to prevailing market conditions and forces.
Future Directions
Joint Procurement Process for Solid Waste The Council has agreed to look into developing a strategy for joint procurement of solid waste services with Matamata-Piako and Thames-Coromandel District Councils. The three Councils have delegated authority to the Eastern Waikato Solid Waste Joint Committee to consider and make recommendations to the individual Councils on a preferred governance and management model for the delivery of joint solid waste services in the future.
Water and Sanitary Services Assessment The first Water and Sanitary Services Assessment (which includes some information on solid waste services) was carried out in 2005. The Local Government Act, 2002 requires that a review shall be carried out ’from time to time‘. The next Water and Sanitary Services Assessment review is scheduled to take place prior to the 2015-25 Hauraki Long Term Plan.
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Programmed actions for Solid Waste for 2012-22
Refuse transfer stations The Council decided to contract out the operation of its refuse transfer stations in Paeroa and Waihi. Smart Environmental Limited (Ltd) presented a proposal to the Council in November 2011 and demonstrated how they could successfully operate the transfer stations and potentially reduce the costs involved in running them.
Smart Environmental Ltd also proposed that there will be no changes to the charges at the transfer stations during this financial year. There could possibly be minor changes of open hours at Paeroa during the winter months and these changes will be advertised if and when they occur.
After considering the proposal the Council resolved to accept the offer and as of 1 February 2012 Smart Environmental Ltd took over the operation of the Paeroa and Waihi transfer stations for the period ending 30 June 2013. Subsequent arrangements will depend on the outcome of the investigation into the joint procurement process for solid waste services.
In response to demand from the community, the Council investigated the feasibility of a green waste transfer station in Ngatea. The outcome of this study showed that there is a high risk of the service requiring a large surcharge per tonne to remain equitable with the rest of the District’s green waste facilities. The Council has indicated it may undertake further feasibility studies on establishing a green waste transfer station in Ngatea in the future.
Paper for Trees The Council will continue the Paper for Trees programme in the District’s schools. The purpose of this programme is to encourage schools to recycle paper. Schools that participate are rewarded with a tree for planting once they reach a certain amount of recycled paper. This initiative has been operating since 2009/10.
Waste Minimisation The Waste Minimisation and Management Plan has been consulted on and adopted and will be in place for the duration of this 2012-22 Hauraki Long Term Plan.
Enviroschools/Zero Waste Education The Council is currently funding two education programmes for the District’s schools. The Enviroschools programme is a ‘whole school’ approach to learning where students plan, design and create a sustainable school with the guidance of a facilitator.
The Zero Waste Education programme provides an educator who teaches the classes with modular units regarding sustainability issues. Each unit consists of four 40 minute lessons with a different unit taught each year for the six years of primary and intermediate school.
Currently 50% of the District’s schools are participating in Enviroschools and 50% of schools are involved in the Zero Waste Education programme.
Capital Works schedule There are no programmed capital works signalled for the Solid Waste activity for the 2012-22 period.
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What are the costs of operating Solid Waste?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 265 Refuse Collection 231 238 244 252 260 268 276 284 294 304 77 Closed Tip Sites 65 67 70 72 74 77 79 82 85 88 564 Transfer Stations 103 104 112 114 115 122 123 125 134 136 62 Other 86 87 94 93 97 100 103 106 109 112 968 485 496 520 531 546 567 581 597 622 640
OPERATING REVENUE 330 Fees and Charges 30 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 41 External Subsidies 41 42 44 45 47 48 50 52 53 55 269 Targeted Rates 242 246 251 258 264 271 278 284 292 299 333 General Rates 159 190 211 220 240 262 289 305 324 360 973 472 478 506 523 551 581 617 641 669 714
5 OPERATING SURPLUS/(DEFICIT) (13) (18) (14) (8) 5 14 36 44 47 74
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Funding Impact Statement for Solid Waste
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 SOURCES OF OPERATING FUNDING General rates, uniform annual general charges, 333 rate penalties 159 190 211 220 240 262 289 305 324 360 Targeted rates (other than a targeted rate for 269 water supply) 242 246 251 258 264 271 278 284 292 299 41 Subsidies and grants for operating purposes 41 42 44 45 47 48 50 52 53 55
‐ Fees, charges, and targeted rates for water supply ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal charges and overheads recovered ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Local Authorities fuel tax, fines, infringement 330 fees, and other receipts 30 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 973 Total Operating Funding (A) 472 478 506 523 551 581 617 641 669 714
APPLICATIONS OF OPERATING FUNDING 705 Payments to staff and suppliers 270 278 291 297 308 319 329 339 350 363 ‐ Finance Costs ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 232 Internal charges and overheads applied 170 173 178 183 187 193 197 203 210 215 ‐ Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 937 Total Applications of Operating Funding (B) 440 451 469 480 495 512 526 542 560 578
36 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 32 27 37 43 56 69 91 99 109 136
SOURCES OF CAPITAL FUNDING ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase (decrease) in debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Sources of Capital Funding (C) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
APPLICATIONS OF CAPITAL FUNDING Capital Expenditure ‐ ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to improve the level of service ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to replace existing assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 36 Increase (decrease) in reserves 32 27 37 43 56 69 91 99 109 136 ‐ Increase (decrease) of investments ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 36 Total Applications of Capital Funding (D) 32 27 37 43 56 69 91 99 109 136
(36) SURPLUS (DEFICIT) OF CAPITAL FUNDING (C ‐ D) (32) (27) (37) (43) (56) (69) (91) (99) (109) (136)
‐ FUNDING BALANCE ((A ‐ B) + (C ‐ D)) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reconciliation of Cost of Service Statement to Funding Impact Statement
5 OPERATING SURPLUS/(DEFICIT) (13) (18) (14) (8) 5 14 36 44 47 74
31 Depreciation 45 45 51 51 51 55 55 55 62 62 ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
36 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 32 27 37 43 56 69 91 99 109 136
The funding impact statement is required under the Local Government Act 2002 Schedule and conforms to clause 5 of the Local Government (Financial Reporting) Regulations 2011. They cover the 10-year period from 2012/2013 to 2021/2022 and outline the Council’s sources of funding and its Plan to apply them. Generally accepted accounting practice does not apply to the preparation of the funding impact statements as stated in section 111(2) of the Local Government Act. The key divergences from generally accepted accounting practice are the non inclusion of depreciation and the inclusion of internal charges.
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Community Services
What are the Community Services activities and why is the Council involved?
Community Services involves the provision of services that address social, cultural and environmental needs and well-beings, provided in response to the public seeking to improve quality of life. The community accepts that the provision of these services is a discretionary cost that they predominantly pay for through rates.
Community Recreation The Community Recreation activity provides opportunities for active recreation, aquatic recreation and public access to learning opportunities. The activity encourages residents to have involvement in their community through sports and leisure and encourages the physical and mental well-being of both residents and visitors. There is a community expectation that the Council will provide these facilities.
Community Facilities The Community Facilities activity provides facilities to meet public health needs (public toilets, cemeteries), social and cultural needs (public halls, pensioner housing) and amenity needs (passive reserves). Generally these are provided in response to community requirements and the Council works with its communities to determine the levels of service for these. However in some cases, such as cemeteries, there are legislative requirements that are required to be met.
What activities are included in Community Services?
Community Recreation Libraries Swimming Pools Events Centre Sports Fields and Recreation Reserves District Sports Coordinator
Community Facilities Halls Pensioner Housing Public Toilets Cemeteries Non-Recreation Reserves
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How does this Group promote Did you know? sustainability? Growth of online resources The key sustainably focus of Community Services is the social and cultural well-being associated with the provision of facilities The offering of online resources by Hauraki and services, which in turns help to bring the community together District Libraries has grown considerably in both now and into the future. By creating and maintaining places recent years. where people can socialise and congregate, well-being is EPIC resources provide a wealth of enhanced and a community spirit is promoted. The ways in which information on a wide range of Community Services acts sustainably are by: subjects. These electronic databases Creating and maintaining partnerships with other contain thousands of full text articles covering a wide range of topics and organisations to achieve common outcomes. formats - from magazine and Protecting the heritage of the District through providing and newspaper articles to biographies to maintaining facilities where the community can learn about health or business information. heritage and culture. Ancestry.com is a hugely popular genealogical resource tool which Promoting the economic well-being of the community through provides access to a wealth of encouraging tourism. Census, Immigration, Birth, Death Contributing to the health and social well-being of the and Marriage records not publicly community by providing facilities for active recreation and available. Press Display provides same-day sports. digital replicas of print editions of Choosing play equipment and street furniture that have 1000s of newspapers and greater longevity to decrease maintenance requirements and magazines worldwide. So whether increase life of the assets. your news fix is local or not so local, we’ve got it covered. Introducing new environmentally friendly materials to reduce energy costs in Council buildings and facilities. Searching for resources, books or articles Libraries in the District holding special collections which are of online is easy. Just follow the “Online historic and cultural value to the District; these collections will Databases” page on the library website http://library.hauraki-dc.govt.nz or come be available for many generations and benefit all these into one of our District Libraries and take generations equally. advantage of our free internet access. Sustainable library activities - due to the fact that books/CD/DVDs can be used multiple times. The potential to The District libraries also have eBooks and downloadable audio books available to access reading material via ‘E Books’ may reduce the need borrow via Nove-L (Northern virtual e- for as many printed copies and storage areas. Library). Nove-L is a collaborative venture Continual maintenance of reserves to protect natural flora and between several public libraries in the fauna. upper North Island of New Zealand offering access to quality digital content for their Ensuring high occupancy rates in Pensioner Housing so that local communities. The Nove-L Libraries they remain financially viable. are: Far North, Hauraki, Gisborne, Kaipara, Kawerau, Matamata-Piako, Otorohanga, South Waikato, Waitomo and Whangarei. The OverDrive service is a free digital media platform which allows you to download eBooks and audiobooks. Members of Hauraki District Libraries can access OverDrive through the Nove-L website.
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Relevant Current Policies, Plans and Strategies
Type of Plan Description and Objective
Asset Management Plans Plans that include management tools to ensure that services are provided Libraries through the provision and management of assets in the most effective and Property Management efficient way. Parks and Community Facilities The Council currently has Asset Management Plans that incorporate libraries, parks and reserves, pools, halls, toilets, pensioner housing and cemeteries. The Draft Library Services This Draft Plan provides the Council and the community with a guide to map out Strategic Plan the future direction for libraries in changing times. Libraries are evolving and are in the process adapting their services to meet both the fast pace of technological change and user expectations. The Plan is expected to be adopted in 2012. Rental and Lending Policy A policy that sets out lending periods for collections, including rental and (Libraries) overdue charges, and details all other charges levied. Collection Management Policy Provides a clear, robust and thorough outline of how and why the collections (Libraries) are managed and sets out the criteria for their continued evolution into the future. Hauraki/Thames-Coromandel A strategy that aims to increase the general well-being of the community via Physical Activity Strategy and physical activity levels. The plan was adopted in 2005. The desired outcome for Facilities Plan the Strategy is: “Effective collaboration and efficient provision of physical activity services and facilities at sub-regional level”. Hauraki District Reserves A plan prepared under the Reserves Act 1977 that identifies the Council’s Management Plan policies for the management of the land use and activities that occur on reserves. The plan was adopted in March 2007. Water and Sanitary Services Consists of an assessment of water supply, wastewater services, stormwater, Assessment drainage, cemeteries, crematoria, public toilets and waste disposal. Section 125 of the Local Government Act, 2002 states there is a need to assess these services as they are vital to health and welfare. Development Contributions A policy to provide predictability and certainty about the funding required to Policy meet the increased demand for community facilities resulting from growth and new development in the Hauraki District by enabling the Council to require the payment of development contributions.
External issues that affect Community Services
Public opinion and public demand is higher for some Council activities than others. There is strong community interest in the activities within the Community Services Group, and as such, localised pressures can arise at times with community preferences for change being outside of what has been programmed within this Plan. Examples of such activities are the provision of indoor sport facilities, sports fields and library services.
Regardless of the Council’s population growth projections, the supply of all Community Services is subject to the need to comply with legislative requirements and consent conditions, which also help in establishing sustainable levels of service. These can alter from time to time and the Council will need to respond appropriately.
The capital and renewal works programme for Community Services is subject to a number of factors outside of the direct control of the Council. These factors may include obtaining the necessary resource consents, market prices, weather conditions, natural disasters and changes in community expectations.
Future maintenance and operating costs of Council parks and facilities are subject to a degree of uncertainty, as projected fuel and energy cost increases may result in the Council needing to investigate alternative methods of delivering the required levels of service in these areas.
Street culture and the social issues that are associated with this continue to present issues for the Hauraki District Council and local authorities nationally. Graffiti is the most prominent issue that emerges from this. Anti-social behaviours within the community are being addressed by the adoption of a Community Services 173
collaborative approach between the community, Police, Hauraki District Council and the local business community.
The inclusion of the Kaiaua Coast area into the District from the previous Franklin District Council has introduced an area of a special nature that includes a world RAMSAR (Wetlands of International Importance) area. This is resulting in increasing local and international tourism demands on reserves and facilities which the Council and other agencies will need to address. The Council plans to develop a Reserve Management Plan for reserves within the Kaiaua area to help manage these demands.
What are the significant positive and negative effects?
Community Services Groups of Activities have the potential to have both a positive and negative effect on community well-being. The significant positive and negative effects of Community Services are identified below, along with how the Council plans to remedy the negative effects.
How do we remedy these negative Activity Positive Negative effects?
Facilities are available Attraction of anti-social Education. for the whole behaviour (graffiti and Implementation of Graffiti community. excessive alcohol Management Plan. Facilities are socially drinking) in some Collaborative enforcement of the important for facilities. STOP (Stop Tagging Our Place) communities, and create Littering and rubbish left strategy with New Zealand Police. a community spirit and at facilities. District-wide Liquor ban in 50km/hr places for social Reserves become zones. interaction and deposit sites for Liquor bylaws and policies. recreation. unwanted animals such Where affordable and practicable, as poultry or cats. installation and monitoring of Cost of high energy use closed circuit television. associated with some Close working relationships with facilities. Social Agencies, Community Support Groups and Police. When renewing existing assets or All Community Services Activities building new facilities, using energy efficient options.
Libraries are a source of Libraries are funded by Increased promotion of Library historical and cultural rates but not all services to encourage more usage. information and fictional ratepayers use the Promotion and support of water reading at little or no library. based activities to encourage more cost to the user. Swimming pools have usage of swimming pools. Library collections are high per capita costs to Ensuring well planned maintenance re-used, and an supply and operate and operational plans for swimming increasing number of facilities. pools are in place to minimise the fictional titles are Use of sanitisation wastage of sanitation chemicals available as E-Books. chemicals in swimming and energy. Libraries are a pools can have a Investigation of new turf mechanism to improve negative effect on the management methods to help
Community Recreation literacy. environment. reduce the frequency of mowing for Libraries provides free High fuel costs for sports fields. internet to the maintaining Sports community. Fields. 174 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
How do we remedy these negative Activity Positive Negative effects?
Community Facilities Lower usage of some Increasing usage of all facilities help contribute to a community facilities will, through promotion. healthier community in time, mean higher Considering the preferences of Cemeteries/Non user-pays costs. different religions and cultures Recreation Reserves: Not all cultures and when undertaking expansions of protection of landscapes religions are able to be cemeteries. and heritage. accommodated when All Community Facilities providing cemeteries. Activities: health, social Layout and location of and cultural benefits. pensioner housing may Location and not be suitable for future accessibility of facilities. trends. Pensioner Housing: provision of affordable housing for elderly Community Facilities Community Facilities persons. Public Toilets/Cemeteries: prevention of health risks through the provision of public toilets and cemeteries.
Effect on well-being
The Community Services Group of Activities work towards creating positive social, environmental and cultural well-beings for the Hauraki community by providing and encouraging the use of facilities that promote health, education, social interaction and recreation for all ages in the Hauraki community.
What are the costs of operating the Community Services Group?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 3,203 Recreation 3,361 3,599 3,749 3,874 3,995 4,150 4,256 4,387 4,572 4,712 1,409 Community Facilities 1,541 1,576 1,628 1,645 1,646 1,684 1,722 1,718 1,759 1,758 4,612 4,902 5,175 5,377 5,519 5,641 5,834 5,978 6,105 6,331 6,470
OPERATING REVENUE 435 Fees and Charges 523 559 598 640 685 704 725 748 773 799 ‐ External Subsidies 3 3 3 3 3 3 3 3 3 3 2,092 Targeted Rates 1,711 1,755 1,780 1,834 1,873 1,898 1,985 2,028 2,052 2,090 2,056 General Rates 2,290 2,473 2,643 2,802 3,024 3,272 3,631 3,835 4,058 4,511 4,583 4,527 4,790 5,024 5,279 5,585 5,877 6,344 6,614 6,886 7,403
(29) OPERATING SURPLUS/(DEFICIT) (375) (385) (353) (240) (56) 43 366 509 555 933
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Funding Impact Statement for Community Services
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 SOURCES OF OPERATING FUNDING General rates, uniform annual general charges, 2,056 rate penalties 2,290 2,473 2,643 2,802 3,024 3,272 3,631 3,835 4,058 4,511 Targeted rates (other than a targeted rate for 2,092 water supply) 1,711 1,755 1,780 1,834 1,873 1,898 1,985 2,028 2,052 2,090 ‐ Subsidies and grants for operating purposes 3 3 3 3 3 3 3 3 3 3
‐ Fees, charges, and targeted rates for water supply ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal charges and overheads recovered ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Local Authorities fuel tax, fines, infringement 435 fees, and other receipts 502 515 531 548 565 581 598 615 637 657 4,583 Total Operating Funding (A) 4,506 4,746 4,957 5,187 5,465 5,754 6,217 6,481 6,750 7,261
APPLICATIONS OF OPERATING FUNDING 2,704 Payments to staff and suppliers 2,911 3,002 3,087 3,178 3,288 3,381 3,488 3,587 3,703 3,825 338 Finance Costs 295 373 399 450 446 424 401 361 244 43 932 Internal charges and overheads applied 999 1,040 1,044 1,015 1,017 1,064 1,107 1,160 1,293 1,495 ‐ Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,974 Total Applications of Operating Funding (B) 4,205 4,415 4,530 4,643 4,751 4,869 4,996 5,108 5,240 5,363
609 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 301 331 427 544 714 885 1,221 1,373 1,510 1,898
SOURCES OF CAPITAL FUNDING ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions 21 44 68 92 120 124 128 132 137 142 1,468 Increase (decrease) in debt 1,299 421 861 (68) (364) (392) (461) (1,103) (1,335) (1,682) ‐ Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,468 Total Sources of Capital Funding (C) 1,320 465 929 24 (244) (268) (333) (971) (1,198) (1,540)
APPLICATIONS OF CAPITAL FUNDING Capital Expenditure 6 ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ 225 ‐ ‐ ‐ 1,790 ‐ to improve the level of service 1,656 626 1,406 127 ‐ 96 ‐ 13 ‐ 10 525 ‐ to replace existing assets 663 537 464 441 470 521 663 389 312 348 (244) Increase (decrease) in reserves (698) (367) (514) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase (decrease) of investments ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,077 Total Applications of Capital Funding (D) 1,621 796 1,356 568 470 617 888 402 312 358
(609) SURPLUS (DEFICIT) OF CAPITAL FUNDING (C ‐ D) (301) (331) (427) (544) (714) (885) (1,221) (1,373) (1,510) (1,898)
‐ FUNDING BALANCE ((A ‐ B) + (C ‐ D)) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reconciliation of Cost of Service Statement to Funding Impact Statement
(29) OPERATING SURPLUS/(DEFICIT) (375) (385) (353) (240) (56) 43 366 509 555 933
638 Depreciation 697 760 848 876 890 966 983 996 1,092 1,107 ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions (21) (44) (68) (92) (120) (124) (128) (132) (137) (142)
609 SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) 301 331 427 544 714 885 1,221 1,373 1,510 1,898
The funding impact statement is required under the Local Government Act 2002 Schedule and conforms to clause 5 of the Local Government (Financial Reporting) Regulations 2011. They cover the 10-year period from 2012/2013 to 2021/2022 and outline the Council’s sources of funding and its Plan to apply them. Generally accepted accounting practice does not apply to the preparation of the funding impact statements as stated in section 111(2) of the Local Government Act. The key divergences from generally accepted accounting practice are the non inclusion of depreciation and the inclusion of internal charges.
176 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Community Recreation
What is the Community Recreation activity?
The Community Recreation activity addresses the recreational, sporting and educational needs of the community. It includes: Libraries Swimming pools Events centre Sports fields and recreational reserves District Sports Co-ordinator
How does the Council deliver this activity?
Libraries The Council provides its library service through the provision of public libraries at Ngatea, Paeroa and Waihi. The Council also assists volunteer-operated community libraries at Turua, Whiritoa and Kaiaua, by way of annual grants and regular bulk loans of books. Library operating hours are available online at http://library.hauraki-dc.govt.nz or by calling the Library or Council offices.
The Council’s three libraries have a total collection of approximately 50,000 items including: fiction, non- fiction, children’s, reference, large print, audio books, magazines, DVDs, music CDs and E Books. The collection is replenished at a rate of up to approximately 6,000 items per year to ensure stocks remain current. In addition the Council’s libraries provide free internet access, which is proving to be a valuable and highly demanded service.
The libraries and their staff provide a wide range of services to the Hauraki District communities. These services include: Management of the collections – from purchase to disposal of materials. Management of reading and lending services. Providing research and information services. Coordination of information and education programmes. Helping the community with finding and using community and library resources. Free internet usage for the community through the Hauraki District Council Libraries’ membership of the Aotearoa Peoples Network Kaharoa (APNK).
Swimming Pools The Council owns and/or operates three community pools located in Ngatea, Paeroa and Waihi. All of the pools are heated to a temperature of 27 degrees Celsius. The Council employs lifeguards along with a supervisor to oversee the day to day operation of the pools.
Events Centre The Waihi Events Centre caters predominantly for indoor sporting use (e.g. in-line hockey, basketball, aerobics). However the facility is also available for non-recreational community users provided the use is compatible with the facility and damage to the specialised sprung wooden sports floor is avoided.
Community Services 177
Sports Fields and Recreational Reserves The Council provides and administers sports fields and recreational reserves to encourage and facilitate the community’s well-being, by catering for its recreational, sporting, leisure and cultural needs.
Sports fields are defined as facilities in the Hauraki District which are principally used for the pursuit of organised sport including rugby fields, touch rugby fields, astroturf hockey field, netball courts, soccer fields, tennis courts, athletic tracks, lawn bowls greens, cricket pitches, croquet greens, skateboard ramps and a petanque court.
Sports fields are provided at the following venues: Morgan Park, Waihi Whiritoa sport and recreation reserves, Whiritoa Rotokohu Soccer Fields, Paeroa Centennial Park / Brennan Field, Paeroa Paeroa Domain Hugh Haywood Domain, Ngatea
In addition, the Council provides, maintains and administers reserves throughout the District for recreational use. The main recreational use of these reserves is for activities such as walking, picnicking, kite-flying and similar low-key pursuits. These reserves are provided at a number of venues including: Whiritoa beach reserves, Whiritoa Karangahake Reserve Gilmour Reserve, Waihi Victoria Park, Waihi Primrose Hill, Paeroa Railway Reserve, Paeroa Leach’s Field, Paeroa Ray’s Rest, Kaiaua Tilbury Reserve, Ngatea
Play equipment for children is provided in some parks and reserves, which is maintained to a standard to meet health and safety requirements.
The majority of reserves are funded by the Wards in which they are situated, however reserves classified as ‘travellers reserves’ are funded by the District as they benefit the Hauraki District as a whole. Two such reserves are: Ohinemuri Park, Paeroa Karangahake Reserve
In addition to the provision of these recreational reserves the Council also provides trees and garden areas along urban streets, and provides town entrance ways. The Council also owns two jetties which are available for community use, one in Turua and one at the Hubbard Road reserve in Paeroa (Puke Bridge boat ramp and jetty).
District Sport Coordinator The Council funds a District Sports Coordinator from Sport Waikato and provides an office and administrative services.
The Co-ordinator’s role is to foster the participation of residents in sports, recreation and leisure, both in competitive (organised) sport, and through active living (everyday activities). The coordinator provides advice to schools, clubs and organisations and works with a diverse range of community groups.
In recent years the Coordinator’s role has involved more collaborative projects, such as health improvement programmes to tackle obesity and other health related projects.
178 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Key legislative drivers
Legislation and standards relevant to Community Recreation include: Library and Information Association of New Zealand Aotearoa (LIANZA) Standards for Public Libraries, 2004 Copyright Act, 1994 Films, Videos, and Publications Classification Act, 1993 Building Act, 2004 Health Act, 1956 Trespass Act, 1980 Health and Safety in Employment Act, 1992 Local Government Act, 2002 Reserves Act, 1977 Resource Management Act, 1991 Historic Places Act, 1993 Hauraki District Council Bylaws, 2008 Hauraki District Council Reserve Management Plan, 2007 Playground Equipment NZS 5828: 2004 Pool Water Quality NZS 5826: 2010 Swimming Pool Design NZS 4441: 2008
Sustainability Tuner for Community Recreation
Community Recreation Well-being Dimension What does this mean? Scale Economic Environmental Social Cultural The Community Recreation activity has positive 5 effects on all four aspects of community well-being. 4 This activity has a minor positive effect on local employment, training and encouraging the 3 preservation of the natural environment. It has a 2 significant positive effect on the social and cultural 1 well-being of the community by enabling and 0 encouraging people to participate in recreational -1 activities. -2 -3 For a further explanation of the criteria and how to -4 use the sustainability tuner please see Appendix 7. -5
Levels of Service and how the Council will measure them
Libraries
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement Library services are provided in a customer focused and effective way to support the
recreational needs of the community. Measure: Percentage of library users Customer satisfied with library 67% 2012/13: >75% satisfaction services. (2010/11) 2013-22: To be advised** survey
Measure: Percentage of library users satisfied with the range of Annual user collections and services New >85% of users are satisfied survey offered.
Community Services 179
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement An appropriate range of print, audio-visual and electronic resources are provided to ensure
public access to learning materials. a) Review and analysis of library 156,239 >1% increase from previous year Measure: resources that Use of the resources by the were issued public. b) Online resource usage 4475* >5% increase per year sessions Libraries attract a wide audience. Measure: 2012/13: >38% of District 35% of The number of library Library population District members is above the Management 2013/14: 39% population average from the previous System 2014/15: 40% (2010/11) three years. 2015-22: 40% 2012/13: 232,000 a) physical 200,000* Measure: 2013/14: 255,000 visitors (2010/11) The number of library 2014/15: 280,000 visitors is above the 2012/13: >5,000 average from the previous 3,802* b) website visitors 2013/14: >5,500 three years. (2010/11) 2014/15: >6,000 Measure: The number of library users 2012/13: >38,000 Library records of 35,918* who use the computers is 2013/14: >40,000 computer users (2010/11) above the average from the 2014/15: >42,000 previous three years. *This is a new measure however the baseline has been calculated based on existing records. **Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan.
Swimming Pools
Community Method of Baseline Levels of Service Target 2012-22 Outcome measurement (2010/11) Provide clean and safe aquatic facilities that meet community demand and promote active
recreation. Measure: 97% Results of three Results of the compliance with independent audits three audits 97% compliance with the NZ the NZ undertaken on each during opening Swimming Pool Standards Swimming Pool swimming pool facility to season Standards assess them for safety. Aquatic facilities are accessible and available daily during the season. Days Closed: Measure: Paeroa: 1.5 Monthly reports Number of days each days <2 full days closed per pool per prepared by Pool public pool is open and Ngatea: Nil year Supervisor available as advertised. Waihi: 1 day Council operated swimming pool facilities are safe for users. Measure: Monthly reports Number of reported prepared by Pool accidents at Council No accidents per season per Supervisor and New operated swimming pools pool Service Request as a result of poor design Database or maintenance. 180 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Community Method of Baseline Levels of Service Target 2012-22 Outcome measurement (2010/11) Measure: Customer Pool users are satisfied 34% 2012/13: >70% satisfaction with the operation of (2010/11) 2013-22: To be advised** survey Council swimming pools. Paeroa: 6,898 Ngatea: Measure 14,114 Monthly reports 1% increase in attendee Increase in level of Waihi: prepared by Pool numbers per year across all patronage at the pools. 7,862 Supervisor three facilities (2010/11 and 2011/12 average) **Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan.
Sports Fields and Recreational Reserves
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement
The Council will provide sports fields that meet the needs of users.
Measure: Number of complaints Service request 6 complaints regarding sports fields <9 recorded complaints per year. database in 2010/11 surface available for identified sports. Measure: All urgent maintenance Service Request 100% compliant – all requests are New requests are responded to Database responded to in <24 hours. in less than 24 hours. Measure: All non-urgent maintenance Service Request 100% compliant – all requests are New requests are responded to Database responded to in <4 days in less than 4 days. Safe park facilities are provided. Measure: Playground inspections are Playground audit Park facilities are safe and 100% completed monthly plus an reports compliant with playground compliance independent annual audit
safety standards. Measure: Service request 100% of urgent maintenance All urgent maintenance database and New requests are responded to in <24 requests are responded to playground hours in less than 24 hours. inspections Measure: Service request 100% of non-urgent maintenance All non-urgent maintenance database and New requests are responded to in <4 requests are responded to playground days. in less than 4 days. inspections Park facilities are provided that meet community demand. Measure: Percentage of users Customer satisfied with services and 68% 2012/13: >75% satisfaction facilities provided at the (2010/11) 2013-22: To be advised** survey Districts Parks and Reserves. **Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan. Community Services 181
Sports Initiatives
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement
Foster the participation of residents in sports recreation and leisure.
Measure: Programmes, training, Visit or be in contact with: support and communication Sports Co- All primary schools at least Achieved are provided to primary and ordinator’s twice per annum (2010/11) secondary schools within Annual Report All secondary schools at least Hauraki at least twice per twice per annum year. Measure: Delivery of five Maintain delivery of at least five programmes for children Sports Co- Achieved programmes for parent and under five years through ordinator’s (2010/11) preschool groups within Hauraki the provision of resources, Annual Report District per annum. communication, training and support. Measure: Co-ordination of sports/active living related Sports Co- 12 At least 12 sports/active living training/advisory sessions ordinator’s sessions related training sessions to be to cater for sports clubs, Annual Report (2010/11) completed per year. community groups and seniors within the District.
Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan, considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of local government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Levels of Service Possible impacts on Level of Service
Library services are provided in a Inappropriately trained staff could lead to a reduction in user satisfaction with customer focussed and effective the level of service provided in District libraries. way to support the recreational Council will be undertaking a user satisfaction survey in 2012/13 to establish needs of the community. base lines for user satisfaction with the provision of Council services. The user satisfaction targets will be set in the 2013/14 Annual Plan based on the results of the results of the survey. The method for the survey programmed is similar to previous surveys, however it will now target users of services rather than all residents and ratepayers. An appropriate range of print, Budgetary allocations may have an impact on the ability to keep up with audio-visual and electronic technology. resources are provided to ensure Demographic changes - specifically an ageing population - may result in the public access to learning need for changes in library stock (e.g. large print and audio books). materials. Digital resources with online availability may supersede hard-copy collections. Higher operational expenditure for libraries to access third-party services for online content, as opposed to traditional capital expenditure to purchase audio books, DVDs and CDs. Libraries attract a wide audience. Collaborations and partnerships with other libraries (such as the greater Waikato Region), schools and the commercial sector are envisaged to be expanded in order to provide a better service. The Council has indicated that library hours may need to be reviewed over time to ensure they continue to meet public need. New library buildings and services are planned for Waihi and Paeroa which will help to meet current demand issues. Options for library services in Ngatea will be considered within the life of this Plan. 182 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Levels of Service Possible impacts on Level of Service
Provide clean and safe aquatic The ability to employ sufficient and suitable life guards for Council pools facilities that meet community could impact the level of service provided to the community. demand and promote active Maintenance/renewal budgets for maintaining the pools in a clean and safe recreation. state. Aquatic facilities are accessible The ability to employ sufficient and suitable life guards could impact the and available daily during the accessibility and availability of Council pools. season. Council operated swimming pool An increased desire to swim for fitness and health reasons results in facilities are safe for users. increased patronage at pools – this could impact the safety of the pool service provided. The increased number of people wanting to swim/ exercise for longer each day and for a longer season could impact on the safety of the service provided. Council will be undertaking a user satisfaction survey in 2012/13 to establish base lines for user satisfaction with the provision of Council services. The user satisfaction targets will be set in the 2013/14 Annual Plan based on the results of the results of the survey. The method for the survey programmed is similar to previous surveys; however it will now target users of services rather than all residents and ratepayers. The Council will provide sports An increase in requests for exercise equipment for adults in play grounds fields that meet the needs of could result in changes to the facilities provided in the future. users. An increasing number of people are using walking tracks, some of whom are requesting new tracks in more natural surroundings. Due to the number of bikes being ridden in parks and reserves, new tracks are needed in the future - a partnership opportunity could be a solution. Changes in age group’s participation in different sports/ activities may change the types of sports fields provided. The changing requirements of younger people for high intensity activities such as skate parks and extreme sports areas could impact the provision of this activity in the future. The recent growth and interest in rugby league could result in a requirement for additional fields and courts and/or additional flood lighting. An ageing population is likely to result in more elderly people requiring passive recreation facilities. Safe park facilities are provided. The changing demographics of the District will result in the need to keep abreast of changing recreational requirements.
Park facilities are provided that An ageing population will result in more elderly people requiring passive meet community demand. recreation facilities. Changes in age group’s participation in different sports/activities may impact the demand for facilities. Council will be undertaking a user satisfaction survey in 2012/13 to establish base lines for user satisfaction with the provision of Council services. The user satisfaction targets will be set in the 2013/14 Annual Plan based on the results of the results of the survey. The method for the survey programmed is similar to previous surveys, however it will now target users of services rather than all residents and ratepayers. Foster the participation of There may be a change in the community’s preferences for sports to be residents in sports recreation and involved in, or there may be a general reduction in interest in sport generally, leisure. however this is not anticipated.
Community Services 183
Collaborative Projects
Community Services Partnerships Did you know? The Council has a variety of partnership arrangements with a number of sporting and recreational clubs and Whiritoa Beach Care government organisations. Project
All relate to the management of activities on domains and/ or reserves and vary from providing financial assistance, to making land available for club rooms, to mowing and marking sports fields and managing the growth based on the demand for the activities.
The partnerships are as follows. Hauraki Plains Hockey - There is a lease of land agreement on the Hugh Hayward Domain, Ngatea. The Council considers this partnership to be beneficial to the District.
Other Sporting Clubs – The Council has a variety of partnership agreements with many sporting clubs: rugby, rugby A number of residents in the Whiritoa league, touch rugby, soccer, athletics, netball, tennis, croquet, community have been involved with the equestrian and lawn bowls. Many of these clubs have their Beach Care project. This project helps to protect and regenerate the dunes own clubrooms on Council land for which they pay a minimal along the foreshore by re-vegetation annual fee (if any). with appropriate species, and in the Karangahake Reserve (car park area) – The Council has process helps restore habitats for established a partnership between the Department of endangered species such as the dotterels, in order for them to thrive, and Conservation and the New Zealand Transport Agency to focus enhances the aesthetic appearance of on the increasing popularity of the Karangahake Reserve, the dunes. The Council donates money especially with the Hauraki Rail Trail cycleway that passes in partnership with Waikato Regional through the area. The Department of Conservation is Council to help regenerate the dunes, and Council staff have been involved developing additional walkways and huts in the park which in with voluntary planting. turn is attracting larger numbers of visitors each year, putting further pressure on roads, access and entry areas, car parking, By helping to regenerate the dunes toilets and solid waste facilities. where possible, the coastal settlement of Whiritoa is more protected from major Royal New Zealand Returned Services Association and storm surges and big seas. This is due Veterans Affairs New Zealand – The Council works with both to the grasses holding the sand fast, of these organisations in providing services in the District and not allowing it to be taken away by cemeteries for Returned servicemen. the tide. In turn this creates a barrier for the community from the sea, and protects the land underneath the dunes from being eroded. Whiritoa Beach Care and Riparian planting The Council assists in the coordination of a community initiative, in partnership with the community and Waikato Regional Council, to help prevent the erosion of the foreshore sand dunes at Whiritoa Beach by controlling access and through re-vegetation of the dunes.
The Council also undertakes the removal of noxious weeds both on the Whiritoa dunes and on the Council’s road reserves as prioritised in consultation with Waikato Regional Council.
In addition the Council takes part in riparian planting throughout the District in order to assist in the natural management of Reserves and riverbanks.
Libraries Through its library activity, the Council currently provides outside services to a number of agencies, along with working in collaboration to provide increased levels of service.
Initiatives are regularly undertaken with local schools both during school time, and through the promotion of programmes (such as reading programmes) at the library during school holidays.
General collaboration takes place with other libraries in the greater Waikato region and the National Library in order to help provide the best service possible to residents. These services include encouraging 184 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
the use of libraries by schools, reading programmes and promotions, training opportunities and inter- library loaning.
Demand Management
In 2008 the Council thoroughly reviewed all of its levels of services. This review revealed a general level of satisfaction with the Council services incorporated in the Community Recreation activity. Points that the Council was asked to consider for the future included: A community pool in Waihi: A heated community pool is now provided by the Council at Waihi College. Higher percentage of user pays for swimming pool facilities: This has been achieved through the provision of pool heating, purchasing of a new inflatable pool toy, providing paid Learn to Swim programmes, and the starting of a swim club in Waihi. A desire to get tougher on graffiti culprits: Council staff are actively working with the Police to report graffiti incidents and to provide costings for removal. This enables the Council to be reimbursed for the damage caused. Maintenance issues - namely increased litter removal and additional flower beds: The Council has increased the litter removal budget and bin clearing frequency in areas of public concern. Council staff are choosing plant species that provide a higher level of visual display when replanting town gardens. Longer library hours and increasing library stock, both of which have been addressed.
The growth assumptions identified for this 2012-22 Hauraki Long Term Plan indicate a growth in the District population of 4% over the life of this Plan. Council assets within the Community Recreation activity generally have the ability to deal with this level of estimated growth.
The Community Recreation activity has given consideration to the demands placed on the Kaiaua community as a visitor destination, in particular increased demands on Ray’s Rest and the Boat Ramp reserve area during the holiday season. The Council intends to produce a Reserve Management Plan for all Kaiaua reserves to provide the Council with guidance as to the future development and management of these areas. Other demand factors which have been identified, that may impact on the levels of service within this activity, are indicated above as “possible impacts on levels of service”.
Future directions
Recreational activities A key part of Council activities is providing recreational opportunities for the community. For Hauraki District Council the types of recreational opportunities provided include swimming pools, skate parks, passive recreation reserves, netball courts and halls, amongst others.
However, the focus of the provision of recreational activities may change in the future due to an increasingly ageing population and a continuing reduction in the number of younger people. There are also a number of central government and regional initiatives relating to the development of a more active and participative lifestyle approach. As a result, in the future the types of recreational activities and facilities required by the community may vary and this may require consideration of different types of activities being provided or supported. Community Services 185
The Council will respond, where agreed, to community needs for upgrading of or provision of new infrastructure to meet growth demands or changing sporting and recreational needs. The community has indicated that there may be demand for: multi-use outdoor areas such as day camping; an increase in the exercise equipment provided in playgrounds; providing mountain bike tracks; catering for rugby league; indoor sports facilities or a gymnasium.
Sale of Reserve Land In general terms the sale of reserve land requires a separate public consultation process. The Council is not planning to sell or otherwise dispose of any of its significant reserves.
Waihi Events Centre Discussions on a possible extension to the eastern side of the Waihi Events Centre to house a small gymnasium are still in progress with the Waihi Sport and Recreation Group. An allowance has been made in the budget to investigate this proposal.
If the proposal is agreed to after this investigation then further budget provisions will need to be made for its construction.
Waihi Multi-sport facility In response to community requests the Council funded an investigation into the development of a multi-sport facility located at Morgan Park, Waihi. A Draft Master Plan and feasibility study were undertaken in 2011 with the finalised document to be produced in 2012.
The results of this study are now being considered by Waihi community sports groups. In February 2012 the Council confirmed its support in principle for the project however it is expected that the Council will be approached for further discussions in 2012. At this stage no funding has been allowed for any capital works identified in the feasibility study. Should this project go ahead, it would more than likely include a gymnasium. Until the community and the Council decide on the Morgan Park development, the Events Centre extension will more than likely be deferred.
Karangahake Gorge and Reserve The Council is currently working with the Department of Conservation, the New Zealand Transport Agency and the local community to ensure the facilities within the Karangahake Gorge are capable of coping with future growth. The group are working collaboratively to establish a direction and positive way forward for the Gorge area in relation to developing the area as a ‘Definitive New Zealand Visitor Destination’. Part of the recommendations of the group will be regarding possible shared funding arrangements towards developing the facilities.
In addition, the ‘Rail Trail’ has been developed between Paeroa and Waikino, following the historic railway line. When the Waikino to Waihi section is completed in 2012 it will provide approximately 20km of walking/cycling paths (from Paeroa to Waihi). The growing popularity of the Gorge area is placing additional demand on existing facilities and this is expected to increase when the Rail Trail becomes fully operational. 186 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
District Parks The Council will promote existing parks and reserves to enhance their ability to be a ‘District attraction’. This includes development of existing reserves and beautification projects. The Council has no plans to acquire new parks and reserves during the next 10 - 20 years unless they are publicly demanded and economically viable.
Paeroa Wharf and Jetty project This is a community driven project with a vision to reinstall wharf and jetty facilities on the Ohinemuri River for the purpose of developing tourist opportunities. A feasibility study will be undertaken in 2012 to confirm costings and viability. At this stage no funding has been allowed for any capital works.
Paeroa Indoor Sporting Facility Paeroa sporting and community organisations have come together to explore the potential of developing a regional indoor sporting hub. Community groups wish to investigate the potential of this concept and undertake a feasibility study, looking at site options, design and individual sporting code requirements. This will most likely occur in 2012/13. No Council commitment to funding has been made at this stage.
Captain Cook’s Landing Memorial Site A community project team was established to investigate the development of a new site that would commemorate the landing of Captain James Cook. This community group reviewed the current site, at the corner of SH2 and Hauraki Road, and are seeking alternative locations for this memorial. The Council is supportive of the project and would be responsible for the ongoing maintenance of the site, subject to the community group raising the necessary funds to complete the project. It is estimated that the maintenance costs would be around $15,000 per year.
Hutchinson Reserve The Hutchinson Reserve was gifted to the Council for the purpose of outdoor recreation and education. $10,000 has been allowed to develop a concept plan in consultation with the community. This is anticipated to be undertaken in 2012/13. The results of this concept plan will be used to guide the future development of this site. At this stage there is no committed future date or programme for the undertaking of site developments, however there is the possibility Council may need to consider investing funds based on the outcome of the concept plan development.
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Programmed Actions for 2012-22
Capital Works The capital renewal works and new capital projects for Community Recreation are listed below. Reasoning is provided where projects are significant. Capital works can result in increasing maintenance costs as the Council must maintain the improved or extended asset. Depreciation will therefore be accounted for in the overheads for the Council in the future. In addition to the capital works, other issues either having financial or service level implications have been discussed.
Libraries Libraries have been operating beyond their capacity, with this being a particular issue for the Paeroa and Waihi Libraries. The Waihi Library floor area is currently 246m² and Paeroa is currently 200m².
As a result all three libraries have been identified as requiring renovation, expansion or relocation in the near future. The Council is planning to construct a new library in Waihi with a floor area of 420m² (540m² including the Council Service Centre). The planning and tendering of the Waihi Library project occurred in 2011/12, with construction scheduled for 2012/13. The construction of a new Paeroa Library with a floor area of 425m² is planned for 2014/15.
The future options for the Ngatea Library building and services will be considered and addressed within the life of this Plan. The feasibility investigation could include a number of options, such as a new library building on another site, building a new shared Public/College Library on the Hauraki Plains College site, or renovating and/or extending within the current building.
A Strategic Plan for the library activity is being prepared to ensure all decisions made in regard to the District’s libraries are aligned and sustainable. To ensure the libraries are well-placed to capitalise on technologies, a Technology Strategy will also be developed in the near future.
A Radio Frequency Identification (RFID) system for libraries is also being proposed for introducing into the libraries over the next four years. This is an enhanced circulation, stock management and security system.
Library staff are currently drafting a Collection Management Policy. This policy will document the considerations and procedures that contribute to the maintenance and growth of the libraries’ collections. The policy is considered essential as a reference point in guiding the selection of material and management of that material over its lifetime in the collection. The policy is to be formally considered in 2012.
The Council acknowledges that in order to spread the benefits that are available from libraries to a greater number of residents, there may need to be more promotion of library services. In addition, the Council may look at opening libraries for longer hours. Economic viability will be a paramount issue to any review of library services.
Sports initiatives The Council will continue to support the Sports Coordinator role at an amount of $85,000 per annum (plus inflation) for the life of this Plan.
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Swimming Pools The Council has decided to reduce the current swimming season for the Paeroa, Waihi and Ngatea swimming pools by four weeks. This will mean that the swimming season for the three pools will be 24 weeks. The reason the Council decided to reduce the swimming season was due to low attendance figures at the beginning and end of the swimming season for each of the three pools. The Council believes the low attendance at these times does not warrant the high costs associated with heating the swimming pools. By reducing the swimming season by four weeks the Council estimates around $59,000 will be saved.
Each of the three swimming pools will be dealt with individually and the Council intends to consult with the schools in Paeroa, Waihi and Ngatea to identify what is the best swimming season for each of the pools.
Kaiaua Boating Club – maintenance of access channel As a result of submissions received the Council agreed to enter into discussions and negotiations with the Kaiaua Boating Club and the Waikato Regional Council to investigate and identify options for a long term solution to the maintenance and funding requirements for the access channel to the Club’s boat ramp.
Capital works schedule
Libraries
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000
Complete Waihi Library 1,300
New Paeroa Library - - 1,385 -
Purchase of new books and library resources In order to increase the level of service and continue with the upgrading of libraries within the District an 146 146 151 1,214 annual budget has been allocated for the purchase of new books and resources. Shelving, furniture, signage and other equipment Ongoing maintenance costs and replacement of - - - 28 furniture.
Swimming Pools
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000
District Pools - Inflatable toy replacement - - - 14
Paeroa
Pool - Lighting renewals 5 - - -
Pool - Toilet plumbing renewals 6 - - -
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Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000
Pool - Heating, filtration and pump renewals - - 13 59
Pool - Repainting of poolside building - - - 24
Pool - Repainting of swimming pool - - 14 15
Pool - New seating - - - 2
Plains
Pool - Repainting of swimming pool and poolside - - 14 17 buildings
Pool - Heating, filtration and pump renewals 6 - - 17
Pool - New seating, signage 6 - - 3
Pool - Toilet plumbing renewals - - - 6
Waihi
Pool - Filtration and pump renewals - - 6 -
Pool - Repainting of swimming pool - - 14 16
Pool - Repainting of poolside building 6 - - -
Pool - Heat pump component renewals - - - 67
Events Centre
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Waihi
Floor resealing (triennially) - - 11 25
Men’s and women’s toilet and changing room flooring surface renewals, ceiling painting and - - - 24 ventilation renewals.
Re-carpeting of mezzanine - - - 11 Due to expected general wear and tear.
Replacement of some existing kitchen appliances - - - 3
External spouting renewal - - - 9
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Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000
Lighting replacements in main hall, mezzanine - - - 21 and changing rooms
Replacement of main hall ventilation - - - 10
Replacement of front door - - - 7
Repainting of main hall interior - 26 - -
Sports Fields and Recreational Reserves
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Paeroa Town entrance beautification The Council is moving to make the district look more inviting through the upgrading of town entranceways. 15 10 - - Planting and associated site works are to be developed at the Dell Reserve and on State Highway 2 at the northern end of Paeroa. Town Centre garden irrigation Installation of garden bed irrigation to avoid hand 15 - - - watering and to improve the flower displays.
Town Centre - rubbish bin renewals - - - 5
Domain - exercise equipment The community have requested that adult exercise equipment be provided on community reserves. An 24 - - - allocation has been put aside for exercise islands to be constructed in the Paeroa Domain. Domain - park lighting and furniture Replacement of furniture, internal park lighting, and 19 3 - 4 signage has been scheduled for the Paeroa domain. This is due to expected general wear and tear. Domain - electricity main upgrade The current supply is not large enough for present 8 - - - demand. Domain - upgrading of internal walkways/roads The internal walkways within the Domain are to be 35 - - - resealed.
Domain - irrigation component renewals 8 - - 31
Domain - playground renewals Replacement of playground equipment that has 8 - - 53 reached the end of its useful life. Domain – Grandstand electrical Replacement of electrical components within the - - - 8 Grandstand complex. Domain – Grandstand lighting Replacement of security and flood lighting on the 13 - - - Grandstand. Community Services 191
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Domain – Grandstand water heating Replacement of the gas water heating system for - - - 10 changing/shower rooms.
Domain – Grandstand doors - - - 4 External door replacements x3. Domain – Grandstand showers - - - 13 Replacement of shower components. Domain – Grandstand painting - - - 24 External painting of Grandstand. Centennial Park - rubbish bin and park furniture 3 - - 6 replacement
Centennial Park - fencing renewals - - - 11
Centennial Park - turf works - - - 8 To improve the playing surface. Centennial Park - lighting - - - 12 Replacement of existing on-site park lighting. Centennial Park/Brennan Field - installation of new park furniture 11 - - - Increased patronage has resulted in a need for more picnic tables and seating. Centennial Park/Brennan Field - rugby league facilities A greatly increased fraternity of rugby league teams - - - 96 has heightened the need for more adequate facilities, including fields available for evening and night-time use. Walkway between Paeroa Town Centre and the Maritime Park 40 - - - Addition of a link from Railway Reserve to Maritime Park via the Paeroa to Thames cycleway.
Primrose Hill Lighting renewal 20 - - - Replacement of existing lights. Primrose Hill car park renewals - - - 34 Resealing of car park areas. Puke Road Boat Ramp - 83 - - Resealing of car park and roading areas. Dell Reserve 12 - - - Resealing of existing roadways. Railway Reserve lighting Additional facilities necessary for security purposes, 11 - - as a response to anti-social behaviour. Railway Reserve park equipment Replacement of furniture, which is due to expected - 6 - 13 general wear and tear.
Railway Reserve – Play equipment - - 21 24 Safety under surface replacement. Hutchinson Reserve - Concept Plan This reserve was gifted to the Council for the 10 - - - purpose of outdoor recreation and education. A concept plan is required to guide the Council on what 192 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 the community would like to see developed on this site.
Minor Recreation Reserves 4 - - 24 Park furniture, signage and fencing renewals. Main street promotional brackets 6 - - 19 Replacement due to expected general wear and tear. Karangahake Development Due to the increase in usage of this area as a result of the cycleway and walkways, the existing facilities are under pressure. The Council, DOC and NZTA as - 517 - - well as community groups are working on a development plan for the area. This includes an allowance to upgrade the toilets. Plains Hugh Hayward Domain Replacement of some internal doors, windows, floor 7 - - 32 coverings, paint finishing and bin components within the Grandstand complex. Hugh Hayward Domain Grandstand - lighting Replacement of security and flood lighting on the - - - 14 Grandstand.
Hugh Hayward Domain Grandstand - parking - - - 76 Resurfacing of existing car parking area.
Hugh Hayward Domain - drainage works Extension of drainage system to improve playing - 23 - - surface.
Hugh Hayward Domain furniture and fencing - - - 7 Replacement of Park furniture and fencing. Ngatea town entrance beautification - - 21 - Future upgrading of the two main entranceways. Ngatea Streetscape display bed renewals Progressive replacement of the raised brick beds and - 26 27 56 planted displays within.
Ngatea Streetscape 3 - - - Street furniture renewals. Dudding Reserve - 4 18 Replacement of park furniture, signage and shelter. Mangatarata Lay-by - furniture Replacement of park furniture such as picnic tables - 3 - 7 and bins.
Mangatarata Lay-by - resealing 5 - - - Resealing of the roadway. Pipiroa boat ramp - 6 - - Car park resurfacing. Turua Jetty Due to on-going damage and vandalism to the Turua - 8 9 22 jetty it has been necessary to budget for the protection and repair of the pontoons.
Turua street furniture renewals, bins and seating - 2 - 12
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Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Kerepehi Playground - renewals Replacement of playground equipment that has 3 5 - 24 reached the end of its useful life.
Minor Recreation Reserves - 6 - 7 Park furniture, signage and fencing renewals. Waitakaruru Domain – renewals, car park Fencing and entrance gate renewals. Grading and - - - 20 re-metalling of car park. Waihi
Main Street streetscape - - 16 44 Street furniture and lighting renewals. Morgan Park - re-levelling of netball courts Due to expected general wear and tear and on-going - - 48 107 maintenance. Morgan Park - replacements Replacement of park furniture, signage, lighting and 2 - 3 34 fencing. Morgan Park – playground renewals Replacement of playground pieces that have - - 8 25 reached the end of their useful life.
Cycleway 15 - - - Extension from railway station to town centre. Whiritoa Reserves – furniture and signage 3 3 - 8 Park furniture and signage renewals. Whiritoa Playground renewals Replacement of playground pieces that have - 6 - 43 reached the end of their useful life. Water tank at Whiritoa Surf Lifesaving Club Replacement of the existing tank that is located beside the Surf Club will provide additional water - 8 - - storage for the local fire service and the Surf Life Saving Club. Pump/Bore servicing is included in the budget.
Minor Recreation Reserves 5 3 9 13 Park furniture, signage and fencing renewals. Victoria Playground - Renewals Replacement of playground equipment that has - 11 - 106 reached the end of its useful life. Victoria Park - furniture renewals Replacement of furniture pieces that have reached 5 - - 6 the end of their useful life.
Gilmour Park - walkway renewals and repairs - - 21 -
Gilmour Park – new walkway 22 - - - Concreting of new pathway section.
Gilmour Park – lighting and bin renewals - - - 30
Waikino Swing Bridge car park The Waikino Liaison Committee is working toward - 88 - - the rebuilding of the Waikino swing bridge. A car park is desired on the main road side of the bridge. 194 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Ohinemuri Walkway - Black Bridge A bridge will be built at the confluence of the Waitete Stream and Ohinemuri River to provide a walkway 145 - - - from Waihi to Waikino. This is as a result of community demand. Waitete Stream Walkway A grant will be made to Waihi District Walkway Group to help them progress their walkway from Waihi - 10 - - township to Waikino. In time this will link to the proposed Black Bridge. Main street promotional brackets The brackets that hold promotional banners will be 6 - - 19 replaced due to expected general wear and tear. Gilmour Park - junior playground A new fenced junior playground to be installed at 45 - - - Gilmour Park, aimed at children under seven years old.
Victoria Park - new seating 5 - - - New park furniture to be installed.
What is the cost of operating the Community Recreation activity?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 769 Libraries 792 933 971 1,027 1,065 1,108 1,147 1,191 1,240 1,289 428 Sportsfields 480 494 517 529 541 568 580 594 623 639 1,247 Recreation Reserves 1,326 1,385 1,444 1,480 1,522 1,578 1,612 1,655 1,725 1,772 130 Events Centre 123 129 134 136 144 147 149 157 163 166 544 Swimming Pools 544 559 580 596 613 635 651 669 696 717 85 Sports Co‐ordinator 96 99 103 106 110 114 117 121 125 129 3,203 3,361 3,599 3,749 3,874 3,995 4,150 4,256 4,387 4,572 4,712
OPERATING REVENUE 101 Fees and Charges 131 143 156 170 185 190 196 203 210 217 ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,758 Targeted Rates 1,403 1,439 1,480 1,543 1,605 1,652 1,743 1,809 1,868 1,947 1,345 General Rates 1,598 1,771 1,889 2,018 2,189 2,360 2,606 2,769 2,921 3,247 3,204 3,132 3,353 3,525 3,731 3,979 4,202 4,545 4,781 4,999 5,411
1 OPERATING SURPLUS/(DEFICIT) (229) (246) (224) (143) (16) 52 289 394 427 699
CAPITAL EXPENDITURE ‐ Capacity Demand Increases ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,542 Level of Service Increases 1,652 626 1,406 7 ‐ 96 ‐ 13 ‐ 10 311 Renewals 356 376 388 253 379 470 610 347 274 262 ‐ Other Capital Expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,853 2,008 1,002 1,794 260 379 566 610 360 274 272
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Community Facilities
What are Community Facilities activities?
The Council provides a range of community facilities for the use of residents and visitors to the District. These include: three community halls 11 rural community halls (each belonging to the local communities and funded by targeted rates) 57 pensioner units, in 9 clusters 16 public toilets three cemetery sites and one ashes memorial wall site numerous small non-recreational reserves
These facilities are strategically located throughout the District to meet the social and utility needs of the public.
How does the Council deliver this activity?
Maintenance Community facilities are maintained consistently district-wide. Parks and reserves are regularly mowed, buildings and trees maintained and rubbish collected. Some urban road verges are mowed.
Industry standard ‘best practice’ methods are used wherever possible.
Halls The Council provides War Memorial Halls at Paeroa and Ngatea and a Memorial Hall at Waihi. There are also 11 rural community halls located throughout the District, the majority of which are managed by community hall committees or incorporated societies. The Council sets targeted rates at the request of the local communities to meet some of the costs of these rural halls.
Pensioner Housing The Council owns and administers 57 pensioner housing units within nine individual complexes. In Waihi there are 21 units, in Paeroa there are 24 units and in Ngatea there are 12 units. The units range in amenity from bedsit units to one bedroom units.
Public Toilets The Council owns and maintains 16 public toilet facilities throughout the District. These facilities assist in the maintenance of public health by providing safe sanitary facilities. They are located around the District to cater for the travelling public and for users of some public reserve and domain areas.
Public toilets are provided in Paeroa (3), Waihi (4), Whiritoa (3), Ngatea (2), Waitakaruru, Turua, Karangahake and Kaiaua.
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Cemeteries The Council operates three cemeteries in the District: Waihi, Paeroa and Miranda Cemeteries. Both Paeroa and Waihi have an RSA section and in Waihi a section is set aside for Maori, called the ‘Marae Block’. Within all cemeteries there are gardens available for ashes to be laid and plots for casket burials.
In order to provide this service the Council owns the land, installs the berms and ‘Ashes Gardens’ for interments, has toilet facilities in both Waihi and Paeroa cemeteries and undertakes the ongoing maintenance of the cemeteries, which includes mowing, drainage, vegetation and roading maintenance along with general upkeep.
In addition there are two Memorial Walls within the Hauraki District - one at the Waihi Cemetery, the other at Pioneer Park in Ngatea where in 2010 an Ashes Wall was constructed as part of the park development.
In November 2010 the Kaiaua Coast was amalgamated with Hauraki District and as part of this amalgamation Hauraki District Council obtained the Miranda Cemetery. This provided the Plains community with an alternative burial option to the current agreement with Thames-Coromandel District Council, whereby Plains residents could be buried at the Totara Cemetery.
Non-Recreation Reserves Over the years the Council has been gifted reserves. These assets have been included in the Community Facilities activity, and are defined as areas of land used for non-recreational pursuits.
Key legislative drivers Did you know?
Legislation and standards relevant to Community Facilities activities include: Waihi’s Gilmour Reserve Burial and Cremations Act, 1964 Building Act, 2004 The Council has recently finished planting a wetland area in the Gilmour Health Act, 1956 Lake reserve with native plants. Trespass Act, 1980 Health and Safety in Employment Act, 1992 The decision behind the additional Local Government Act, 2002 plants was not only aesthetic, but to help filter pollutants from the water Reserves Act, 1977 running off surrounding roads. Resource Management Act, 1991 Historic Places Act, 1993 Plants naturally filter the particles in the Residential Tenancies Act, 1986 water runoff, and trap it in root systems preventing it from reaching the Hauraki District Council Bylaws, 2008 river/water course. This in turn results in Hauraki District Council Reserve Management Plan, 2007 cleaner water entering rivers. Public Toilet Standard NZS 4241:1999 Playground Equipment NZS 5828:2004 Headstones and Cemetery Monuments NZS 4242:1995
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Sustainability Tuner for Community Facilities
Community Facilities Well-being Dimension What does this mean? Scale Economic Environmental Social Cultural The Community Facilities activity has a minor positive 5 effect on economic and environmental well-being. This 4 activity has a more significant positive effect on social 3 and cultural well-being. For example the provision of 2 pensioner housing enables some elderly people to 1 have an affordable place to live locally, which 0 enhances social well-being. No negative effects on well-being have been identified for Community -1 Facilities. -2 -3 For a further explanation of the criteria and how to use -4 the sustainability tuner please see Appendix 7. -5
Collaborative projects
The Council works with the Returned Services Association on providing services in the District cemeteries for Returned Servicemen.
Veteran Affairs undertake an annual inspection of the service section of the cemeteries and fund the operational and expansion costs of these areas.
The Council has also consulted with local Maori as to the layout of a burial area within the Waihi Cemetery. The new area has been in place for a number of years and is well supported by the local Maori Community.
Levels of Service and how the Council will measure them
Halls
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement
Council managed halls are clean and well maintained and meet the needs of the community.
Measure: Service Request 6 2012-15: <3 complaints per Satisfaction of hall users with Database, direct complaints month the cleanliness and contact and per month 2015-22: <2 complaints per maintenance standard of the written (average) month halls. correspondence (2010/11) Council halls are safe and secure. Measure: Halls are fit for purpose and Annual building 100% compliance on all Council New meet building Warrant of WOF halls Fitness requirements.
Pensioner Housing
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement
Pensioner housing units are available for the elderly who meet Council’s eligibility criteria.
Measure: Occupation rates of Council 100% Waiting list owned pensioner units occupied 98% occupied schedule (other than during pre- (2010/11) occupancy maintenance 198 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement and hand-over periods).
Pensioner housing units are affordable. Measure: Payment records, Rental Elderly tenants can afford DHB comparative fees 71% to continue occupying the website of local Rental fees are less than 85% of pensioner units. market local current market rates. rates (2010/11) Council’s pensioner units are maintained to a comfortable and safe standard. Measure: 93% of Annual tenant Greater than 93% of tenants are Satisfaction of tenants with tenants satisfaction satisfied with the comfort and safety the comfort and safety of satisfied survey of the units. the units. (2010/11)
Public Toilets
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement Public toilets are safe and clean, meeting the needs of the community and the travelling
public. Measure: Service Request Number of complaints Database, direct 62 regarding whether public contact and complaints Less than 50 complaints per annum toilets are safe, clean and written (2010/11) sufficiently stocked. correspondence To provide public toilets that are accessible to the community and the travelling public. Measure: A “Crime Public toilets are Prevention conveniently located and Through people feel safe when Environmental 3 completed studies per year and using them. Design (CPTED)” New recommendations from these study is studies are considered. undertaken on 1 Public toilet per ward each year
Cemeteries
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement
The Council provides efficiently serviced and well maintained cemeteries.
Service Request Measure: Database, direct Less than 20 requests for Number of requests for contact and New maintenance at Council cemeteries general maintenance at written per year cemeteries per year. correspondence
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Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of local government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Levels of Service Possible impacts on Level of Service
Council managed halls are clean and well The Council intends to run a study on the demand for and use of maintained and meet the needs of the Council halls. It is likely that based on the results of this study, levels of community. service may need to be altered to cater for the changing needs of the community. Any changes in levels of service will be proposed through consultation with the community via the Hauraki Long Term Plan or a proposed Amendment to the Hauraki Long Term Plan. Council halls are safe and secure. The provision of Council halls that are safe and secure could be impacted by the level of budget allowed for the maintenance/renewal of the buildings. Pensioner units are available for the elderly who meet the Council’s eligibility Waiting lists for pensioner units may increase if demographic changes criteria. (in terms of an ageing population) are to be as significant as predicted.
Pensioner housing units are affordable. The current policy of market rates minus 15% may result in the income being too low to cover maintenance and renewal costs, resulting in a possible need to change the policy. Council’s pensioner units are maintained Any future changes in style and layout of units in the future may result in to a comfortable and safe standard. a drop off in demand for units with the current layout.
Public toilets are safe and clean, meeting The Council is currently negotiating service levels with contractors for the needs of the community and the the service of public toilet facilities. It is anticipated that the standard of travelling public. service will therefore be increased upon completion of these contract negotiations. To provide public toilets that are During 2012-15 the Council will be undertaking the Water and Sanitary accessible to the community and the Services Assessment. Dependant on the outcome of this assessment, travelling public. the number of public toilets in the District may need to be altered. The Council provides efficiently serviced Cemetery statistics indicate that more people are being cremated when and well maintained cemeteries. they pass away than being buried. If this trend continues, Council may need to consider delaying expected cemetery extensions.
If the trend of Cremations continues, the demand for Ash Gardens and Ash Walls will require assessment with regard to future demand.
The Council has received requests for ‘natural burials’, and a policy change may be required in order to deal with these requests.
Demand Management
In 2008 the Council reviewed its levels of services. This review concluded a general level of satisfaction with the Council services included in the Community Services activity. Points highlighted against this trend included comments asking the Council to consider additional toilets to be made available in the central business districts.
Other demand factors which have been identified that may impact on the levels of service within this activity are indicated in the “possible impacts on levels of service”.
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Programmed Actions for 2012-22
Water and Sanitary Services Assessment The Water and Sanitary Services Assessment (which includes cemeteries and public toilets) was first carried out in 2005. The Local Government Act, 2002 requires that a review shall be carried out “from time to time”. The next review of this assessment is expected to take place prior to the 2015-25 Hauraki Long Term Plan. Further information is available on page 259.
Rural Community Halls The Council provides three main halls, but actually assists a further 11 community halls that are administered by local committees and are funded by way of hall rates over local hall rating areas. The Council has no involvement in the ownership or administration of these halls other than making a grant for insurance payments.
The Council has signalled recently that it would like to undertake a review of its relationships with the hall committees, the future need for community halls, the funding of community halls and the demand placed on them by their respective communities. The results of this review may lead to a long-term change in the number of these halls and a different approach in the way that the Council has involvement with these facilities. Some hall committees will also be considering future funding for their halls and the areas for inclusion in Hall Rating Areas.
Capital works schedule
Halls
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Paeroa
War Memorial Hall - painting - 15 - - Repaint the interior of the hall. War Memorial Hall - lighting Install dimmer to the lighting system to give better 4 - - flexibility for lighting for events being held in the hall.
War Memorial Hall - tables 5 - - - Purchase 10 new tables. War Memorial Hall - curtains - - - 8 Replace stage curtains.
War Memorial Hall – reseal floors 13 - - 20
Plains War Memorial Hall upgrade programme General maintenance is required, along with the 25 - 10 68 replacement of tables and chairs and a repaint of the interior. Waihi Memorial Hall upgrade programme General maintenance is required including 40 - 22 23 replacement of tables and chairs, resurfacing of floor, new carpets, and an exterior repaint.
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Pensioner Housing
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 District - Pensioner housing renewals On-going maintenance including replacing stoves and 45 46 42 256 hot water cylinders and replacement of carpet, reroofing, painting.
Public Toilets
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Paeroa
Paeroa - Karangahake toilets – roof and floor 13 - - 12 Roofing replacement and resurfacing of floor. Paeroa - Ohinemuri Park toilets - renewals - - - 4 External painting and surface renewals. Paeroa - Ohinemuri Park toilets - Internal - 10 - - refurbishment Paeroa - Marshall Street toilets Internal painting, resurfacing of floor and plumbing 40 - - - renewals. Paeroa - Domain toilets Internal painting, plumbing renewals, minor roof 14 - 2 - renewals. Plains
Plains - Orchard Road toilet - 10 - - - replacement of formica partitions Plains - Orchard Road toilet - renewals Renewals consisting of signage, painting and minor 10 7 - 4 plumbing.
Plains - Kerepehi toilets 2 - - 2 Renewals consisting of minor plumbing. Plains - Patetonga toilets 2 - - - Renewals consisting of minor plumbing and fixtures. Plains - Kaiaua toilet Replacement of existing boat ramp toilets with three - - - 120 unisex toilets. Waihi Victoria Street toilets Due to the success of resurfacing floors in Ngatea and the considerable reduction in cleaning costs, the 6 - - 9 floors are to be resurfaced using the same method. Internal painting and roof replacement.
Gilmour Reserve toilets - Internal refurbishment 10 - -
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Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Morgan Park Toilets - Replacement These toilets are reaching the end of their useful life. Two unisex toilets will be installed on site. and if no - - - 136 longer required as a result of the Morgan Park Multi Sports proposal these toilets can then be relocated to another site requiring toilet replacements.
Whiritoa Surf Club public toilets - external - - - 2 painting Whiritoa Surf Club public toilets - replacement Replacement of these toilets with two unisex toilets - 77 - - and convert the existing toilets into changing rooms.
Cemeteries
Community 2012/13 2013/14 2014/15 2015-22 Project Outcome ($)000 ($)000 ($)000 ($)000 Paeroa Cemetery extension The current best estimate for when an extension to - - - 230 the Paeroa cemetery will be required is 2017/18. Waihi Cemetery - roadways Resealing of internal roadways is required to 70 - - - maintain the Cemetery.
Cemetery - Renewal of signage and seating 2 - - 3
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What is the cost of operating the Community Facilities activity?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 214 Cemeteries 244 250 259 266 272 281 305 300 310 319 245 Community Halls 236 240 258 263 267 282 286 291 311 317 289 Pensioner Housing 285 291 309 316 321 337 343 350 370 378 327 Public Toilets 456 470 489 503 516 535 548 563 586 604 335 Interest 320 325 313 297 270 249 240 214 182 140 1,410 1,541 1,576 1,628 1,645 1,646 1,684 1,722 1,718 1,759 1,758
OPERATING REVENUE 333 Fees and Charges 392 416 442 470 500 514 529 545 563 582 ‐ External Subsidies 3 3 3 3 3 3 3 3 3 3 335 Targeted Rates 308 316 300 291 268 246 242 219 184 143 711 General Rates 692 702 754 784 835 912 1,025 1,066 1,137 1,264 1,379 1,395 1,437 1,499 1,548 1,606 1,675 1,799 1,833 1,887 1,992
(31) OPERATING SURPLUS/(DEFICIT) (146) (139) (129) (97) (40) (9) 77 115 128 234
CAPITAL EXPENDITURE 6 Capacity Demand Increases ‐ ‐ ‐ ‐ ‐ ‐ 225 ‐ ‐ ‐ 248 Level of Service Increases 4 ‐ ‐ 120 ‐ ‐ ‐ ‐ ‐ ‐ 214 Renewals 307 161 76 188 91 51 53 42 38 86 ‐ Other Capital Expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 468 311 161 76 308 91 51 278 42 38 86
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Community Development
What is Community Development and why is Council involved?
Community Development is a Group of Activities in which the Council and a number of other organisations and agencies are actively involved in to ‘help the community to help itself’.
The Community Development activities are generally non-asset based and involve collaborative approaches with community organisations and agencies.
The Community Development activities represent a group of collaborative and partnership approaches and initiatives between the Council and appropriate organisations and agencies that all have a common theme of promoting a better quality of life and living environment for the Hauraki District.
The community expects the Council to support and encourage the social and economic growth of the Hauraki District. The Council is expected to assist in creating a vibrant and economically positive community. In an effort to meet the community’s expectations, as part of the Community Growth activity the Council employs an Economic Development Officer who is responsible for progressing the goals established by the Economic Development Strategy.
The community expects that the Council will support and encourage groups and initiatives that benefit the greater community and its well-being. As part of the Community Initiatives activity the Council employs a full-time Community Development Officer who is responsible for progressing identified projects and community initiatives that are high in the community’s priorities.
What activities are included in Community Development?
The Community Development Group involves two key activities called Community Growth and Community Initiatives.
The sub-activities for Community Growth and Initiatives are:
Community Growth Community Initiatives Economic Development Social Initiatives Visitor Information Centres Public transport Town Promotion Grants, Donations and Awards Hauraki Rail Trail Other initiatives Destination Coromandel
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How does Community Development promote sustainability?
The overall purpose of Community Development is to improve the social, economic, environmental and cultural well-being of the Hauraki community. This is achieved by the Council supporting various initiatives and by providing grants and sponsorship to community groups and organisations. The specific ways in which the two key activities promote sustainability are listed below.
Community Growth Forming partnership approaches with organisations, such as government and community agencies, in order to implement a Labour Market Strategy for the area. This is a way of directly looking to the future of the District and attempting to assist in the generation and forward planning of job opportunities in the area. Helping, in partnership with others, to develop businesses and to up-skill their customer service skills in order to attract and grow business both now and into the future. Providing an emphasis on community well-being, thereby encouraging people to stay within the District and not move elsewhere. Encouraging tourism, allowing for more economic prosperity. Tourism is usually a sustainable activity, if it is carried out in a way that does not significantly alter the environment which it is promoting. Facilitation and funding of a free two day leadership programme (in co-ordination with the Hauraki Coromandel Development Group) through which the Council is able to assist in the development of future leaders for the District through workshops with proven leaders from around New Zealand.
Community Initiatives Investing in the future of the District through grants made to social well-being networks. Forming partnerships with lead agencies involved with social services, including sharing of resources. Encouraging recreational pursuits, to improve the health of the community. Encouraging active regeneration of habitats by supporting projects such as the Whiritoa Beach Care project. Actively seeking youth input on strategic and asset developments, and therefore, seeking to identify their needs. Implementing the Positive Ageing Strategy to ensure that the older generation remain valued members of the community.
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Relevant Policies, Plans and Strategies
There are a number of plans and strategies that the Council either works in partnership with other organisations on, or is solely responsible for. The following table shows the variety of policies, plans and strategies that the Council is involved in for this activity.
Type of Plan Description and Objective
National Positive Ageing A national strategy that has been developed and is managed by the Ministry Strategy of Social Development, used by central and local government agencies to develop their own action plans to improve the well-being of older people. Hauraki District Positive A strategy developed by the Council giving it the mandate to: Ageing Strategy be involved with enhancing seniors’ opportunities to contribute to the Council’s decision making, continue with the provision of pensioner housing, promote infrastructure and community initiatives and information to assist older persons. Regional Economic A plan to determine the areas of growth potential within the Hauraki and Development Strategy Thames-Coromandel sub-region, and to assist the progression of identified projects. Economic Development A Council developed strategy that outlines the principles of, and the need for, Strategy the role of economic development in Hauraki District.
Labour Market Forum Strategy A strategy developed for the Hauraki and Thames-Coromandel sub-region to address labour market challenges, to develop solutions that are timely and effective, and to encourage collaborative actions between stakeholders in the sub-region in supporting employment initiatives. Better Futures Hauraki Action A collaborative action plan for positively engaging youth and child initiatives Plan and supporting safer environments for the children and young people of the Hauraki District. The plan outlines goals and actions towards achieving the two collective visions. Long Term Plan and Annual Strategic documents providing for the planning of the Council’s activities for a Plans 10 year period with an annual update.
Contestable Social Fund This Fund is the basis for financial support provided by the Council to enable Policy social service type community groups, organisations or individuals to contribute towards progressing the Community Outcomes. The objective of the Policy is to provide the Council with an effective administrative and decision making system for distributing Contestable Social Funds to the social services sector in the Hauraki District. Domestic Violence Policy A Policy that states that the Council will take an active role in advocating a reduction in the occurrence of domestic violence in the Hauraki community. An action plan has been formulated to help to achieve this. Youth Policy This policy is to empower and celebrate youth through youth development partnerships, advocacy and provision of resources.
External issues that affect Community Development
The current demand on the activities involved in Community Development is high given the recent economic down-turn and the limited resources that are available. This has resulted in numerous agencies vying for the same grant or sponsorship dollar. There is, in some cases, an expectation for the Council to provide a greater level of support both with staff resources and financial assistance.
The current employment market is reasonably stable; however the need for agencies, including the Council, to choose to be involved in some employment initiatives over others will depend on fluctuations in the employment market.
Current Sister City relationships are sound between the Hauraki District and Jiading District in Shanghai, China; however changes in local commitments on either Districts behalf could result in changes to the programme.
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Over the years local government has become increasingly involved in social, economic and cultural activities due to initiatives developed by Central Government and community demand. Some of the Central Government drivers for local government to be involved in these activities have since ceased, but there is still a preference from the community for the Council to continue to sponsor these activities.
It is likely that these demands for Community Development will remain high, however if the current or future Central Governments were to consider the initiatives as inappropriate or unnecessary, then it would be possible that the Council’s involvement in these areas could lessen. Equally, if the current or future Central Governments put a stronger emphasis on local government being involved in these areas then the Council’s involvement could increase.
Key legislative drivers and guidelines
Local Government Act, 2002 Citizenship Act, 1977
What are the significant positive and negative effects?
Where possible, the Council is already addressing the negative effects associated with the provision of services. The column showing how the Council remedies the negative effects includes the current methods the Council is using, but does not list all of the options available to the Council.
How do we remedy these Activity Positive Negative negative effects?
Initiatives taken within this Diversion of money from Seek alternative funding. Group of Activities have a other core Council direct and positive effect on activities, or creates the the Community Outcomes. need to obtain more funds. Better relationships between the community and the Council. All Activities Encouragement of collaborative approaches.
Encouragement of The development of Decision making criteria used improved labour markets in subdivisions, although in order to attempt to reduce the District. socially, economically and the impact of negative effects Encouragement of culturally beneficial does of subdivision. improved tourism within the have effects on the Traffic management in order District and therefore environment. to reduce erosion and economic benefits to the Increased visitor numbers damage to park and reserve community. to scenic and heritage sites areas. Increase in employment can have a negative Ensure appropriate consent generating social and impact on the environment. conditions and mitigation economic benefits. Having business ventures plans are in place to minimise
Community Growth Growth Community in the extractive industries any negative effects. such as quarries and Mitigation plans to minimise mining can impact on the the effects on the environment. environment.
Long-term positive impacts The Council cannot The Council develops of helping to abate anti- support all initiatives and partnerships with appropriate social behaviours in the therefore must selectively agencies. community. choose which to become Progression of Community involved with. Initiatives Community Community Outcomes.
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Effect on well-being
The Community Development Group works towards all the well-beings through collaborative approaches to develop, promote and provide information on the Hauraki District while sustainably supporting the local community and its activities.
What are the costs of operating the Community Development Group?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 700 Community Growth 940 954 978 992 1,001 1,009 935 964 998 1,033 480 Community Initiatives 487 421 469 486 500 515 531 548 566 585 1,180 1,427 1,375 1,447 1,478 1,501 1,524 1,466 1,512 1,564 1,618
OPERATING REVENUE ‐ Fees and Charges ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 457 Targeted Rates 498 524 541 552 574 585 548 568 579 604 637 General Rates 621 675 755 803 879 946 1,031 1,096 1,151 1,287 1,094 1,119 1,199 1,296 1,355 1,453 1,531 1,579 1,664 1,730 1,891
(86) OPERATING SURPLUS/(DEFICIT) (308) (176) (151) (123) (48) 7 113 152 166 273
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Funding Impact Statement for Community Development
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
SOURCES OF OPERATING FUNDING General rates, uniform annual general charges, 637 rate penalties 621 675 755 803 879 946 1,031 1,096 1,151 1,287 Targeted rates (other than a targeted rate for 457 water supply) 498 524 541 552 574 585 548 568 579 604 ‐ Subsidies and grants for operating purposes ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ Fees, charges, and targeted rates for water supply ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal charges and overheads recovered ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Local Authori ties fuel tax, fines, infringement ‐ fees, and other receipts ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,094 Total Operating Funding (A) 1,119 1,199 1,296 1,355 1,453 1,531 1,579 1,664 1,730 1,891
APPLICATIONS OF OPERATING FUNDING 932 Payments to staff and suppliers 1,172 1,112 1,177 1,200 1,216 1,231 1,167 1,205 1,248 1,291 ‐ Finance Costs ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 248 Internal charges and overheads applied 255 263 270 278 285 293 299 307 316 327 ‐ Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,180 Total Applications of Operating Funding (B) 1,427 1,375 1,447 1,478 1,501 1,524 1,466 1,512 1,564 1,618
(86) SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) (308) (176) (151) (123) (48) 7 113 152 166 273
SOURCES OF CAPITAL FUNDING ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase (decrease) in debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Sources of Capital Funding (C) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
APPLICATIONS OF CAPITAL FUNDING Capital Expenditure ‐ ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to improve the level of service ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to replace existing assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (86) Increase (decrease) in reserves (308) (176) (151) (123) (48) 7 113 152 166 273 ‐ Increase (decrease) of investments ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (86) Total Applications of Capital Funding (D) (308) (176) (151) (123) (48) 7 113 152 166 273
86 SURPLUS (DEFICIT) OF CAPITAL FUNDING (C ‐ D) 308 176 151 123 48 (7) (113) (152) (166) (273)
‐ FUNDING BALANCE ((A ‐ B) + (C ‐ D)) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reconciliation of Cost of Service Statement to Funding Impact Statement
(86) OPERATING SURPLUS/(DEFICIT) (308) (176) (151) (123) (48) 7 113 152 166 273
‐ Depreciation ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
(86) SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) (308) (176) (151) (123) (48) 7 113 152 166 273
The funding impact statement is required under the Local Government Act 2002 Schedule and conforms to clause 5 of the Local Government (Financial Reporting) Regulations 2011. They cover the 10-year period from 2012/2013 to 2021/2022 and outline the Council’s sources of funding and its Plan to apply them. Generally accepted accounting practice does not apply to the preparation of the funding impact statements as stated in section 111(2) of the Local Government Act. The key divergences from generally accepted accounting practice are the non inclusion of depreciation and the inclusion of internal charges.
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Community Growth
What is the Community Growth activity?
The Council has accepted the responsibility to take part in community growth initiatives due to public demand for its involvement and the development of the Community Outcomes, and that the Council is obligated to work towards achieving these outcomes. Of particular relevance is the Community Outcome ‘Progress Hauraki’ which encourages balanced and sustained economic growth throughout the District.
For Hauraki District Council, economic development is about improving the overall quality of life through: Increased economic growth and job creation, Encouraging stable opportunities and adding value to its existing resources and components (social, economic, environmental and cultural), Enhancing the business environment. Empowering communities and improving community well-being, Building and maintaining adequate infrastructure and community facilities to maintain growth, Encouraging and facilitating development proposals, especially those that promote opportunities for the Hauraki District, Sustainably managing the environment and resources within the District, particularly the unique features of the Hauraki District, and Encouraging initiatives with the Council’s Sister City, Jiading District in China.
How does the Council deliver this activity?
The Council delivers the Community Growth activity through a variety of strategies and by working in collaboration with a number of agencies within the community, which is important to ensuring effective economic development in the Hauraki District.
Economic Development The Council employs an Economic Development Officer to work with the community on a local, regional, national and where appropriate international scale to progress economic development and improve community well-being.
During the hearing of submissions to this Plan the Council decided that it wished to take an enhanced and more proactive approach to economic development and growth in the District, to not only take advantage of opportunities to enhance economic development and growth as they arise, but also to allow the Council to actively create opportunities for such growth. To assist with this new approach the Council resolved to appoint an additional resource in this area; the cost of which will be met from existing economic development budgets plus an additional $25,000, to be funded from the District Community Projects Assistance Fund, for the 2012/13 year.
The Council also referred all submissions received to the economic development and growth section of the Draft Long Term Plan submission form to the Economic Development sub-committee for further analysis and review. The Council resolved to review the current level of funding for the cost centres in the economic development activity to ensure that it can take advantage of economic development opportunities that may arise.
Through the implementation of the Economic Development Strategy, the Economic Development Officer’s role is to recognise, create and facilitate opportunities for economic initiatives and to encourage and advise on the development of those initiatives. Economic Development also involves assisting potential new ventures with the aim of helping them to successfully progress their initiatives.
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Other Initiatives Did you know? The Council prepares and funds a number of initiatives aimed at promoting the District, such as the Sister City Paeroa – New Zealand relationship with Jiading District in Shanghai, China. This relationship is to encourage education, business, cultural Community of the Year and trade exchanges and has just celebrated 10 years of partnership. In February 2012 Paeroa was named Mitre 10 Community of the Year at the 2012 Kiwibank New Zealander of the Year Awards. The Council has been involved in the development of residential and industrial subdivisions within the District. It Paeroa was highlighted as a community has done this in the absence of new development by determined not to fall into decline as so many small towns do when faced with an commercial developers as an initiative to encourage growth. increasingly mobile population and lack of The Council is currently involved in developing a residential opportunities. Paeroa has worked to counter subdivision in Ngatea and has recently completed an this phenomenon with an active events industrial subdivision in Kerepehi. Further involvement in calendar and enhancement of its heritage attractions to promote Paeroa as a place to this area will depend on the economic climate and the live in, work in and do business in. willingness of developers to be involved. Some of the events that are The Council also participates in District-based marketing putting Paeroa on the map include the Paeroa Highland and promotion initiatives. Games and Tattoo, Battle of the Streets, Wild Food & Wine Fest and Paeroa Jazz which attracts visitors and encourage Information Centres participation by the locals at all Paeroa visitor information service is contracted to the L&P levels. Café for the next two years, until 2014. The service provided Winning this award was an includes staffing and a service level agreement with the acknowledgement of all the Council. The Council supports the Waihi Information Centre groups and organisations that by providing it with funding for accommodation and work hard to make Paeroa a overheads. safer and more vibrant community. These groups include the Paeroa Community Currently an information kiosk is located in the Copper Support Trust, Positive Paeroa, Kettle Cafe in Ngatea, although this is not funded by the Paeroa Promotions Trust, Council. Paeroa Highland Games Trust, Life Education Trust, Paeroa Lions, Paeroa Rotary and many others. Town Promotional Organisations Town Promotion Committees organise events and co-ordinate activities and generally promote community participation in events. The Waihi and Paeroa groups (Positive Paeroa and Go Waihi) are incorporated societies and each employs coordinators. The Council levies Ward rates (business and residential) on their behalf as the main source of funding for the town promoters. As part of their role they produce town promotion brochures which are available at information centres and tourist attractions around the country.
Sustainability Tuner for Community Growth
Community Growth Well-being Dimension
Scale Economic Environmental Social Cultural What does this mean? Generally the Community Growth activity has 5 positive effects on the four aspects of community 4 well-being. This activity especially has positive effects on economic and cultural well-being by 3 encouraging economic growth and promoting pride 2 in the local identity. Community Growth does have a 1 minor negative impact on environmental well-being; 0 however, this is small in comparison to the positive effects associated with this activity. -1 -2 -3 For a further explanation of the criteria and how to use the sustainability tuner see Appendix 7. -4
-5
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Collaborative Projects
Hauraki Coromandel Development Group The Council is part of a joint committee with Thames-Coromandel District Council, called the Hauraki Coromandel Development Group (HCDG), which has developed a Regional Economic Strategy which both Councils are working on progressing.
Waihi Community Vision The Council is working in partnership with a community organisation, the Waihi Community Vision and its sub-groups of Creative Waihi, Sport ‘n’ Action Waihi, Waihi Social Development Group and Waihi Heritage Group, as well as the general Waihi community to identify and consider economic and social issues and initiatives that may arise when mining in Waihi is downsized or has ceased.
Waihi Community Vision has recently updated a 20/20 document which covers a number of community initiatives which meet the values and vision developed by the Waihi community.
Waihi Vision Trust The Waihi Vision Trust is a joint initiative between Hauraki District Council, Newmont Waihi Gold and the Waihi Community Vision and was established to assist the Waihi Community Vision with the implementation of their projects. Funding for this Trust is provided by Newmont Waihi Gold.
Business after Five The Council works with the town promotion groups to hold Business after Five meetings in Paeroa, Waihi and Ngatea, in order to provide the business community with networking opportunities and updates on activities in the area, particularly from the Council and the town promotion groups.
Labour Market Strategy In November 2007 Hauraki District Council, along with the Department of Labour, Hauraki Enterprise Agency, Ministry of Social Development, OP Columbia, Thames-Coromandel District Council and Wintec, as well as other agencies, prepared a Labour Market Strategy. The Labour Market Strategy was reviewed and updated in 2010.
Four key outcomes are currently the focus of the Strategy: To increase the awareness of and use of labour market information. To develop local skill capability to enhance productivity. To ensure a clear awareness of the housing sector in relation to the labour market. To support transport and infrastructure initiatives where relevant to the regional labour market.
Further information on the Labour Market Strategy is available on www.haurakicoromandel.co.nz.
Hauraki Rail Trail The Hauraki Rail Trail is a major project that the Council is currently working on in conjunction with Thames-Coromandel and Matamata-Piako District Councils. It has the potential to positively benefit the Hauraki community by encouraging a greater number of tourists to visit this District, which will have a variety of flow on effects including the potential for more businesses to establish themselves in this area. Background information on the Hauraki Rail Trail and its potential benefits for this District are explained in on page 63 of this Plan.
As a result of the submissions process the Council made a grant of $50,000 from the District Community Projects Assistance Fund to the Hauraki Rail Trail Trust to allow for investigations and route selection for the proposed Kaiaua to Kopu section of the Trail. Community Development 213
Destination Coromandel An annual joint contribution is made to Destination Coromandel by the Hauraki and Thames-Coromandel District Councils. In return, the Destination Coromandel organisation promotes both Districts nationally and internationally as a visitor destination.
Levels of Service and how the Council will measure them
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement The Council will work alongside others to recognise and develop opportunities for growth
within the local business communities. Measure: Opportunities to assist and The Council, businesses and Quarterly the information provided is Four reports developers are assisted with monitoring reported to Council quarterly, per year relevant economic report to Council and is categorised by development information. business size. Facilitate and attend Measure: Business After 5 Business After 5 forums 11 The Council is aware of forum New months of the year in Waihi business issues and growth attendance and Paeroa, and quarterly in opportunities and events. Ngatea. The Council will work alongside others to promote the District. Measure: As a result of the Council’s Statistics NZ investment in economic Greater than 5% increase in accommodation 50,891 development, the number of visitor nights per annum. survey visitors to the District will increase every year. Measure: Community is updated on Quarterly articles in the HDC HDC news page New economic development news page. matters. Measure: 2012/13: Web page is Web page is developed on HDC website developed the HDC website for New records 2013-22: Web page is economic development updated annually. information.
Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan, considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of Local Government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Levels of Service Possible impacts on Level of Service
All Levels of Service The Council has to react proactively to new community initiatives, and over the life of this Plan expects to be involved in additional initiatives.
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Levels of Service Possible impacts on Level of Service
The Council’s Economic Development Strategy has been updated to reflect its current approach to economic development, however due to the nature of the activity; there may be initiatives additional to the strategy that need to be considered by the Council. Any changes as a result could impact on the level of service provided.
Future directions
The Future Directions for the Community Growth activity indicate any strategic initiatives, plans or actions the Council is aware of that may occur within the life of this Plan but that the Council does not yet have sufficient information on to include any further detail at this point.
Town Promotional Organisations During the term of this Plan the Council will be undertaking a review of the role of and funding for Town Promotional organisations. Over the past few years these roles have been developing and the basis for the original funding may have changed. At this stage no timetable has been set for this review.
Broadband The Council is planning to investigate the demand for higher speed broadband in the District. Following the investigation, recommendations will be made for the Councils consideration as to what contribution (if any) the Council needs to make to assist in achieving these recommendations.
Retirement Accommodation The Council is working with a number of retirement accommodation developers on ways to meet the future demand for this type of accommodation, which is being created by an aging population.
Destination Coromandel Destination Coromandel (formally named Tourism Coromandel) has been funded by both Thames-Coromandel District Council and Hauraki District Council for a number of years. Recently the Tourism Coromandel Board reviewed the governance structure of Tourism Coromandel and consequently as of late 2011, Tourism Coromandel has been taken over in its entirety by a new entity being a non-profit trust, - Destination Coromandel Trust. Both Thames-Coromandel and Hauraki District Councils have appointed trustees to the Trust.
Hauraki Coromandel Economic Development Group The Hauraki and Thames-Coromandel District Councils are currently giving consideration to the role of and funding for the Hauraki Coromandel Economic Development Group. This includes a review of the current structure and methods for the Development Group to deliver the regional economic strategy.
Waihi Information Centre (i-Site) Due to the development of the new Waihi Gold Discovery Centre, the Waihi i-Site will move and become part of this interactive visitor attraction (the Discovery Centre project is likely to commence July/August 2012). The Council has committed an increased amount of financial assistance for operational costs of the new i-Site - $85,000 per year for the first five years. The Waihi i-Site will move to its new location once construction of the Discovery Centre is complete; this is likely to occur in 2013.
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Programmed actions for 2012-22
Council is predominantly focusing on building on current initiatives in the coming 10 years.
The Council intends to continue to financially support the three township promotional groups, as well as tourism development through Destination Coromandel.
The Council also intends on continuing its involvement with the Labour Market Forum.
The Council will maintain current levels of service and will consider new opportunities for District promotion to build on previous successes. It is hoped that the proposed Waihi Gold Discovery Centre will become a large part of this.
Waihi Gold Discovery Centre In its 2009-19 Hauraki Community Plan the Council signalled that it would be contributing to the development of a Gold Discovery Centre for Waihi. The Waihi Gold Discovery Centre project was one of 30 plus projects that the Waihi Community Vision initially proposed in 2007 that would provide further growth in the Waihi community when the mining operation closed. Following the completion of a feasibility study with assistance from New Zealand Trade and Enterprise, a concept was developed. It was to be a partnership between Hauraki District Council, Newmont Waihi Gold, New Zealand Mint and the Waihi Community. The project was to cost around $20 million and was to be a nationally significant tourist attraction, with the architecturally-designed Waihi Gold Discovery Centre of 4,000m2 expected to generate $6 million a year in turnover. Central Government agreed to provide $1.8m toward the project.
The Council was expecting a building consent application to be lodged for this project in 2009 and the construction of the Discovery Centre to follow soon after. However, due to the onset of the financial crisis and the economic downturn, New Zealand Mint was no longer able to be involved in the development of the project. Vision Waihi Trust has since revised the development of the Waihi Gold Discovery Centre so that it requires less capital investment whilst still ensuring that the Discovery Centre will be a nationally significant visitor attraction.
The revised Waihi Gold Discovery Centre will be located at the top of Waihi’s main street, adjacent to the Cornish Pumphouse and the Martha Mine. It will consist of an interactive visitor attraction, an i-Site, a New Zealand Mint retail shop, a café and other related activities. At this stage the construction of the revised Centre will commence July/August 2012 with an estimated total cost of about $7 million.
The Council is providing funding for parts of the revised project including the provision of some land that the development will occupy, meeting the resource consent fees, making a capital contribution to the i- Site and visitor attraction fit out and annual financial assistance to the operation of the i-Site for the first five years. The majority of Council’s capital contribution of $810,000 will be funded from the District Community Projects Assistance fund and is currently forecast to occur prior to commencement of construction. The Council will also be making a total operating contribution of $425,000 ($85,000 per year for the first five years for the operation of the i-Site).
The purpose of this venture is to attract more visitors to the Waihi area and encourage them to stay longer, and to provide a mid-way stopover between the key tourist attractions of Auckland and Rotorua. It is expected that the Waihi Gold Discovery Centre will attract approximately 49,000 visitors in its first year and 60,000 visitors by year five. The increased visitor numbers and spending will provide opportunities for other tourism ventures to establish themselves locally.
Aquaculture The Hauraki Coromandel Development Group sought changes to the national and regional legislation governing the development of Aquaculture in the Hauraki Gulf. The group was successful in achieving these changes and the area for fish farming in the Firth of Thames has now been established. Waikato Regional Council has the responsibility to administer the Coastal Management Plan which covers all aquaculture activity in the region and will be working with the two Councils to assist further growth. The flow-on effects of this work are expected to be considerable for the Hauraki District in the coming years. 216 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Hauraki Coromandel Development Group As part of the Hauraki Coromandel Development Group, the Council will continue to be involved in working towards the group’s key strategic objectives of further developing economic opportunities, supporting growth in aquaculture, tourism and dairy farming, and promoting leadership. These initiatives are worked on in conjunction with other agencies including Thames- Coromandel District Council, and as such, the Council’s involvement needs to remain flexible to ensure that the most appropriate objectives for the sub-region are worked toward.
Go Waihi The Council has allocated approximately $102,000 per annum for the next three years to allow for operational costs and projects funding.
Hauraki Rail Trail The three Councils (Hauraki, Matamata Piako and Thames Coromandel Districts) that have contributed funding to the development of the Hauraki Rail Trail have also agreed to underwrite any operating deficits for the Hauraki Rail Trail Trust during the years 1 July 2012 to 30 June 2017; the underwriting to be on the ratio of the length of Trail in each District. The Hauraki District Councils maximum underwriting guarantee was: $64,000 year ending 30 June 2013 $82,200 year ending 30 June 2014 $93,200 year ending 30 June 2015 $96,000 year ending 30 June 2016 $98,800 year ending 30 June 2017
The costs of meeting the underwriting obligations are expected to be significantly less than the maximum amounts listed in any of the years. The Council resolved to allocate the following percentages of the maximum underwriting amount for the Operating Grant payable to the Hauraki Rail Trail Trust to be funded from the District General rate:
Year: Percentage: Maximum Underwriting: Grant provided: Year 1 – 2012/13 75% $64,000 $48,000 Year 2 – 2013/14 75% $82,200 $62,000 Year 3 – 2014/15 50% $93,200 $47,000 Year 4 – 2015/16 50% $96,000 $48,000 Year 5 – 2016/17 25% $98,800 $25,000
As a result of the submission process the Council made a grant of $50,000 to the Hauraki Rail Trail Trust to allow for investigations and route selection for the proposed Kaiaua to Kopu section of the Trail.
Positive Paeroa The Council received a request from Positive Paeroa (the town promotion group for Paeroa) for an increase in funding for 2012-15 to cover operational costs and some smaller projects that Positive Paeroa would like to continue with and/or initiate.
The Council considered the proposal of Positive Paeroa and has allowed $99,000 per annum for the next three years to cover operational costs, some minor sundry costs and some small project costs. The Council has also budgeted for the 2012/13 year an additional contribution of $3,500 for a promotional video, $10,000 for town promotion brochures for the 2014/15 year and $5,000 per annum has been budgeted for Christmas lights.
An additional $15,000 has also been allocated for project management of a ‘Streets Ahead’ initiative for 2012/13. Streets Ahead is a proposal of Positive Paeroa that looks to upgrade the veranda and shop frontages aesthetically in Paeroa’s main street with the assistance of shop owners and property owners.
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Positively Promoting the Plains The Council received a request from Positively Promoting the Plains (the town promotion group for the Plains ward) for an increase in funding for the next 10 years to cover operational/sundry costs and some smaller projects that they would like to continue with and/or initiate. In 2010/11 the Council funded nearly $11,000 in operational costs.
The Council considered the proposal of Positively Promoting the Plains and has allowed just over $14,500 per annum for the next three years to cover operational costs, some minor sundry costs and some capital projects, such as the funding of banners/flags and an electronic notice board.
What is the cost of operating the Community Growth activity?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 232 Economic Development 384 356 350 360 347 332 341 352 363 375 15 District Promotions 45 46 48 49 51 52 54 55 57 59 116 Information Centres 118 166 171 177 183 189 92 95 98 102 103 Positive Paeroa Co‐ordinator 134 119 133 121 125 130 134 138 143 148 12 Positively Promoting the Plains 19 19 20 20 21 22 22 23 24 25 104 Go Waihi 115 119 123 127 131 136 140 144 150 155 119 Tourism Coromandel 125 129 133 138 143 148 152 157 163 169 701 940 954 978 992 1,001 1,009 935 964 998 1,033
OPERATING REVENUE ‐ Fees and Charges ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 311 Targeted Rates 350 372 386 389 403 411 361 373 380 395 389 General Rates 398 444 473 503 550 591 637 677 711 794 700 748 816 859 892 953 1,002 998 1,050 1,091 1,189
(1) OPERATING SURPLUS/(DEFICIT) (192) (138) (119) (100) (48) (7) 63 86 93 156
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Community Initiatives
What is the Community Initiatives activity?
The Council aims to promote the District as an area that encourages vibrant communities and an enhanced quality of life. This means balancing the provision of support for social, cultural and economic initiatives of benefit to the people of the Hauraki District.
Through the Community Initiatives activity a number of projects take place to assist in the progressing of the Community Outcomes, and to ensure that we have a positive climate that encourages balanced and sustained economic growth throughout the District.
How does the Council deliver this activity?
The Council delivers this activity through a variety of initiatives and through working with a number of agencies. These initiatives include: apprenticeship scheme/youth unemployment scheme implementing Hauraki District Council’s Youth Policy participating in Better Futures Hauraki implementing Hauraki District Council’s Positive Ageing Strategy providing grants, donations and awards administering a Contestable Social Fund administering Creative NZ Creative Community Scheme contributing to public transport.
Sustainability Tuner for Community Initiatives
Community Initiatives Well-being Dimension
Scale Economic Environmental Social Cultural What does this mean? 5 The Community Initiatives activity has a positive effect on economic, social and cultural well-being. This 4 activity encourages young people to find employment 3 or pursue further education, supports community 2 projects and recognises and supports the achievements of local people/groups. The Community 1 Initiatives activity does not affect environmental well- 0 being. -1 For a further explanation of the criteria and how to -2 use the sustainability tuner see Appendix 7. -3 -4 -5
Community Development 219
Collaborative Projects
Youth pipeline The Council is working in partnership with the Ministry for Social Development in seeking to encourage young people, who are unemployed or leaving school, to live and train in this community. Funding has been secured from the Mayor’s Taskforce for Jobs and the Ministry for Social Development for the appointment of a recruitment company to undertake a recruitment process for students to take part in this scheme. The scheme provides advice to local young people about career or further education opportunities and apprenticeships that are available to them, to encourage these young people to become active and contributing members of the community. The Council’s role will continue to be that of facilitation, advocacy and partnership.
Hauraki District Council’s Youth Policy In 2006 the Council adopted its Youth Policy, and since then a number of projects in support of youth have been undertaken. However it has proven difficult to sustain initiatives in this area. Annual Youth Awards began in 2006 and are now provided in conjunction with the annual Citizen Awards.
The Council supports a range of youth initiatives as they arise, for example in the past the Council has supported youth attending the National Youth Conference, and has supported the Annual Children’s Day held in conjunction with community organisations and the Waikato District Health Board.
Many of the youth projects have benefited from the use of collaborative resources, from organisations such as Te Korowai Haoura O Hauraki, the Ministry of Youth Development and the Waikato District Health Board. New organisations also present themselves to be involved in initiatives from time to time.
Social Initiatives
Better Futures Hauraki The Council has been involved in the Better Futures Hauraki initiatives since the Ministry for Social Development instigated a local mapping project of social service providers. The Council’s involvement in the group is a direct result of the identified Community Outcome pertaining to social services, which is the ‘Lifestyle Hauraki’ Outcome.
The Forum is directed through its action plan and is working towards two visions: All children are safe and nurtured in their homes and supported by their community environment. All young people are positively engaged in school, work and the community.
Domestic violence The Council has a Domestic Violence Policy, 2011, which was initially developed in 2007. This was after the Council received feedback from the public indicating that it needed to take on an advocacy or support role in an attempt to reduce domestic violence in the Hauraki District. The Council works with the Hauraki Family Violence Intervention Network and other agencies in a supporting role to promote local and national initiatives such as White Ribbon Day, and to raise awareness about domestic violence, its implications for individuals and more broadly the community, and about what help is available.
Hauraki District Council’s Positive Ageing Strategy The Council is working to achieve the goals set out in the Hauraki District Council Positive Ageing Strategy which was adopted in 2010. The Council holds a series of forums, particularly with groups representing older persons, to help in the celebration of Older Persons Day and to discuss the strategy and possible initiatives. This method of communication is expected to continue in the future, with other agencies becoming more involved.
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Grants, Donations and Awards The Council annually grants financial assistance to various local organisations which assists them in achieving their purpose. Each Ward also has discretionary funds to allocate towards local initiatives. The Council will continue to allocate 20% of the income from its Community Projects Assistance Fund to the Contestable Social Fund.
The Council also recognises achievements in the community by presenting annual awards for Youth and Citizens. It is hoped that by doing this, community well-being will be enhanced through the recognition of achievement within the community.
Creative NZ Creative Community Scheme The Council administers the Creative NZ Creative Community Scheme for the District. Funds are provided by Creative NZ for community initiatives in the Arts arena, and are then allocated by a Council/community committee.
Whiritoa Surf Lifesaving Grant The Council pays an annual grant to Surf Lifesaving New Zealand for the Whiritoa Surf Lifesaving Club. This grant pays for the paid lifeguard service over the Christmas and New Year periods. The Council provides this service in order to provide a measure of safety for swimmers.
Did you know? Life Education Trust The Council will continue to help fund the Life Education Trust which is a health based education Citizen and Young initiative, providing health services to the school Achievers Awards sector. The Council will continue to provide a $15,000 grant which will be adjusted for inflation for the rest of the Plan. The Council organises and holds the Citizen and Young Achievers Awards Ceremony in September/October of each year. Contestable Social Fund The Citizen Awards began more than 10 During the development of the 2006-16 Hauraki years ago and the Young Achievers Community Plan the Council, in conjunction with the Awards began in 2006. These awards community, developed nine Community Outcomes. are now held together and have been gaining in popularity with almost 150 These outcomes were things that the community wanted the people attending the 2011 Awards which Council to focus on and work towards in partnership with the were held in Ngatea.
community, for the benefit of the community. At the time when The Council seeks nominations for both the outcomes were being developed the community also types of Award from the public, civil indicated that the Council should be more involved in the services and schools about three months prior to the awards ceremony. The coordination and advocacy of social matters. nominations are referred to a special Committee (consisting of the In response to this the Council established the Contestable Chairperson from each Ward and the Social Fund. The fund is a financial support tool provided by the Mayor).
Council to enable social services, community groups or The Committee select a maximum of 10 organisations to contribute toward achieving the Community cadidates each for the Citizen and Outcomes. Young Acheivers Awards and recommend them to the Council for its consideration and approval. The Council has adopted a Contestable Social Fund Policy to guide the administration of the fund. In accordance with this policy the Council will allocate $60,000 a year to resource the Contestable Social Fund, funded from the Council’s Community Projects Assistance Fund. The maximum grant for any one application is $10,000. Projects that receive grants from the Contestable Social Fund must meet the guidelines outlined in the Policy. Applications for a grant from the Contestable Social Fund must demonstrate how the project will work towards achieving one or more of the Community Outcomes.
The Council has new Community Outcomes and the plans and policies that contain the Community Outcomes need to be reviewed to incorporate these new Outcomes. This will include reviewing the Contestable Social Fund. Community Development 221
A copy of Hauraki District Council’s Contestable Social Fund Policy is available on the Council’s website www.hauraki-dc.govt.nz, and also at the Council offices in Paeroa, Waihi and Ngatea.
Paeroa and District Historical Society As a result of a submission from the Society the Council resolved to make a grant of $80,000 towards the costs of constructing a new storage building on its Marshall Street property subject to the Society first raising the balance of the funds required and commencing the project before 30 June, 2015. The grant was funded from the District Community Projects Assistance Fund.
Public transport The Council, in partnership with the Waikato Regional Council, Matamata-Piako and Thames- Coromandel District Councils, contributes to funding a daily bus route between Hamilton City and Thames via Paeroa at a cost of $12,000 annually, which is anticipated to continue for the life of this Plan.
The Council is also working with the Waikato Regional Council, amongst others, to develop strategies and methods for the use of community based transport to allow people to travel to various destinations for matters such as visits to hospital and health agencies. The Council has become concerned that as such services become more centralised, to Hamilton and Thames in particular, they are no longer available in the Hauraki community and there is limited available public transport to assist people to travel at convenient times.
Levels of Service and how the Council will measure them
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement To provide motivation in our District, the Council will recognise and acknowledge
achievements towards social well-being. Measure: The Council, with the community, will Ceremony Award ceremonies are Report to celebrate achievements towards held in held prior to November Council social well-being at an awards August 2010. annually. ceremony held annually. Nominations for annual Measure: HDC news Nominations are awards The community will be invited to page and advertised in the HDC advertised nominate award nominees three Council’s news news page three weeks three weeks weeks prior to nominations closing. database prior to ceremony. prior to the ceremony. The Council will work with social service agencies in the District to progress agreed social
initiatives. Four meetings of the Measure: Better Futures Three Better Futures Hauraki The Council will participate in the Hauraki meetings group are attended by the Better Futures Hauraki Forum, meeting attended by Council, with relevant working collectively towards the minutes the Council. matters arising reported to group’s objectives. the Council. Measure: Results Older The Council supports The Council will work with others reported to Persons Day three initiatives relevant to towards achieving the goals of the Council held in each the Positive Ageing Hauraki Positive Ageing Strategy. annually Ward Strategy each year. The Council will work with other agencies to encourage youth to contribute to our
communities in a positive and meaningful way. Results Informal Council supports one Measure: reported to meetings initiative per ward per The Council will liaise with youth Council attended annum (Plains, Paeroa, representatives from each ward. annually with youth and Waihi). 222 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement The Council will provide, or manage, funding to ensure community initiatives can progress. Report to Measure: Contestable social fund Council on any The Council will provide a contestable Achieved applications are open by applications social fund on an annual basis. 1st October annually. received.
Possible impacts on Levels of Service
Throughout this 2012-22 Hauraki Long Term Plan, considerable effort has been placed to ensure the levels of service are as concise as possible, however due to the nature of local Government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Levels of Service Possible impacts on Levels of Service:
To motivate the Hauraki District, Possible amendments could be made to the eligibility criteria for an award in the the Council will recognise and future. acknowledge achievements towards social well-being
The Council will work with social The future of Better Futures Hauraki depends on continued participation by the service agencies in the District to relevant agencies. Any changes to this initiative will be determined by the progress agreed social initiatives collective group.
The Council will work with other The Council will continue to support youth through its Youth Policy and is open to agencies to encourage youth to considering the establishment of a Youth Council or Youth Committee of Council contribute to the communities in if it is desired by Hauraki District youth in the future. a positive and meaningful way The Council will provide, or The Contestable Social Fund Policy is scheduled for review in 2012/13. Although manage, funding to ensure this policy was only adopted in 2010, it is necessary to review it to ensure that it community initiatives can aligns with the new Community Outcomes. Consequently the review may result progress in amendments being made to the criteria or implementation of the policy and this may or may not affect future applications for funding.
With a reduction in funding from some central government agencies for social initiatives, there has been an increase in funding requests to the Council. This may or may not impact on how much the Council should fund community initiatives.
Programmed Actions for 2012-22
Affordable Housing Enabling Territorial Authorities Act, 2008 This Act allows for territorial authorities that want to find out whether there is enough affordable housing in their district to do so, using a housing needs assessment prescribed by the Act. If this assessment shows the authority that there is not enough affordable housing within their district, then the Act prescribes a process for an Affordable Housing Policy to be written, if the authority wishes to do so.
The Council is likely to give consideration to the legislation later in 2012.
Youth Initiatives The Council has an ongoing budget for youth initiatives and believes that initiatives to encourage leadership, education and skills in the community are important for the future of the District. A budget of approximately $14,000 has been allowed for in 2012 and will continue on an annual basis for the life of this Plan, adjusted for inflation. Community Development 223
The Council is planning a programme to educate young people between 11 and 12 years of age about how local government works. The purpose of this initiative is to get this age group Did you know? interested in local government so that when they reach an age that they can be on a Youth Council they will have a greater The Contestable Social understanding of local government. Fund
By supporting local initiatives the Award Ceremonies Council is able to help to achieve a safe, happy and healthy community for The Council will continue to provide award ceremonies in four current and future generations. Not only categories: Youth, Citizen, Industry Training and Mayoral is the social well-being of the community Discretionary Awards. increased by this fund, but often cultural well-being is positively affected too.
The Council has always supported a number of groups through donations and grants and, with the increasing number of groups in Hauraki District catering for our community, the fund was set up in order to allow a fair system of allocation.
In 2011 the Council supported the following groups and charities through the Contestable Social Fund in order to help them progress their goals:
Hauraki Citizens Advice Bureau CAPS Hauraki Inc Te Korowai Hauora O Hauraki Community Waikato Paeroa Scout Group Salvation Army Waihi Te Korowai Hauora O Hauraki Paeroa Community Support Trust Waihi Community Resource Centre Te Whangai Trust Family Violence Working Party Victim Support Hauraki Waihi sub-branch Hauraki Maori Wardens Paeroa Community Support Trust (Skate and Leisure Centre). What is the cost of operating the Community Initiatives activity?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 185 Social Initiatives 134 138 142 146 150 154 158 162 167 173 60 Contestable Social fund 68 70 72 75 77 80 82 85 88 91 170 Grants and Donations 249 175 180 186 192 198 204 211 218 226 ‐ Conservation Initiatives ‐ ‐ 37 39 40 41 43 44 46 47 6 Whiritoa Beachcare 6 6 6 7 7 7 7 8 8 8 23 Whiritoa Lifesaving Grant 24 25 25 26 27 28 29 30 31 32 36 Other 6 7 7 7 7 7 8 8 8 8 480 487 421 469 486 500 515 531 548 566 585
OPERATING REVENUE ‐ Fees and Charges ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 146 Targeted Rates 148 152 155 163 171 174 187 195 199 209 248 General Rates 223 231 282 300 329 355 394 419 440 493 394 371 383 437 463 500 529 581 614 639 702
(86) OPERATING SURPLUS/(DEFICIT) (116) (38) (32) (23) ‐ 14 50 66 73 117
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Regulatory Services
What is Regulatory Services?
Regulatory Services involves a group of responsibilities: Placed on the Council by Central Government to ensure community compliance with national standards and guidelines. Undertaken by Council through policies, plans and bylaws to regulate local issues.
National standards, guidelines and legislation require the Council to develop local compliance standards such as the District Plan, bylaws, policies and response plans.
What activities are included in Regulatory Services?*
Resource Management Implementation Building Control Services Community Protection Services - Emergency Management - Rural Fire - Environmental Health - Liquor Licensing - Hazard Zone Monitoring Animal Control Services
What are Regulatory Services and why is Council involved?
The Council works in partnership with the Central Government and other agencies to implement regulations on issues that have a direct relationship to environmental health and to the public’s health, safety and well-being in the District.
Through Central Government legislation and codes, filtering down into local bylaws, policies and plans, the Council is able to set and maintain either minimum or absolute standards. As a result the Council also has implementation, monitoring and enforcement roles.
Resource Management Implementation The Council has legislative responsibilities for implementing the Resource Management Act, 1991. Regulatory and non-regulatory activities are undertaken to promote the sustainable management of the District’s natural and physical resources.
Building Control Services Building control services are undertaken by the Council to ensure that processes are in place so that buildings are safely constructed, and so that people can have confidence that they are safe to use. The Council has legislative responsibilities for implementing these requirements under the Building Act, 2004.
Regulatory Services 225
Community Protection Although the Council has legislative responsibilities to undertake community protection, these services are also undertaken to safeguard quality of life and health, and prevent damage to property. The Community Protection activity delivers this mainly through monitoring and enforcement functions.
Animal Control The Council has responsibilities for dog registration and animal control and aims to promote public safety, responsible dog ownership and the welfare of dogs and stock.
Relevant Policies, Plans and Strategies
Type of Plan Description and Objective
District Plan A plan providing a framework for the sustainable management of the natural and physical environment of the District, assisting the Council to carry out its functions in order to achieve the purpose of the Resource Management Act, 1991. HDC Engineering Manual A manual that provides developers with standards for infrastructural and amenity assets. Building Consent Authority A manual that provides all of the procedures and processes necessary to Procedures Manual perform building consent processing, building inspections, issue of Code Compliance Certificates, issue of Compliance Schedules, issue of Notices to Fix and to meet the regulatory requirements of the Building Act, 2004 and all associated building regulations and codes. Planning and Environmental An internal planning document which demonstrates the proposed goals, Services Business Plan programmes and projects for the year and provides information on budgetary and levels of service requirements. Hauraki District Emergency A plan providing procedures and processes for the establishment and Operations Plan operation of a District emergency operation headquarters. Thames Valley Combined Civil A plan providing planning and preparation for emergencies and for response Defence Emergency and recovery in the event of an emergency within the Hauraki, Matamata- Management Plan Piako and Thames-Coromandel Districts.
Waikato Civil Defence A plan adopted by all territorial local authorities within the Waikato Region on Emergency Management Plan responses to regional emergencies. Thames Valley Rural Fire District A plan consisting of two sections – the first on emergency rural fire Plan procedures, which is reviewed annually, and the second on management requirements, which is reviewed every five years. This plan must comply with the Rural Fire Management Code of Practice. Consolidated Bylaw Part 3 of the consolidated bylaw relates to Public Safety. This section includes aspects relating to liquor and animal control to ensure that acceptable standards of safety are maintained in public places. Gambling Venue Policy A Policy to ensure that the Council and the community have influence over the location of new Class 4 Gambling and New Zealand Racing Board (NZRB) venues in the Hauraki District, allowing those who wish to participate in the use of gambling machines to do so, whilst restricting the growth of gambling and to eventually restrict the number of machines in Hauraki District to be in line with the national average. Prostitution Policy A policy to ensure the appropriate content and placement of signage and advertising is complied with. Sale of Liquor Policy A policy to establish a reasonable system of control for the sale and supply of liquor to the public with the aim of contributing to the reduction of liquor abuse, so far as that can be achieved by legislative means. Dog Control Policy A policy that aims to promote the control of dogs in the interests of public safety and responsible dog ownership. 226 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Type of Plan Description and Objective
Earthquake Prone and A policy aimed at reducing the risk of death or injury that could result from the Dangerous and Insanitary effects of a significant earthquake, or insanitary buildings (e.g. issues with Buildings Policy damp, no potable water).
External issues that affect Regulatory Services
Legislation Over recent years changes in legislation have significantly increased the Council’s involvement/obligations in the regulatory area. These changes reflect the Government’s view that Councils are involved with their communities on a day-to-day basis, and therefore, are best placed to work with them for the delivery of regulatory functions. Examples include the greater compliance cost now incurred by the Council to implement regulations for building controls as a result of becoming a Building Consent Authority, and the impact of changes to food safety requirements with the introduction of Food Control Plans.
Further changes are expected to be made to local government in the regulatory area over the next 10 years. The Council is currently unsure of the extent of these possible changes and whether they will increase or decrease the regulatory workload.
The Council is, however, aware that changes are pending as part of the Government’s regulatory reforms including Bills of Parliament yet to be enacted, such as the Alcohol Reform Bill and further amendments to the Building Act.
Demand and Consumption The population of the District, which drives growth, is projected to grow by 4% over the life of this Plan. Therefore, it is predicted that the growth in the number of rateable units will be 0.5% per annum over the first five years of the Plan, increasing to 1% per annum over the second half of the Plan (taking into consideration those risks identified in the general assumptions on page 12 of this Plan). This will have an impact on Regulatory Services in a number of ways.
If the growth projections are met, increased development in line with the economic recovery will result in an increased number of building consent and resource consent applications. The demand for other regulatory services will also increase in areas such as animal control and liquor licensing.
In the short term the Council is facing a time of economic uncertainty and instability which has already seen a reduction in the number of building consent and resource consent applications. This situation is expected to change as the economy recovers.
Key legislative drivers
The Council has responsibilities for Regulatory Services under these Acts (amongst others): Civil Defence Emergency Management Act, 2002 Forest and Rural Fires Act, 1977 Health Act, 1956 Sale of Liquor Act, 1989 Gambling Act, 2003 Building Act, 2004 Resource Management Act, 1991 Food Act, 1981 Local Government Act, 1974 and 2002 Dog Control Act, 1996.
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What are the significant positive and negative effects?
Where possible, the Council is already addressing the negative effects associated with the provision of regulatory services; however some mitigation is costly and as a result is not a viable option for the Council. The column showing how the Council remedies any negative effects and includes the current methods the Council is using but does not list all of the options available to Council.
How do we remedy these Activity Positive Negative negative effects? Council regulatory services The community may Effective communication, are aimed at providing for perceive the interpretation informing of restrictive rules activities while addressing and delivery of rules and prior to them being imposed the negative effects that may regulations/legislation to be (special consultative occur. restrictive. procedure). Educating the public of the All Activities benefits of the regulations. Ensuring planned The time and cost of Improving processes to development for the District. obtaining resource consents ensure achievement of Implementation of the in some cases. statutory timeframes. District Plan (objectives, The length of time to Effective communication of policies and rules) ensures achieve compliance where enforcement measures in that identified Resource breaches of the rules occur. achieving compliance with
Resource Resource Management Act, 1991 the District Plan.
Management Management issues are addressed and Implementation Implementation the desired environmental outcomes are achieved. The social well-being of the The time and cost of Education to attempt to community is enhanced by obtaining a building consent reduce the lack of adequate providing safe and efficient in some cases and ensuring information supplied at time housing and other buildings the building complies with of lodging consent. and structures. the New Zealand Building Improving processes to Code. ensure achievement of Staying informed with the statutory timeframes. changes to the Building Act Building Control Control Building and the implications it has on building. Processes are in place to Due to the unknown nature Education of the respond to natural disasters of natural disasters, the communities that are likely and civil defence events. unexpected event may be to be affected by natural greater in magnitude than disasters, to be prepared for predicted and greater than evacuation. able to be realistically Encouraging people to Protection Protection Community Community prepared for. provide for themselves initially. Dangerous and menacing When a dog is impounded Education regarding dogs can be monitored and the owner may incur responsible dog ownership. corrective action taken if infringement fines. required. Animal Control Control
Effect on well-being
Regulatory Services aims to improve the standards and processes relating to buildings in the District and improve the awareness of the problems created by liquor sales to prohibited persons for the purposes of social and economic well-being. Regulatory services aims to ensure the sustainable management of the District’s natural resources through the issuing and monitoring of resource consents which places controls on some developments and chiefly contributes to environmental well-being. It also aims to enhance community safety and social well-being through animal control with responsible dog ownership encouraged through dog control education, dog control licensing, enforcement of dog and animal control, and the impounding of wandering stock.
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What are the costs of operating Regulatory Services?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 902 RMA Implementation 777 796 817 839 863 886 908 933 960 988 1,125 Building Services 1,082 1,109 1,138 1,099 1,133 1,165 1,197 1,233 1,271 1,310 710 Community Protection 643 663 682 703 720 747 764 786 813 841 393 Animal Control 447 459 473 487 503 518 533 550 568 586 3,130 2,949 3,027 3,110 3,128 3,219 3,316 3,402 3,502 3,612 3,725
OPERATING REVENUE 1,237 Fees and Charges 995 1,029 1,071 1,111 1,157 1,204 1,252 1,305 1,366 1,432 ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted Rates ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,721 General Rates 1,701 1,751 1,855 1,962 2,132 2,282 2,509 2,642 2,743 3,035 2,958 2,696 2,780 2,926 3,073 3,289 3,486 3,761 3,947 4,109 4,467
(172) OPERATING SURPLUS/(DEFICIT) (253) (247) (184) (55) 70 170 359 445 497 742
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Funding Impact Statement for Regulatory Services
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 SOURCES OF OPERATING FUNDING General rates, uniform annual general charges, 1,721 rate penalties 1,701 1,751 1,855 1,962 2,132 2,282 2,509 2,642 2,743 3,035 Targeted rates (other than a targeted rate for ‐ water supply) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Subsidies and grants for operating purposes ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ Fees, charges, and targeted rates for water supply ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal charges and overheads recovered ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Local Authorities fuel tax, fines, infringement 1,237 fees, and other receipts 995 1,029 1,071 1,111 1,157 1,204 1,252 1,305 1,366 1,432 2,958 Total Operating Funding (A) 2,696 2,780 2,926 3,073 3,289 3,486 3,761 3,947 4,109 4,467
APPLICATIONS OF OPERATING FUNDING 883 Payments to staff and suppliers 773 799 821 779 807 839 866 897 931 969 ‐ Finance Costs ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,246 Internal charges and overheads applied 2,172 2,223 2,284 2,344 2,407 2,472 2,531 2,599 2,675 2,750 ‐ Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,129 Total Applications of Operating Funding (B) 2,945 3,022 3,105 3,123 3,214 3,311 3,397 3,496 3,606 3,719
(171) SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) (249) (242) (179) (50) 75 175 364 451 503 748
SOURCES OF CAPITAL FUNDING ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase (decrease) in debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Sources of Capital Funding (C) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
APPLICATIONS OF CAPITAL FUNDING Capital Expenditure ‐ ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to improve the level of service ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to replace existing assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (171) Increase (decrease) in reserves (249) (242) (179) (50) 75 175 364 451 503 748 ‐ Increase (decrease) of investments ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (171) Total Applications of Capital Funding (D) (249) (242) (179) (50) 75 175 364 451 503 748
171 SURPLUS (DEFICIT) OF CAPITAL FUNDING (C ‐ D) 249 242 179 50 (75) (175) (364) (451) (503) (748)
‐ FUNDING BALANCE ((A ‐ B) + (C ‐ D)) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reconciliation of Cost of Service Statement to Funding Impact Statement
(172) OPERATING SURPLUS/(DEFICIT) (253) (247) (184) (55) 70 170 359 445 497 742
1 Depreciation 4 5 5 5 5 5 5 6 6 6 ‐ Subsidies and grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development and financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
(171) SURPLUS (DEFICIT) OF OPERATING FUNDING (A ‐ B) (249) (242) (179) (50) 75 175 364 451 503 748
The funding impact statement is required under the Local Government Act 2002 Schedule and conforms to clause 5 of the Local Government (Financial Reporting) Regulations 2011. They cover the 10-year period from 2012/2013 to 2021/2022 and outline the Council’s sources of funding and its Plan to apply them. Generally accepted accounting practice does not apply to the preparation of the funding impact statements as stated in section 111(2) of the Local Government Act. The key divergences from generally accepted accounting practice are the non inclusion of depreciation and the inclusion of internal charges.
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Resource Management Implementation
What is Resource Management Implementation?
The Council is required to implement its responsibilities under the Resource Management Act, 1991 (RMA), in a number of ways, in particular: Administering its Operative and/or Proposed District Plans. Processing and monitoring of resource consents. Processing of ‘notices of requirements’ for designations for public works (e.g. road and sewerage plants). Monitoring and enforcement provisions, including noise.
Regulatory Services are also required to issue Land Information Memoranda (LIMs) under the Local Government Official Information and Meetings Act, 1987.
How does the Council deliver this activity?
Through the Policy Development activity the Council develops a District Plan. The District Plan provides a framework for the sustainable management of the environment and assists the Council to carry out its functions in order to achieve the purpose of the Resource Management Act, 1991. Through the Resource Management Implementation activity the Council processes applications for subdivision and land use consents in accordance with the District Plan; this activity sits within the Planning and Environmental Services department.
Staff members are available to meet with applicants and the public to discuss issues arising from the implementation of the RMA and the District Plan.
The Council also monitors all resource consents to ensure compliance with any consent conditions. If breaches of the RMA and/or resource consent conditions occur, then the Council responds and takes enforcement action where necessary. This includes monitoring for activities that create unreasonable noise.
The Council is responsible for controlling land use and development activities to ensure the prevention, remedying or mitigation of any adverse effects arising from them.
The Council is also responsible for issuing Land Information Memoranda which, when requested, involves disclosure of all relevant information relating to land parcels including planning information. This responsibility is dealt with in this activity.
How does the Resource Management Implementation activity promote sustainability?
The Resource Management Implementation activity promotes sustainability by encouraging the utilisation and management of the District’s resources in such a manner that current generations can meet their needs while also allowing for future generations to utilise these resources as well. Ways of achieving this include: Objectives, policies and environmental outcomes outlined in the District Plan which aim to ensure resources are not depleted to such an extent that activities become unsustainable. Provisions in the District Plan, and conditions on resource consents, which are aimed at avoiding or reducing any actual and/or potential social, economic, environmental or cultural effects associated with activities.
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Sustainability Tuner for Resource Management Implementation
Resource Management Implementation What does this mean? Well-being Dimension The Resource Management Implementation Scale Economic Environmental Social Cultural activity has both positive and negative effects on 5 community well-being. The effects on community 4 well-being are generally positive, for example this 3 activity enables the protection of known wahi tapu 2 sites, which has a positive effect on cultural well- 1 being. This activity can have some negative effects 0 on environmental and cultural well-being, although -1 these have largely been balanced by positive -2 effects.
-3 For a further explanation of the criteria and how to -4 use the sustainability tuner please see Appendix 7. -5
Collaborative projects
Waihou River Catchment consent This is a joint resource consent application processed by Hauraki, Matamata-Piako, and Thames-Coromandel District Councils and Waikato Regional Council to authorise maintenance and minor river control works along the Waihou River.
Kaimai Catchment Group This project is receiving $345,000 over three years from the Ministry for the Environment and is managed by the NZ Landcare Trust. The project involves a Kaimai Inter-agency Co-ordination Committee, made up of the Department of Conservation, the Bay of Plenty Regional Council and Waikato Regional Council.
The Hauraki District Council, along with other territorial authorities, land owners and land care groups is working alongside these agencies to identify key issues within the catchments and determine what the group could do to achieve better outcomes for the catchments.
Franklin Plan Changes Waikato District Council, Auckland Council and Hauraki District Council have been working together to complete the Plan Changes initiated by Franklin District Council to the Operative Franklin District Plan - in particular Plan Changes affecting the Kaiaua area, now that this area is included within the Hauraki District.
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Levels of Service and how Council will measure them
Community Method of Levels of Service Baseline Target 2012-22 Outcome measurement
Resource consent applications should be decided and issued within statutory timeframes.
Measure: Resource 92% Notified resource consent applications consents 100% (2010/11) decided and issued within 70 working days. database Measure: Resource Non-notified resource consent decisions 100% consents 100% not requiring a hearing are issued within 20 (2010/11) database working days. Provide a monitoring service which ensures compliance with consent conditions. Measure: Resource 90% of new New land use consents are monitored for 95% consents consents are compliance within three months after the (2010/11) database monitored. implementation of the land use consent. All LIMs are issued within statutory timeframes.
Measure: Applications 98% 100% LIMs issued within 10 working days. database (2010/11) The public is satisfied with the Council’s provision of Resource Consent administrative
services. Measure: 2013/14: 90% Customer Customers are satisfied with the service 2013-22: To satisfaction New they receive during the resource be advised** survey consenting process. ** Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan.
Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan, considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of Local Government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Levels of Service Possible impacts on Level of Service
All Levels of Service The Government is implementing further changes to the RMA - the Phase II reforms. It is also developing more National Policy Statements and National Environmental Standards. Both affect the levels of service to meet these additional legislative changes. The Operative District Plan is currently under review. Once the process of review has been finalised changes may be needed to some aspects of Resource Management implementation practices in Hauraki District. The Council will need to accommodate any further RMA amendments that may result from Phase II of the Central Government’s reforms to the RMA, in terms of its processing of resource consent applications and other RMA processes. The public is satisfied with the The Council will be undertaking a user satisfaction survey in 2012/13 to establish Council’s provision of Resource base lines for user satisfaction with the provision of Council services. The user Consent administrative services. satisfaction targets will be set in the 2013/14 Annual Plan based on the results of the survey. The method for the survey programmed is similar to previous surveys, however it will now target users of services rather than all residents and ratepayers.
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Future directions
Potential District Plan Changes Once the Proposed District Plan becomes operative and the Franklin Plan Changes that affect Kaiaua are complete, the next process the Council will address is a Plan Change incorporating the Kaiaua area into the Hauraki District Plan. This will, in turn, affect the processing of resource consents in this area.
The Council is sometimes approached by developers or other interested parties to amend the District Plan through Private Plan Changes. Requests usually consist of the rezoning of land in order to allow for the development of the land for residential or industrial use, or in the case of Waihi, extensions to mining activities.
The Council is unaware of any pending requests for a Plan Change to the District Plan, but it is likely that there will be requests during the life of the 2012-22 Hauraki Long Term Plan.
In some circumstances the Council will itself initiate a Plan Change in response to changing needs, for example updating its Heritage and Significant Natural Areas schedules, or incorporating regional and central government legislative changes (such as a new National Environmental Standard) in order to keep the District Plan up-to- date. Did you know?
Significant Natural Areas Programmed Actions for 2012-22 Under the Resource Management Act, 1991 the Council is responsible to Resource Management Act, 1991 Review protect areas of significant indigenous Phase I of the RMA reforms produced the Resource vegetation and habitats of indigenous Management (Simplifying and Streamlining) Amendment fauna as a matter of “national importance”. Act, 2009, which made changes to the processing of resource consents and established the Environmental The Council has worked with the Waikato Regional Council to identify Protection Authority. areas of significance with this District. So far one site of international Phase II of the reforms, which is still to be finalised, will focus on ecological significance, four sites of urban planning and infrastructure resource management reforms. national ecological significance and approximately 200 sites of regional This may include further development of National Policy Statements and local significance have been on issues such as the urban environment, which would in turn affect identified. the Council’s District Plan and processing of resource consents. The protection of significant natural areas (SNAs) is essential to ensure the survival of a variety of flora and fauna. Monitoring The Council has adopted a number of methods to protect SNAs including Every two years the Ministry for the Environment (MfE) rates relief, subsides, purchase of land undertakes a Resource Management survey of local and regulatory controls such as controls on the removal of vegetation. authorities. The controls are detailed in the District Plan and affected landowners have This survey is MfE’s principal source of information about RMA been approached by the Council. processes and involves considerable co-operation from all Councils. The next survey will be undertaken in 2013, and every two years thereafter.
On completion of the District Plan review, monitoring of the District Plan itself will become necessary. This will involve evaluating the policy directions within the new District Plan and their successful implementation or otherwise.
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What is the cost of operating the Resource Management Implementation activity?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 902 RMA Implementation 777 796 817 839 863 886 908 933 960 988 902 777 796 817 839 863 886 908 933 960 988
OPERATING REVENUE 417 Fees and Charges 282 292 305 318 332 346 361 377 396 416 ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted Rates ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 449 General Rates 431 441 466 490 531 564 618 647 668 734 866 713 733 771 808 863 910 979 1,024 1,064 1,150
(36) OPERATING SURPLUS/(DEFICIT) (64) (63) (46) (31) ‐ 24 71 91 104 162
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Building Control
What is Building Control?
The Council is required to implement the provisions of the Building Act, 2004 as a Building Consent Authority and a territorial authority to: Ensure that new and existing buildings are safe and sanitary. Protect other property from physical damage from the construction and use of buildings. Ensure that the necessary controls relating to the construction of a building and its use are implemented in accordance with the NZ Building Code and the Building Act, 2004. Monitor Warrants of Fitness issued for buildings used by the public.
The Council is also required to implement the provisions of the Resource Management Act, 1991 in relation to building consent applications.
How does Council deliver this activity?
Building Control is managed through the Planning and Environmental Services department of the Council which is responsible for the monitoring and control of: building consent applications building compliance with statutory requirements compliance with Fencing of Swimming Pools Act, 1987 inspection of buildings under construction breaches of the Building Act, 2004 and enforcement of the Act monitoring of Building Warrants of Fitness Project Information Memoranda (PIM) applications.
The Council receives, processes and issues building consents, ensuring compliance with statutory requirements. With a building consent application the applicant can request a PIM which provides the details of any special features of the land and regulatory requirements likely to be relevant to the proposed building work. Where a PIM is not requested, the Council will still issue information relating to the Resource Management Act, 1991 framework within which the construction is to occur, including land hazard and development contribution requirements, as Territorial Authority Information (TAI).
Buildings under construction are inspected to ensure compliance with specific requirements. Once Council is satisfied with the construction it issues a Code Compliance Certificate.
The Council monitors Building Warrants of Fitness and follows up with those building owners whose buildings do not have a current Warrant.
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The Council responds to breaches of the Building Act, 2004 and takes appropriate enforcement action where needed. This includes performing functions relating to earthquake prone, dangerous or insanitary buildings.
In line with the new Building Act, 2004 and subsequent regulation amendments that followed, the Council improved its building consent processing to accommodate the changes to the Building Code and the associated legislative requirements. The Council was accredited as a Building Consent Authority in 2008 and in 2009 its quality assurance system was also included in its accreditation. The Council will be required to achieve phase three of the Building Consent Authority Accreditation Scheme in 2013.
The Council’s Accreditation is subject to a full re-assessment by an independent accrediting agency every two years.
How does the Building Control activity promote sustainability?
Building Control promotes sustainability through ensuring adherence to the Building Code. The social well-being of the community is enhanced by ensuring safer and more efficient housing in the District. Modern Building Code Compliance also helps to provide for the efficient use of energy. For example, the Building Code for retrofitting helps to enhance energy conservation which in turn has positive social, economic and environmental effects.
At a staff level there is also an advocacy role for the encouragement of sustainable building practices, for example the use of solar power.
Sustainability Tuner for Building Control
Building Control Well-being Dimension Scale Economic Environmental Social Cultural What does this mean? 5 The Building Control activity generally has positive 4 effects on the four aspects of community well-being. 3 Economically it encourages training and socially it 2 ensures that buildings are safer. There are some 1 minor negative economic effects associated with this 0 activity such as the costs associated with enforcing building standards. -1
-2 For a further explanation of the criteria and how to -3 use the sustainability tuner please see Appendix 7. -4 -5
Levels of Service and how Council will measure them
Community Method of Levels of Service Baseline Targets 2012 - 2022 Outcome measurement Commercial and public buildings are audited for compliance with the building warrant of fitness requirements. Measure: Buildings have 13% of compliant building Annual audit of WOFs 10% of WOFs audited per year warrant of fitness records audited (WOF) systems. (2010/11)
Building consent applications will be processed within statutory timeframes. Measure: Building consent Building applications not Consent 99% requiring additional 100% Tracking (2010/11) information are Database processed within 20 working days. Regulatory Services 237
Community Method of Levels of Service Baseline Targets 2012 - 2022 Outcome measurement Council consistently delivers an effective and efficient building control service. Measure: Biannual audit 2013/14: Maintain BCA accreditation Council maintains from Council has 2015/16: Maintain BCA accreditation BCA accreditation International BCA 2017/18: Maintain BCA accreditation standards. Accreditation accreditation 2019/20: Maintain BCA accreditation New Zealand 2021/22: Maintain BCA accreditation Privately owned swimming pools comply with the Fencing of Swimming Pools Act, 1987. Measure: High risk properties with swimming pools 100% of high Quarterly audit on the Council’s risk pools of swimming 100% of high risk pools are inspected register inspected for inspected pool register compliance with the (2010/11) Fencing of Swimming Pools Act 1987. Measure: Low risk properties with swimming pools 11.5% of low Quarterly audit on the Council’s risk pools 10% of low risk pools are inspected of swimming register inspected for inspected determined by random selection pool register compliance with the (2010/11) Fencing of Swimming Pools Act 1987. Council’s building consent administrative processes are efficient. Measure: Customers are Customer satisfied with the 36% 2013/14 - >75% satisfied satisfaction service they receive (2010/11) 2015-22 – To be advised** survey during the building consenting process. ** Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan.
Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan, considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of Local Government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Levels of Service Possible impacts on Level of Service
Commercial and public buildings The Council expects a review of the warrant of fitness regime as a result of the are audited for compliance with Canterbury earthquake events and this may impact of the provision of levels of the building warrant of fitness service. requirements. Building consent applications will Any changes to statutory requirements from the Government, including statutory be processed within statutory processing timeframes, will need to be accommodated. timeframes. Council consistently delivers an Council is an accredited building consent authority and its building consent effective and efficient building processes are audited annually. The requirements and processes for control service. accreditation could alter over the life of the Plan. Privately owned swimming pools comply with the Fencing of Legislation may become stricter pending reviews from Central Government. Swimming Pools Act, 1987. The Council will be undertaking a user satisfaction survey in 2012/13 to establish base lines for user satisfaction with the provision of Council services. The user Council’s building consent satisfaction targets will be set in the 2013/14 Annual Plan based on the results of administrative processes are the survey. The method for the survey programmed is similar to previous efficient. surveys, however it will now target users of services rather than all residents and ratepayers.
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Future directions
Council’s Dangerous, Earthquake-prone and Insanitary Buildings Policy The Council is required to adopt a policy on Dangerous, Earthquake-prone and Insanitary Buildings under Section 131 of the Building Act, 2004. The Council’s current Policy was adopted in 2010 and is split into two main sections. The first section covers the Council’s policy on earthquake-prone buildings and the second section covers the Council’s policy on dangerous and insanitary buildings.
The Council commissioned a report by the Institute of Geological and Nuclear Sciences (GNS) on earthquake risk in the District and the policy embodies a passive approach which reflects the Council’s determination to reduce earthquake risk over time, but that also reflects the low earthquake risk level determined by GNS. The Council believes the policy is acceptable in social and economic terms to the residents and ratepayers of the District.
The policy addresses: Alterations to high risk buildings. Change of building use. Alterations to existing buildings. Heritage buildings.
If you require more information on this policy, a complete copy of the Dangerous, Earthquake-prone and Insanitary Buildings Policy is available at Council offices and libraries and on the Council’s website www.hauraki-dc.govt.nz.
Canterbury Earthquake Building Code Impact The Canterbury earthquakes of September 2010 and February 2011 resulted in the Royal Commission of Inquiry into Building Failure Caused by the Canterbury Earthquakes. The Royal Commission is expected to report back to the Government with recommendations. Some of the recommendations may relate to earthquake-prone buildings and the timeframes for their review and strengthening. Any recommendations will then have to be considered by the Department of Building and Housing and Territorial Authorities alike.
The Department of Building and Housing is reviewing policy and practice around earthquake-prone buildings. The review will help prepare the Government to be able to respond quickly to the Canterbury Earthquakes Royal Commission interim findings, expected around mid 2012.
The review aims to ensure that legislation and regulations: balance life and safety considerations against risk and economic, heritage and other considerations, and are effectively implemented and administered.
In summary, the review will consider the adequacy of current policy settings and regulations and their implementation, including: the policy framework set out in the Building Act, 2004, whether different types and uses of buildings should be treated similarly or differently (e.g. commercial, multi-unit residential, heritage, schools), the current earthquake-prone building threshold (one-third of the new building standard), the roles of, and relationships between, central and local government, and the right balance of life and safety considerations alongside risk and other factors such as economic and heritage values.
The review has no pre-determined position on what, if any, changes should be made to the Council’s current policy but it is likely that changes will need to be made to this policy as a result of this review.
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Programmed Actions for 2012-22
Building Accreditation By 2013, as part of the Building Consent Authority accreditation requirements, the Council will be required to have a system for ensuring that Building Control Officers meet formal qualification standards, such as a National Diploma in Building Control. The Council will be developing the necessary policies for this to occur.
Building Act Review In 2009 the Government undertook a Building Act review, which found that there continues to be a heavy reliance on Building Consent Authorities for building quality, and identified concerns about costs, complexity, and delays in building consent processes.
It was identified that change is needed to provide incentives for building professionals and trades people to take responsibility for the quality of their work and to stand behind it. Legislative change is required to address these issues. There have been two Bills before Parliament in the last twelve months: the Building Amendment Bills (No 3) and (No. 4) as part of the Building Act review.
The No 3 Bill proposes a number of changes to the way building and construction are regulated with clearer accountabilities for designers, builders, building owners and consent authorities for code compliance for building work. An increase to the list of owner-builder exemptions from the restricted building work regime is proposed, as well as provision of a risk-based consenting process where the amount of checking and inspection is directly aligned to the risk and complexity of the work, and the skills and capability of the people doing the work.
The No 4 Bill includes mandatory written contracts for all building work over $20,000, disclosure requirements for building contractors about their skills, qualifications, licensing status and track record, and rules requiring principal building contractors to fix any defects in their work within 12 months. The Bill also proposes increased penalties for failing to comply with building consent requirements.
These reforms should lead to increased consistency with processing of building consents across the country, and possible online building consent applications in the future.
Restricted Building Work From 1 March 2012 critical building work, which is known as Restricted Building Work, must be undertaken by a Licensed Building Practitioner (LBP). This signals an important change to the Building Consent process and to the design and construction of residential buildings, with the introduction of Restricted Building Work.
Restricted Building Work applies to, but is not limited to: foundations framing roofing cladding active fire safety systems in small to medium sized apartment buildings
An exemption is available to owner-builders (‘do-it-yourselfers’) with the Building Act amendment 2012 provisions.
Licensed Building Practitioners are people who, through assessment by the Department of Building and Housing, have shown that they meet the standard of skill and competence in areas of building practice, such as designers (registered architects and Chartered Professional Engineers), carpenters, roofers, brick and block layers, external plasterers and builders experienced with site layout and foundation construction.
It will be the responsibility of the home owner to ensure that all of the people involved in a building project classified as Restricted Building Work are Licensed Building Practitioners and their names are included with the building consent application. The Building Consent application must have a memorandum 240 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
(certificate of design work) by the Licensed Building Practitioner designer who has designed the building work before it can be lodged with the Council. At the completion of the build, each Licensed Building Practitioner will be required to provide a memorandum (record of building work) to the owner and to the Building Consent Authority (BCA) for the granting of the Code Compliance Certificate.
What is the cost of operating the Building Control activity?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 1,125 Building Services 1,082 1,109 1,138 1,099 1,133 1,165 1,197 1,233 1,271 1,310 1,125 1,082 1,109 1,138 1,099 1,133 1,165 1,197 1,233 1,271 1,310
OPERATING REVENUE 446 Fees and Charges 404 419 437 454 473 494 515 540 568 600 ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted Rates ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 544 General Rates 590 605 638 673 730 775 850 890 917 1,003 990 994 1,024 1,075 1,127 1,203 1,269 1,365 1,430 1,485 1,603
(135) OPERATING SURPLUS/(DEFICIT) (88) (85) (63) 28 70 104 168 197 214 293
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Community Protection
What is Community Protection?
Community Protection is a series of activities that involve the Council acting in a preventative role to protect the community. This is through a number of means including preparing for civil defence emergencies, limiting access to gambling, ensuring adequate liquor licensing controls are in place, and ensuring safe public places including eating places and swimming pools.
The Council supports this with its monitoring and enforcement functions in a number of areas. These include the food hygiene controls and notifiable disease investigations under the Health Act, 1956; the number of gaming machines allowed for in the District as determined by the Council’s Class 4 Gaming Venue and New Zealand Racing Board Venue Policy; and regulation, monitoring and host responsibility education via the Council’s Sale of Liquor Policy.
The Council has policy and operational plans for Civil Defence and Rural Fire and has the operational capability to put these plans into effect, and therefore meet its emergency management and rural fire responsibilities.
How does the Council provide this activity?
Emergency Management The Council has an Operative Civil Defence and Emergency Management Plan which, in the event of an emergency, will see the establishment of an emergency management headquarters within the Hauraki District or the Thames Valley Combined District.
In recent years declared emergencies have resulted from the effects of weather (e.g. flooding, wind). However, the Operative Plan caters for operational systems in response to all possible civil defence emergencies including earthquake, fire, hazardous substances, volcanic eruption and subsidence.
The Council is an active member of the Waikato Civil Defence Emergency Management Group and the Thames Valley Combined Civil Defence Committee, which includes all local authorities within the Waikato Region.
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Rural Fire Rural Fire responsibilities include the setting of fire seasons, allocation of adequate resources (trained personnel and equipment) to fight rural fires and work with other authorities and agencies and the New Zealand Fire Service to provide services.
The Council has an Operative Rural Fire Plan and the operational capacity to respond to rural fires as required. The majority of fires responded to are vegetation and peat fires. The costs involved with fighting fires can be recovered in some cases from either the land owner or the National Fire Fund.
Hauraki District Council belongs to the Thames Valley Combined Rural Fire Committee along with Matamata-Piako and Thames-Coromandel District Councils.
Environmental Health The Council is required to annually inspect food premises to measure compliance with food hygiene standards. The Council inspects all food premises registered under the Food Hygiene Regulations and audits the remainder of food premises exempt from registration under the Voluntary Implementation programme for Food Control Plans in the District.
The Council also has responsibilities under the Health Act, 1956 and other relevant legislation to deal with issues relating to: notification and follow up for infectious diseases. public and school swimming pools. health nuisances.
In order to meet legislative requirements and due to a commitment to countering social issues associated with problem gambling, the Council has a Class 4 Gaming Venue and New Zealand Racing Board Venue Policy which is currently based on a ‘sinking lid’ approach. As part of this approach the Council has placed a cap on the number of pokie machines in the District in an effort to reduce the number to the national average.
The Council has contracted out its noise control responsibilities to ensure that people’s enjoyment of their property or environment is not impinged on by excessive noise from other properties and activities. Noise control officers are available 24 hours per day.
Liquor Licensing The Council is a Liquor Licensing Agency responsible for the licensing of liquor outlets, and conducts this licensing under its own Sale of Liquor Policy. In recent times, to help deal with the issues associated with problem drinking, the Council has implemented a liquor ban in public places in the Paeroa, Waihi and Ngatea urban centres (incorporating the 50 km/h speed zones).
Hazard Zone Monitoring Since the subsidence event in 2001 at Barry Road, Waihi, the Council has been involved in the on-going investigation and monitoring of the hazard zones associated with the old workings and stopes from early mining activities. A report on the subsidence event and the mechanisms likely to be the cause of its occurrence was prepared by Geological and Nuclear Science (GNS) for the Underground Mines Working Party that was formed to investigate the event. Following the publication of this report hazard areas were identified; provisions relating to these hazard areas and what activities can be undertaken over them have now been included in the Council’s Proposed District Plan.
The Council received an updated report from GNS in 2008 which recommended additional monitoring to the south and east of the existing Martha mine pit. This new monitoring regime has been implemented.
Regulatory Services 243
How does the Community Protection activity promote sustainability?
Community Protection promotes sustainability by helping to provide a healthy living environment, thus improving the social well-being of the community and making the District a more desirable place to live in and visit.
The safety and well-being of current and future generations is enhanced by knowing that there are plans in place to react to a civil defence event.
Sustainability Tuner for Community Protection
Community Protection Well-being Dimension Scale Economic Environmental Social Cultural What does this mean? The Community Protection activity has a positive 5 impact on all the aspects of community well-being. 4 Most significantly this activity ensures the 3 development of a healthier and safer community 2 with improved hygiene levels and emergency 1 management plans in place. No negative effects 0 have been identified for the Community Protection -1 activity. -2 -3 For a further explanation of the criteria and how to -4 use the sustainability tuner please see Appendix 7. -5
Collaborative projects
Emergency Management (Civil Defence) – Regional and Sub-Regional The Council promotes community preparedness for emergencies and the implementation of emergency management plans. Staff work co-operatively with other Councils and agencies to ensure we are all prepared for, can respond effectively to, and recover quickly from, civil defence emergencies. This work also involves minimising hazards and other risks that might otherwise exacerbate an emergency situation.
Emergency management responsibilities are co-operative and operate on two levels. At the regional level the Waikato Civil Defence and Emergency Management Group (WCDEMG) Joint Committee represents the Regional Council and all ten constituent territorial authorities for planning and implementing emergency management matters. It has an Operative Emergency Management Plan and the Group is administered by the Waikato Regional Council.
The District Councils of Hauraki, Thames-Coromandel and Matamata-Piako form a sub-regional grouping (Thames Valley Emergency Operating Area) for emergency management planning and response. This Group has an Operating Plan and is controlled by a Joint Committee.
Hauraki Plains – Hazard Assessment The Hauraki District Council and the Waikato Regional Council have jointly reviewed hazard and risk assessment issues on the Hauraki Plains. This review has been undertaken as both Councils have major infrastructural assets on the Hauraki Plains relating to the Waihou and Piako River Schemes, including drainage, flood control and foreshore stopbanks.
The assessment, entitled “An Overview of Natural Hazards in the Hauraki District”, can be viewed on Waikato Regional Council’s website www.waikatoregion.govt.nz. The analysis covered all natural hazards but had a focus on the areas of largest risk, being flooding, weather extremes and climate change.
The current infrastructure’s ability to provide the levels of protection needed, if climate change and sea level rise affect this area, needs to be monitored as the science around this issue becomes more certain. 244 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
The Council has adopted a policy on climate change and has amended its engineering standards to take account of potential increases in rainfall intensity, which is predicted to be the major effect of such change.
Liquor Advisory Group Hauraki District Council, the New Zealand Police and the Waikato District Health Board make up a Liquor Advisory Group that meets quarterly to discuss and address liquor related issues and problems that may arise in the liquor environment, including discussion on whether liquor regulations are appropriate.
Rural fire The Hauraki District Council, like other District Councils, is a Rural Fire Authority pursuant to the Forest and Rural Fires Act, 1977. It is responsible for managing the risk of and responding to vegetation and peat fires in rural areas outside the main towns.
To meet these responsibilities Hauraki District has combined with Matamata-Piako and Thames- Coromandel District Councils to form a Rural Fire Joint Committee to meet and fund their combined responsibilities over the Thames Valley Rural Fire District.
The Thames Valley Rural Fire Joint Committee has a Rural Fire Plan, which sets out policies and procedures in relation to rural fire responsibilities and employs a Principal Rural Fire Officer and is administered by the Thames Valley Emergency Management Planning Unit. A key part of the Rural Fire Plan are the measures we undertake in relation to managing the fire hazard, being prepared to respond to fires, responding to fires, and recovering from them. Each authority has trained rural fire staff that can respond at a local or regional level.
We are required to monitor and assess fire hazard conditions and take appropriate control measures to minimise fire risks. These measures include liaising with landowners and other stakeholders to manage fire risks; providing public information on fire hazard conditions; and declaring restricted or prohibited fire seasons where the lighting of fires in the open is controlled by permit or banned. We have a close working relationship with the New Zealand Fire Service in relation to the Council’s rural fire responsibilities.
Levels of Service and how Council will measure them
Community Method of Levels of Service Baseline Targets 2012-2022 Outcome measurement The Council will enforce the Health Act, 1956. Measure: All food premises are Food premises 100% 100% of all food premises are monitored for compliance database (2010/11) assessed annually with relevant legislation. Measure: Quarterly Public and school pools assessment of are monitored annually 100% inspection 100% are monitored annually. for compliance with the (2010/11) records for New Zealand Standard compliance for Public Pools. Implementation of the liquor licence legislation. Measure: New and renewed Liquor Licence Managers Audit of Certificates are issued 100% application 100% are issued. within one month of (2010/11) records receiving the application, providing there are no objections and the Regulatory Services 245
Community Method of Levels of Service Baseline Targets 2012-2022 Outcome measurement application is complete.
Measure: New and renewed On/Off and Club Liquor Licences are issued within three Audit of 100% months of receiving the application 100% are issued. (2010/11) application, providing records there are no objections and the application is complete. Council is ready for a Civil Defence or Rural Fire Emergency. Measure: Information is Information on available on community preparedness website, at Information is reviewed and published is available. service centres New annually. and published in the HDC news page. Measure: HDC staff Civil Defence training training New 1 per annum exercises are conducted records. annually. Measure: Public education articles regarding Civil Defence HDC news New 3 per annum emergency management database are published in the HDC news page. Measure: Members of the community are prepared Customer for a Civil Defence 2013/14: 45% satisfaction New emergency (i.e. have an 2013-22: To be advised** survey emergency plan, emergency kit and can survive for three days). Measure: Four times Rural Fire equipment is Register of annually At least three times annually inspected and equipment (2010/11) maintained. No fires for Measure: the period Timeframe for taking over that needed responsibility for a fire is Operations to be taken 100% taken over within one hour within one hour of records over by receiving official Council. notification. (2010/11) Open air fires within Hauraki District are monitored during a restricted fire season. Measure: Process all applications Application 97% 100% of application processed within 2 for fire permits within two records (2010/11) working days working days. Fire restrictions are in place for summer seasons. Measure: Articles are placed in the HDC news 100% 100% of notices placed in media at HDC news page database. (2010/11) least one week before restrictions identifying the fire restrictions. 246 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Community Method of Levels of Service Baseline Targets 2012-2022 Outcome measurement Measure: Signs are in place in two All signs in place on the day the fire locations to inform the Timesheet 100% restriction starts and removed when it public of fire restrictions. records (2010/11) ends
Excessive noise complaints will be responded to by Council. Measure: All complaints regarding Contractor’s 100%* noise are responded to 100% monthly report (2010/11) promptly, 24 hours a day, 7 days a week. * This is a new measure however the baseline has been calculated based on existing records. ** Targets for the years 2013-2022 will be established once the initial baseline survey is undertaken in 2012/13. The targets for 2013-22 will be proposed for community consideration as part of the 2013/14 Annual Plan.
Possible impacts on Levels of Service
Throughout the 2012-22 Hauraki Long Term Plan, considerable effort has been made to ensure the levels of service are as concise as possible, however due to the nature of Local Government, in some cases there may be unforeseen circumstances that may impact on these service levels.
Levels of Service Possible impacts on Level of Service
The Council will enforce the The Health Act is under review by Central Government, which may impact on Health Act. Council’s current regulatory roles under that Act.
Implementation of the liquor Liquor legislation is currently being reviewed by Central Government with the licence legislation. Alcohol Reform Bill. Any changes will impact on the Council’s role, including changing the Council’s current Sale of Liquor Policy to a Local Alcohol Policy. Council is ready for a Civil In order to improve and review civil defence procedures, tests/exercises are Defence or Rural Fire likely to occur over the next three years. Emergency. The Council will be undertaking a user satisfaction survey in 2012/13 to establish base lines for user satisfaction with the provision of Council services. The user satisfaction targets will be set in the 2013/14 Annual Plan based on the results of the results of the survey. The method for the survey programmed is similar to previous surveys; however it will now target users of services rather than all residents and ratepayers. Open air fires within Hauraki are monitored during a restricted fire There may be a need to extend or reduce the restriction time of the fire season, season. dependant on weather conditions. These conditions are determined officially on Fire restrictions are in place for the Fire Weather Index. summer season. Excessive noise complaints will In some cases, the health and safety of Council staff can be at risk, therefore be responded to by Council. staff may require Police assistance to abate the noise nuisance.
Future directions
Possible Review of Rural Fire District The National Rural Fire Authority, which is part of the New Zealand Fire Service Commission, is responsible for co-ordinating rural fire management activities across New Zealand. One of the key objectives for the National Rural Fire Authority is promoting and supporting the voluntary amalgamation of rural fire authorities within regions, with the aim of improving the effectiveness of the rural fire sector. The Regulatory Services 247
key benefits of enlarged rural fire districts are increased capacity through the pooling of resources, and improvement management.
The future structure of the Thames Valley Rural Fire Group could be reviewed within the next three years in line with the stated goals of the National Rural Fire Authority.
Alcohol Reform Bill Under the current Sale of Liquor Act, 1989 the Hauraki District Council is a Liquor Licensing Agency and is therefore responsible for the licensing of liquor outlets Did you know? (including off licence outlets, on licence outlets, and clubs and premises that require special licences). The Council conducts this Class 4 Gaming Venue & licensing in conjunction with the Act and under its own Sale of Liquor NZ Racing Board Venue Policy which was adopted in 2007. Policy
The key purpose of the Council’s Sale of Liquor Policy is to establish The Council administers a gambling an acceptable system of control for the sale and supply of liquor policy within the District. One of this within the District to the public. This includes the aim of contributing policy’s objectives is to reduce the to the reduction of liquor abuse. In recent times, in order to help deal number of pokie machines currently with issues associated with problem drinking, the Council has operating in the District to meet the national average of people per pokie implemented a liquor ban in public places in Paeroa, Waihi and machine. To achieve this, the gambling Ngatea. policy restricts the number of pokie machines each venue may have. The Central Government currently has an Alcohol Reform Bill before The Council is not anti-gambling as a Parliament to amend the Sale of Liquor Act, 1989 which, once recreational activity but is concerned passed, could lead to a requirement for territorial authorities to adopt with the social impact of problem a Local Alcohol Policy. The draft legislation considers that locally gambling. Problem gambling is when a based alcohol policies are the best mechanism for providing person’s gambling is starting to harm them or those around them by causing community input into decision making, considering local impacts and emotional stress, financial strain or taking a comprehensive approach to alcohol related issues and liquor problems with relationships. licensing. The gambling policy is a sustainable tool for the District to help to reduce The Council’s current Sale of Liquor Policy was scheduled for review the impact of problem gambling by in 2010, but the Council resolved to defer the review of this policy reducing the opportunity to take part in until after the Alcohol Reform Bill has been enacted. gambling. By creating a socially positive environment Hauraki will become a safer and more viable place to live for not only today’s generation The Food Bill but future generations.
The Food Bill is the result of the “domestic food review” which has been underway since 2003. The Bill introduces a substantial reform to New Zealand’s food regulation and will replace the Food Act, 1981 and the Food Hygiene Regulations, 1974.
The Bill will ensure that food businesses take primary responsibility for the safety of the food they are selling. Food businesses will know what is required of them and will be regulated relative to the degree of risk they pose. The Council may also look at introducing grading of food premises to improve food safety and to better inform the public of those premises that meet food safety requirements.
Programmed Actions for 2012-22
Hazard Zone Monitoring This monitoring in Waihi is associated with the old underground mines and stopes from the late nineteenth and early twentieth century, prior to the consenting of the Martha Pit operation.
Following the release of the 2008 GNS review of the original hazards report from 2002 (developed as a result of the Barry Road, Waihi subsidence in 2001) Council resolved to proceed with the 248 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
recommended extended monitoring programme on the southern and eastern sides of the current pit. Monitoring points have now been established, extending across Seddon Street to the State Highway and around the eastern side of the pit down Grey Street and the Streets that run off Grey Street.
Monitoring will be undertaken on a regular basis and the results will give the Council a clear indication of any movement that is still occurring as a result of ground movement towards the unfilled stopes in the hazard areas.
Freedom Camping Act, 2011 The Freedom Camping Act, 2011 aims to address the negative effects associated with freedom camping. For example, some freedom campers leave behind human waste and other waste, which is offensive to local residents and visitors to the region, creates a public health risk, and adversely affects tourism in the area.
The Act allows for freedom camping to generally be permitted unless restricted or prohibited through local authority bylaws or through Department of Conservation freedom camping notices. The Act creates an offence of freedom camping in an area where freedom camping is not permitted, with a nationally consistent infringement fee of $200. The Act allows local authorities to make bylaws specifying the areas in which freedom camping is prohibited or restricted, and the conditions of any restriction. The Council is likely to be reviewing its bylaws in relation to Freedom Camping within the life of this plan.
What is the cost of operating the Community Protection activity?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 118 Rural Fires 108 111 114 118 121 126 129 134 138 143 142 Emergency Management 176 181 188 195 197 206 210 216 224 231 349 Health 311 319 328 337 347 356 366 376 388 399 40 Abandoned Mine Workings Monitoring 40 41 43 44 46 47 49 50 52 54 61 Liquor Licensing 8 11 9 9 9 12 10 10 11 14 710 643 663 682 703 720 747 764 786 813 841
OPERATING REVENUE 129 Fees and Charges 72 74 77 79 82 85 88 91 94 97 ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted Rates ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 581 General Rates 497 516 550 586 638 693 764 811 851 955 710 569 590 627 665 720 778 852 902 945 1,052
‐ OPERATING SURPLUS/(DEFICIT) (74) (73) (55) (38) ‐ 31 88 116 132 211
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Animal Control
What is Animal Control?
The Council has a statutory requirement to be involved in Animal Control with a particular emphasis on: dog registration systems and implementation, education of dog owners and the public, enforcement of dog and animal control issues to minimise danger, distress or nuisance from dogs and other animals, and impounding of wandering dogs and stock.
The Dog Control Act, 1996 is the legislation governing the control of dogs in the District. In order to enforce the Act the Council has a Dog Control Policy, as well as the Public Safety section of the Consolidated Bylaw, which in part pertains to restrictions imposed on dog owners, along with restrictions on other animals including chickens and other livestock.
How does the Council deliver this activity?
The Council contracts out Animal Control for implementation of animal control responsibilities.
Animal Control issues are notified to the Council offices and these are then dealt with by the contractor as necessary. The Council operates a dog pound in Paeroa and a stock pound in Waihi.
How does the Animal Control activity promote sustainability?
Animal control helps to provide a safe community, and therefore helps create a safe place to live by promoting responsible dog ownership. This contributes to a building a safe and sustainable community.
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Sustainability Tuner for Animal Control
Animal Control Well-being Dimension Scale Economic Environmental Social Cultural 5 What does this mean? 4 The Dog Control activity helps to ensure the 3 responsible ownership of dogs and in doing so 2 enhances the social well-being of the community. 1 This activity has no identifiable effects on the other 0 three aspects of community well-being.
-1 For a further explanation of the criteria and how to -2 use the sustainability tuner please see Appendix 7. -3 -4 -5
Levels of Service and how the Council will measure them
Community Method of Levels of Service Baseline Targets 2012 - 2022 Outcome measurement Council will ensure compliance with the Dog Control legislation and bylaw, and the Stock Impounding Act to provide public safety.
Measure: Registration 100% 95% of known dogs are All known dogs in the District are records (2010/11) registered. registered annually.
Measure: Complaints about wandering Contractor’s 100% 100% of complaints responded stock on public roads are monthly report (2010/11) to within three hours. responded to within three hours.
Measure: Contractor’s 100% 100% of complaints responded Dog attack complaints are monthly report (2010/11) to within two hours. responded to within two hours.
Dog and stock owners are aware of their rights and responsibilities. Measure: Education articles regarding dog 4 articles HDC news and stock ownership are per year. 4 articles published per year. database published in public news media (2010/11) quarterly.
Possible impacts on Levels of Service
Levels of Service Possible impacts on Level of Service
Council will ensure compliance The Dog Control Act, 1996 is continually being updated and amended. It is likely with the Dog Control Act and this will change the compliance requirements for Council in the future but the bylaw, and the Stock Impounding impacts are currently unknown by Council. Act to provide public safety.
Dog and stock owners are aware Educational resources and material may change and be updated as and when of their rights and responsibilities. necessary depending on relevant issues at the time.
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Future directions Did you know?
Programmed Actions for 2012-22 Wandering Stock
Dog Control Policy Did you know that in 2010/11 the Council’s The Council’s current Dog stock ranger attended to 71 callouts to stock Control Policy was adopted in straying and wandering within the Hauraki August 2011. A review of this District? policy is scheduled to take place in 2015. This resulted in a number of animals being impounded. Under section 14 of the Impounding Act, 1955 the Council may set reasonable call out and poundage fees which shall be recoverable from the owner of stock impounded.
Please ensure that your animals are secured appropriately to make sure you are not on the receiving end of one of these costs.
What is the cost of operating the Animal Control activity?
Budget Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
OPERATING EXPENDITURE 230 Dog Registration 267 274 283 291 301 310 319 329 340 351 163 Animal Control 180 185 190 196 202 208 214 221 228 235 393 447 459 473 487 503 518 533 550 568 586
OPERATING REVENUE 245 Fees and Charges 237 244 252 260 270 279 288 297 308 319 ‐ External Subsidies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted Rates ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 147 General Rates 183 189 201 213 233 250 277 294 307 343 392 420 433 453 473 503 529 565 591 615 662
(1) OPERATING SURPLUS/(DEFICIT) (27) (26) (20) (14) ‐ 11 32 41 47 76
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Statutory Reporting
What topics are covered in this section?
Council Controlled Organisations Council Controlled Organisations (Exempt) Variation between the Council’s Water and Sanitary Services Assessment and the 2012-22 Hauraki Long Term Plan
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Council Controlled Organisations
Under Part 5 of the Local Government Act, 2002 (LGA) the Council is required to disclose all Council Controlled Organisations (CCOs) it is involved in, including CCOs that are exempt from accountability and reporting requirements. In accordance with Schedule 10, Part 1, section 7 of the Local Government Act, 2002, the following two sections include: Identification of the CCOs relevant to the Hauraki District Council. The relevant policies and objectives in relation to ownership and control of each CCO. Descriptions of the nature and scope of the activities provided by each CCO. The key performance targets by which performance is to be judged.
Local Authority Shared Services Limited
The local authorities of the Waikato Region have worked closely together over a number of years on mutually beneficial joint projects. These projects have demonstrated the benefits that can be gained to the participating authorities both in terms of outcomes achieved and reduced costs to the community.
A number of local authorities have developed shared service initiatives, including a valuation database to provide on-line, up to date information for all councils. The initiative was formalised by the establishment of the Local Authority Shared Service Limited (LASS).
In December 2005 the local authorities of the Waikato Region established LASS as a Council Controlled Organisation (CCO) by way of a company, in which each local authority has a single share. This company will also be used as an umbrella for future development of shared services throughout the Region.
Share Holders LASS is jointly owned by the 12 local authorities of the Region, being:
Waikato Regional Council South Waikato District Council Hamilton City Council Taupo District Council Hauraki District Council Thames-Coromandel District Council Matamata-Piako District Council Waikato District Council Otorohanga District Council Waipa District Council Rotorua District Council Waitomo District Council.
Council policies and objectives relating to CCOs Every six years the Council reviews its policy on Appointment and Remuneration of Directors. This policy guides the Council on appointments to organisations such as CCOs, and will be reviewed again in 2014.
While the Council does not have any significant policies or objectives about ownership and control of the company, the establishment of the company ‘Local Authority Shared Services Limited’ was initially subject to public consultation as part of the 2004-14 Hauraki Long Term Council Community Plan.
The Constitution of LASS sets out the principles according to which the company is to be operated and governed, including shareholders’ rights and the appointment of directors. The annual Statement of Intent identifies the activities and intentions of the company for the year and the objectives to which those activities will contribute. LASS conducts itself in accordance with the requirements of the LGA 2002.
Company objective The objective of the company is to provide local authorities of the Waikato Region with a vehicle to develop shared services that demonstrate a benefit to the ratepayers, and provide those services to local authorities.
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Nature and scope of activities There are currently two major operations under the LASS umbrella.
Firstly, the Shared Valuation Data Service (SVDS). This operational system is providing both timely and accurate valuation data to member councils and shareholders. The SVDS has become the accepted valuation service in the region, and interest from councils outside the present shareholders is being shown in this service.
Secondly, the Waikato Regional Transportation Model (WRTM). This model provides accurate information to councils for their transport modelling requirements. It is expected that this model will become an industry standard and it is also attracting interest from councils outside the shareholding councils.
It is envisaged that the company will continue to develop new products to be made available to the local authorities within the Waikato Region. At the same time other opportunities may be explored in partnership with local authorities outside the region to develop new products for stakeholders and the public, and for selling to the market where appropriate. Costs of selling this data to commercial users will be recovered where appropriate.
Performance targets Performance targets relate to the levels of service that are current or under development. It is envisaged that these targets will change as new services are developed.
The performance targets as of the 2011/12 Statement of Intent are: Shareholder Survey: The Company will carry out an annual survey of shareholders to assist the Directors in developing improvements on behalf of shareholders and to receive a majority of shareholder approval of the service provided. Cost Control: Administration expenditure shall not exceed that budgeted by more than 5% unless prior approval is obtained from the Directors. Cashflow: The Company maintains an overall positive cashflow position. Reporting: The Board will provide a written report on the business operations and financial position of the LASS on a six monthly basis. Statutory Adherence: There will be an annual report to directors that all statutory requirements of the LASS are being adhered to. SVDS Availability: Shared Valuation Data Services is available to users at least 99% of normal working hours. SVDS Sales Data Delivery: At least 98% of agreed timelines are met for sale and property files that have been delivered to the FTP server for access to customers. SVDS Major Enhancement Development Hours: Over 50% of the Intergen support hours are spent on major development work. WRTM: All required modelling reports are actioned within the required timeframe. WRTM: A full report on progress of the model be provided to the LASS Board twice each year.
Directors The current directors of Local Authority Shared Service Limited include every Local Authority Chief Executive from the Waikato Region, with Gavin Ion from Waikato District Council as Chairperson. In addition the Board may appoint up to three professional directors to supplement the Directors’ expertise.
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Council Controlled Organisations (Exempt)
Section 7 of the Local Government Act, 2002 (LGA) provides for the Council, by resolution, to exempt small Council Controlled Organisations (CCOs) that are not Council-Controlled Trading Organisations from the requirements of CCOs.
Martha Trust
Nature and scope of activities The Martha Trust is a body established to take stewardship of lands, defined in the Martha Mine consents, following the closure of the open pit mine and the cessation of all rehabilitation works required by the current consents. These lands incorporate part of the open pit on the Eastern end and also the tailings dams and associated land.
The nature and scope of the activities that will be provided by the Trust in due course are significant. However at the present time none of those functions are operative, although some supporting mechanisms of the Martha Trust exist, such as the Trust Structure and Capitalisation Bond. The Trust will not actually become an operative entity until such time as the closure and rehabilitation conditions are finalised. This is estimated to be beyond the life of the 2012-22 Hauraki Long Term Plan.
The Martha Trust currently has a paid up capital of $10.00 and will be financed by way of a Capitalisation Bond that will allow maintenance of the land in perpetuity.
The Martha Trust has no subsidiaries at present.
Council policies and objectives relating to CCOs Due to the nature of the Martha Trust and the fact that it has not yet reached the time for formation, the Council does not have any significant policies or objectives about ownership and control of the Trust.
Performance The Council resolved on 14 October, 2009, in accordance with section 7 (3) of the LGA, 2002 that it is not practical for accountability requirements and performance monitoring of the Martha Trust to take place until such time as it becomes operative, therefore the Council has provided a dispensation from any form of accountability and monitoring processes. This dispensation will be reviewed every three years and must be considered next by November 2012.
Trustees Once the time comes for Martha Trust to become operative, it is appropriate for Trustees to be nominated. The Trustees will include representatives nominated by the Hauraki District Council, Waikato Regional Council and Mana Whenua.
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Hauraki Rail Trail Charitable Trust
The Hauraki Rail Trail Charitable Trust is the governance entity for the Hauraki Rail Trail and includes one representative from each of the Hauraki, Matamata-Piako and Thames-Coromandel District Councils and three Iwi representatives selected from Iwi that have Mana Whenua status over the route of the Hauraki Rail Trail. Consequently, 50% of the votes at Trust meetings will be indirectly controlled by councils and this means that the Trust is a Council Controlled Organisation (CCO) for the purposes of the Local Government Act, 2002 (LGA).
Nature and scope of activities The nature and scope of the Hauraki Rail Trail Charitable Trust’s proposed activities under the proposed Trust Deed are relatively narrow and limited to governance of the Hauraki Rail Trail. The current projected total operational budget is approximately $180,000 per annum.
The Council currently holds or is obtaining the land access rights required for construction and maintenance of the Trail, and these will be given to the Hauraki Rail Trail Charitable Trust to administer. The Council is currently overseeing the construction process for the Hauraki Rail Trail between Thames, Paeroa, Waihi and Te Aroha. When the construction work is complete the councils will transfer the land access rights and other rights and responsibilities to the Trust. The Trust will then hold primary responsibility for managing and maintaining the Hauraki Rail Trail and for completing any future development. This will ensure that the Hauraki Rail Trail is managed with appropriate representation from all three relevant councils and the relevant Iwi.
CCO Exemption rationale The primary reasons for the exemption from CCO status is that the requirements imposed on CCOs under the LGA are unreasonably onerous for the Trust as it will have neither the funds nor the responsibilities that necessitate the reporting or consultation requirements imposed on CCOs, particularly once the Trail is operational. The Trust can be subject to sufficient Council oversight and control outside the CCO regime under the terms of the proposed Management Agreement.
Council policies and objectives relating to CCOs The requirements for the governance and accountability of CCOs fall within Part 5 of the LGA, 2002. Due to the fact that the Hauraki Rail Trail Charitable Trust is exempt from CCO status, the Council does not have any significant policies or objectives specific to the CCO. However, a Management Agreement with the Trust does exist and this enables the Council to specify the reporting and other mechanisms that it considers appropriate for monitoring the Trust’s performance and providing it with any direction that the Council considers appropriate. These arrangements will ensure that the Council is able to have sufficient control over the Trust and its reporting requirements without the need for the Trust to be bound by the CCO regime.
Performance The Council resolved on 16 November, 2011 in accordance with section 7(3) of the LGA, 2002 that the accountability requirements and performance monitoring of the Hauraki Rail Trail that is required with a CCO be exempted. This exemption will be reviewed every three years and is due to be considered next by December, 2014.
In the event that the Trust’s operations change over time, the Council may revoke its status as an exempted CCO.
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Thames Valley Rural Fire
The Thames Valley Rural Fire Committee is a Council controlled Organisation (CCO) under the Local Government Act, 2002 (LGA) because three local authorities (Hauraki, Thames-Coromandel, and Matamata-Piako District Councils) have the right to appoint 50% or more of the directors of the Authority.
Nature and scope of activities The Thames Valley Rural Fire Committee is constituted as a rural fire committee under the provisions of the Forest and Rural Fires Act, 1977 and gazetted as such on 7 September 2000 (No. 123, p. 3126). The Committee was established to administer the Thames Valley Rural Fire District (which incorporates the three Councils) and to administer the responsibilities the Councils have under the Forest and Rural Fires Act, 1977 which include establishing and carrying out all stated Rural Fire ‘Reduction’, ‘Readiness’, ‘Response’ and ‘Recovery’ actions on behalf of the Councils.
CCO exemption rationale The Thames Valley Rural Fire Committee is considered by the three member Councils to be exempt from CCO requirements on the basis that the Committee is a ‘small’ organisation and that the direct costs for the Committee to comply with the Act, with respect to CCOs, exceed the benefits of that compliance, in particular through the additional costs associated with the preparation of a Statement of Intent and separate financial statements and external audit.
The Councils do not believe that there is any reduction in the level of transparency if a statement of intent and separate financial statements are not prepared, as this information is currently prepared through the Emergency Planning Unit Business Plan and Financial Statements, and monitored by the Thames Valley Combined Civil Defence Emergency Management Committee and the Thames Valley Rural Fire Committee.
Council policies and objectives relating to CCOs The requirements for the governance and accountability of CCOs fall within Part 5 of the LGA. Due to the nature of the Thames Valley Rural Fire Committee and the fact that it is exempt from CCO status, the Council does not have any significant policies or objectives specific to the CCO.
Performance The Council resolved on 27 January, 2010, in accordance with section 7 (3) of the LGA that it is not practical for the CCO accountability requirements and performance monitoring of the Thames Valley Rural Fire Committee to take place, and therefore, the Council has provided a dispensation from any form of accountability and monitoring processes. This dispensation will be reviewed every three years and is due to be considered next by February 2013.
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Destination Coromandel Trust
The Destination Coromandel Trust is a CCO under the Local Government Act, 2002 (LGA) because two local authorities (Hauraki and Thames-Coromandel District Councils) have the right to appoint 50% or more of the directors of the Trust.
Nature and scope of activities Destination Coromandel was established as a charitable trust named Destination Coromandel Trust, to promote tourism and travel in the Coromandel and Hauraki Districts for the benefit of the people in the communities in these Districts. Reference to "the Coromandel" takes into account the geographical areas included in the districts of Hauraki and Thames-Coromandel.
The purpose of the Trust is to promote the Coromandel as a leading tourist and visitor destination by marketing the area and visitor attractions within the Coromandel. The Trust supports, promotes and assists in activities and projects which will increase the opportunities for employment in the tourism and visitor industries in the Coromandel and as such, contribute to the social development and well-being of its communities.
The Trust also supports and benefits the communities of the Coromandel by promoting and assisting in sustaining its "green image" with the aim to having tourism and visitor activities align with this concept.
The 2012-22 Hauraki Long Term Plan identifies the Council’s commitment to providing Destination Coromandel Trust with $122,000 by way of a grant to assist it in achieving its objectives for the three years of the Plan.
CCO Exemption rationale The Destination Coromandel Trust is considered by the two member Councils to be exempt from CCO requirements on the basis that the Trust is a ‘small’ organisation that has been established for charitable purposes.
The reporting requirements under the Trust Deed specify that Destination Coromandel must provide a Statement of Intent, six monthly financial reporting and audited twelve monthly accounts to Hauraki and Thames-Coromandel District Councils. These requirements ensure the transparency that would have been provided if Destination Coromandel were a CCO. As a result, there is no additional cost to Council or its communities and, therefore, the reporting can be considered cost neutral.
Council policies and objectives relating to CCOs The requirements for the governance and accountability of Council Controlled Organisations fall within Part 5 of the LGA. Due to the nature of the Destination Coromandel Trust and the fact that it is exempt from CCO status, the Council does not have any significant policies or objectives specified to the CCO. A contract for services will be entered into with the Trust. This enables the Council to specify the reporting and other mechanisms that it considers appropriate for monitoring the Trust’s performance and providing it with any direction that the Council considers appropriate. These arrangements will ensure that the Council is able to have sufficient control over the Trust and its reporting requirements without the need for the Trust to be bound by the CCO regime.
Performance The Council resolved on 11 April, 2012 in accordance with section 7(3) of the LGA that the accountability requirements and performance monitoring of the Destination Coromandel Trust that is required with a CCO be exempted. This exemption will be reviewed every three years and is due to be considered next by April, 2015.
In the event that the Trust’s operations change over time, the Council may revoke its status as an exempted CCO.
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Variations between the Council’s Water and Sanitary Services Assessment and the 2012- 22 Hauraki Long Term Plan
The Council is required to assess water and other sanitary services in accordance with section 125 of the Local Government Act, 2002 (LGA). Hauraki District Council adopted its first Water and Sanitary Services Assessment on 30 June 2005.
The LGA, 2002 states that further assessments shall be carried out ‘from time to time’ but does not provide guidance as to how often this should be. The Council originally scheduled the next Water and Sanitary Services Assessment to occur prior to the development of the 2012-22 Hauraki Long Term Plan. However, the Council then decided to defer the next assessment until 2014, prior to commencing the drafting of the 2015-25 Hauraki Long Term Plan, for the following reasons: The Council has programmed significant capital upgrades to its water supply system in the period 2012-2016, and has also adopted a new Solid Waste Management and Minimisation Plan for which implementation is planned over the next three years. The Council signalled some of these works in the 2005 assessment and believes the next assessment should follow the substantive completion of these works. The Council has the view that ‘from time to time’ should be interpreted as within 10 years. The current assessment remains valid and some of the works listed in the current assessment are still in progress.
Schedule 10 (clause 6) of the LGA, 2002 requires the Council to identify any variations between the current Water and Sanitary Services Assessment and the 2012-22 Hauraki Long Term Plan. The Council’s Water and Sanitary Services Assessment comprises an assessment of the District’s water supply, wastewater, stormwater, land drainage, cemeteries, crematoria, public toilets and solid waste disposal services.
Variations between the current Water and Sanitary Services Assessment and the 2012-22 Hauraki Long Term Plan are listed below: The Council’s current Water and Sanitary Services Assessment does not include information on the relevant services for the Kaiaua Coast, whereas the 2012-22 Hauraki Long Term Plan does. When the first assessment was undertaken in 2005 the Kaiaua Coast was not part of the Hauraki District. When the next assessment is undertaken in 2014 information on the Kaiaua Coast will be included in the assessment. The Council has been able to identify a draft Water and Sanitary Services Assessment for the former Franklin District of which had little information on the Kaiaua Coast. There are no public water supplies or wastewater systems but there are: - private water supplies - private septic tanks in use - a campervan wastewater dump station - an old landfill on the southern boundary of the Kaiaua settlement - refuse collections in place - a cemetery at Kaiaua - several Urupa - public toilets at Kaiaua.
The Council has taken the above into consideration in its 2012-22 Hauraki Long Term Plan. This information will be included in the 2014 Assessment.
The current Water and Sanitary Services Assessment contains information that is out of date, for example the population statistics were based on the 2001 census whereas the 2012-22 Hauraki Long Term Plan contains the most up-to-date population statistics, based on the 2011 estimates provided by Statistics New Zealand. Because the Census scheduled for 2011 was postponed (due to the Christchurch earthquakes) the next Census is not scheduled until 2013, with figures being available in 2014. The Water and Sanitary Services Assessment indicated that the Council’s water supply services needed some upgrades, including the upgrade of some water treatment plants and water storage facilities, possible extension of some water supplies, and a strategy to improve the quality of water being supplied to smaller settlements in the District. The Council has planned for these upgrades as 260 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
well as additional ones to ensure that the water supplied to this District complies with the New Zealand Drinking Water Standards which were revised in 2008. These upgrades are either currently underway or have yet to be undertaken but will occur within the life of this Plan. Since the first Water and Sanitary Services Assessment was adopted the Council has extended some of its services that were identified in the assessment, as follows: - Kerbside refuse collection has been extended to most urban communities that were not receiving this service when the assessment was undertaken, and kerbside recycling collections have also been added to most of those areas. The 2012-22 Hauraki Long Term Plan contains up-to-date information on these services. - Additional public toilets have been provided at Whiritoa and Waitakaruru and the Council also gained a public toilet at Kaiaua when the Kaiaua coast area became part of the District in November 2010. The Council now has a total of 16 public toilets which are identified in the Community Facilities Section of this 2012-22 Hauraki Long Term Plan.
If you would like a complete copy of the Council’s first Water and Sanitary Services Assessment, it is available at Council offices and libraries, on the Council’s website www.hauraki-dc.govt.nz or alternatively a copy can be obtained by calling (07) 862 8609.
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Appendices
Appendix 1: Council Committees, Portfolios and Management Team
Appendix 2: Our Hauraki
Appendix 3: List of Bylaws, Policies, Strategies and Plans
Appendix 4: Legislation
Appendix 5: List of Council’s Assets
Appendix 6: Waikato Regional Community Outcomes
Appendix 7: Sustainability Tuner Criteria
Appendix 8: Glossary
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Appendix 1: Council Committees, Portfolios and Management Team
Standing Committees Hauraki District Council has a number of Standing Committees and these are identified below. Please note that the Mayor is appointed as an ex-officio member to all Council Committees and Sub-committees, except the Hearings Committee.
The Hearings Committee The Hearings Committee handles matters relating to the Resource Management Act, 1991 including consents, monitoring and enforcement. Hearings on matters relating to dogs, swimming pools and liquor licencing are also dealt with.
The Hearings Committee meets, as required, on the first or second Thursday and third or fourth Thursday of each month (depending on the month format).
Committee Members: Mary Carmine (Chairperson) Gill Leonard (Deputy Chairperson) Julie Bubb Paul Milner Greg Harris Harry Shepherd
The District Plan Committee The District Plan Committee handles matters relating to District Plan changes, the District Plan review and resource management policy issues.
The District Plan Committee meets on the second Monday of each month or as required.
Committee Members: Bruce Gordon (Chairperson) Mary Carmine (Deputy Chairperson) Paul Milner Julie Bubb Greg Harris
Ward Committees The Council currently has three Ward Committees that deal with local community issues (predominantly non-infrastructural assets) specific to their Ward: Plains, Paeroa and Waihi. All three Ward Committees meet on the second Tuesday of each month at the Paeroa Office at 9.00am, 12.30pm and 2.30pm respectively.
Paeroa Ward Julie Bubb (Chairperson) Paul Milner (Deputy Chairperson) James Thorp Toby Adams
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Plains Ward Gill Leonard (Chairperson) Greg Harris (Deputy Chairperson) Bruce Gordon Don Challis
Waihi Ward Sel Baker (Chairperson) Harry Shepherd (Deputy Chairperson) Mary Carmine Max McLean Ashley Tubman
The Consultative Committee for Water and Waste This committee was established to manage the consultation required with special interest groups within the District regarding water and waste issues.
Meetings are on the fourth to last Tuesday of every second month at the Paeroa Office at 10.00am.
Committee Members: Sel Baker (Chairperson) Greg Harris (Deputy Chairperson) Harry Shepherd James Thorp
Mana Whenua Forum The Mana Whenua Forum has recently been established as a Standing Committee of Council; the Forum consists of Iwi representatives and members of the Council. The Forum will meet a minimum of four times per year.
Committee Members: The Mayor The Deputy Mayor Two representatives from each of the following Iwi: - Ngati Hako - Ngati Maru - Ngati Paoa - Ngati Tamatera - Ngati Tara Tokanui - Ngati Whanaunga - And any other group that has Mana Whenua status in this District.
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Other Committees
The Council also has the following Committees that meet only as and when required:
Audit Committee Councillor Remuneration Committee Committee Members: Committee Members: John Tregidga (Chairperson) John Tregidga (Chairperson) Bruce Gordon (Deputy Chairperson) Bruce Gordon (Deputy Chairperson) Mary Carmine Mary Carmine
Pensioner Flats Allocation Committee CEO Performance Assessment Committee Members: Committee Members: Julie Bubb (Chairperson) John Tregidga (Chairperson) Sel Baker (Deputy Chairperson) Bruce Gordon (Deputy Chairperson) Gill Leonard (Ward Chairs) Julie Bubb Sel Baker Councillor Conduct Review Committee Gill Leonard Committee Members: John Tregidga (Chairperson) Bruce Gordon (Deputy Chairperson) Waihi Beach Leasehold Properties (Ward Chairs) Committee Julie Bubb Committee Members: Sel Baker Sel Baker (Chairperson) Gill Leonard Mary Carmine (Deputy Chairperson) Ashley Tubman Harry Shepherd Economic Development Committee Committee Members: Toby Adams (Chairperson) Tetley’s Quarry Committee Bruce Gordon (Deputy Chairperson) Committee Members: Julie Bubb Sel Baker (Chairperson) Ashley Tubman John Tregidga (Deputy Chairperson) Bruce Gordon James Thorp Council Organisations Appointments Don Challis Committee Committee Members: John Tregidga (Chairperson) District Reserves Committee Bruce Gordon (Deputy Chairperson) Committee Members: Julie Bubb (Paeroa Ward Chair), or her John Tregidga deputy Gill Leonard Sel Baker (Waihi Ward Chair), or his deputy Sel Baker Gill Leonard (Plains Ward Chair), or her Julie Bubb deputy
Road Safety Committee Committee Members: Greg Harris (Chairperson) James Thorp (Deputy Chairperson)
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Portfolios
The Council has elected member portfolio holders for particular Council activities. These portfolio holders have responsibility to interact with the community and Council staff on matters relating to the portfolio, the function of the position and the key legislation involved in the portfolio. The portfolio role is one of Governance rather than day to day operations and monitoring.
Portfolio Portfolio holder
Civil Defence Max McLean Community Recreation and Facilities Harry Shepherd and Julie Bubb Drainage/Stormwater Don Challis (Deputy: James Thorp) Economic Development Toby Adams Finance Bruce Gordon Heritage, Arts and Culture Mary Carmine Iwi Liaison John Tregidga (Deputy: Harry Shepherd) Policy Paul Milner Policy – RMA and Regulatory Mary Carmine (Deputy: Paul Milner) Property Ashley Tubman Roading Greg Harris (Deputy: James Thorp) Social Development Gill Leonard Solid Waste James Thorp Sport & Recreation Max McLean Wastewater Greg Harris Water Sel Baker (Deputy: Don Challis) Youth Gill Leonard (Deputy: Max McLean)
Elected Member Appointments to Organisations
Following each election the Council appoints Elected Members to represent the Council on a number of external committees. Some of these committees are required to have a Council representative whereas others invite the Council to appoint a member by choice. The tables below identify the key committees that have one or more Elected Members appointed to them by the Council and the Ward Committees.
Committee Council Appointments
Creative NZ Harry Shepherd Regional Land Transport Committee John Tregidga (Alternate Greg Harris) Hauraki Coromandel Development Group John Tregidga (Alternate Toby Adams) Regional Council Waihou Valley Scheme and Piako Don Challis River Scheme Liaison Committee Destination Coromandel Julie Bubb Hauraki Gulf Forum John Tregidga (Deputy: Bruce Gordon) Joint Golden Cross Mine Closure Committee (with John Tregidga, Mary Carmine Waikato Regional Council) Thames Valley Combined Civil Defence Emergency John Tregidga, Max McLean Management Committee Go Waihi Mary Carmine Positive Paeroa James Thorp 266 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Committee Council Appointments
Waihi Community Vision (Council rep.) John Tregidga (Alternate Paul Milner) Waihi Community Vision (Waihi Ward rep.) Sel Baker
Paeroa Ward Appointments
Committee Ward Appointments
Domain Users Group Julie Bubb, Paul Milner Rotokohu Sports Ground Management Committee Paul Milner, James Thorp Karangahake/Mackaytown Reserve Committee Paul Milner Netherton Reserve Committee Toby Adams Centennial Park Trust Board Toby Adams, James Thorp Golden Cross Mine Community Consultative Group Paul Milner Paeroa Swimming Pool Users Group James Thorp
Waihi Ward Appointments
Committee Ward Appointments
Waihi Arts Centre and Museum Sel Baker Whiritoa Emergency Management Centre Committee Harry Shepherd Whiritoa Community Liaison Committee Harry Shepherd Waikino Liaison Society Harry Shepherd Golden Cross Mine Community Consultative Group Mary Carmine Waihi Community Consultative Committee (Ward Ashley Tubman Representative) Waitawheta Camp Max McLean Information Centre Harry Shepherd
Plains Ward Appointments
Committee Ward Appointments
Mangatarata Reserve Committee Gill Leonard Kerepehi Reserve Committee Don Challis Waitakaruru Reserve Committee Greg Harris Hugh Hayward Domain Committee Bruce Gordon, Gill Leonard Turua Reserve Committee Bruce Gordon Patetonga Reserve Committee Greg Harris
Kaihere Reserve Committee Greg Harris
Kaiaua Residents and Ratepayers Committee Gill Leonard, Bruce Gordon
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Hauraki District Council Management Team
Chief Executive Mr L D (Langley) Cavers
Corporate Services Community Services District Engineer Planning and Environmental Manager Manager Services Manager Mr R H (Rex) Leonhart Mr S (Steve) Fabish Mr K D (Ken) Thompson Mr P (Peter) Thom
Business Units Board of Management
Members of the Board Chief Executive, Langley Cavers (Chairperson) District Engineer, Ken Thompson Corporate Services Manager, Rex Leonhart
Business Unit Managers Construction & Maintenance Manager, Mike Voykovich Technical Services Manager, Adrian de Laborde Tetley's Quarry Manager, Peter Mangan Workshop Manager, Peter Smith
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Appendix 2: Our Hauraki
Overview of Hauraki District
The Hauraki District Council was formed in 1989 when the Hauraki Plains and Ohinemuri County Councils, and the Paeroa and Waihi Borough Councils, were amalgamated as part of a major restructuring of local government in New Zealand.
On 1 November 2010 the Kaiaua area, which spans from just north of Whakatiwai to Miranda, was incorporated into the Hauraki District. The Kaiaua area was formerly part of the Franklin District Council until that Council was amalgamated along with six other City and District Councils, and Auckland Regional Council, to form Auckland Council on 31 October 2010.
The Hauraki District is a relatively small territorial area and is geographically very diverse. From the Kaiaua (Seabird) Coast, to the reclaimed, rich dairy lands of the Hauraki Plains which border the Firth of Thames, to the rugged Karangahake and Kaimai/Coromandel ranges, the Golden Valley farmlands in the north east and to the Pacific Ocean at Whiritoa.
Appendices 269
Hauraki District has a strong agricultural base, with three towns servicing this sector; it has significant gold and silver mines in Waihi and is a growing provider of tourist related activities.
Each year a number of major events take place throughout the Hauraki District which attracts thousands of visitors, including the Paeroa Battle of the Streets Motorcycle Race and the Highland Tattoo.
Undoubtedly the greatest attraction in the Hauraki District is the Karangahake Reserve which attracts over 115,000 people every year to a mix of history, landscapes and bush, inter-woven by truly amazing walking tracks and tunnels. The Department of Conservation predict that by 2014 over 126,000 people will visit the reserve every year.
A link from Waihi to Waikino via the historic Goldfields Railway also brings many thousands of visitors to the Victoria Battery site on the outskirts of the Karangahake Reserve. Waihi is home to the Cornish Pumphouse which sits on the perimeter of the giant Martha Mine open pit and the walking track around the pit rim. The mine itself has great viewing platforms and an excellent interactive display at the information centre. The Waihi Heritage Museum with its famous ‘thumb collection’ is also an important link with the town’s rich history.
The ‘L&P bottle’ in Paeroa stands seven metres high, a reminder to visitors of the origins of the “World Famous in New Zealand” soft drink. Recently upgraded and surrounded by a refurbished park, the bottle has graced many thousands of camera lenses. Paeroa, with its numerous antique stores, also has its own museum with many displays and information on the District’s interesting past.
Ngatea and the Hauraki Plains also have a unique history. A huge land drainage programme commenced at the turn of the century; saw the vast swamp lands, which stretched inland almost to Matamata, begin to transform into what is now some of the most profitable farmland in New Zealand. Visitors to Ngatea can view this well documented slice of history at an extensive photo gallery at the Ngatea Memorial Hall, or by calling into the Council’s Ngatea Service Centre Library. For its size, the Plains Ward has excelled when it comes to hockey. It has one of the best all-weather facilities in the country and attracts players from as far afield as Auckland and the greater Waikato.
The Kaiaua area, which is located along the western shores of the Firth of Thames, is a popular destination for bird watchers from all over the world. This stretch of coastline is the breeding ground for many types of shorebirds including the New Zealand Dotterel and the Oystercatcher. The Kaiaua area is relatively remote with small communities and beautiful scenery. It attracts a high number of domestic and international tourists, especially during the summer months, and Rays Rest (which is near Kaiaua) is a popular stopover for people travelling in campervans.
Hauraki District Council is currently working in conjunction with Matamata- Piako and Thames-Coromandel District Councils on the construction of the Hauraki Rail Trail. Once it is complete the Rail Trail will be a two day cycle ride that will showcase some of Hauraki District’s best scenery and rich pioneering history, including the Karangahake Gorge. The Rail Trail will also offer a number of shorter riding options, including day rides. The Rail Trail should encourage a greater number of tourists to visit the area and to enjoy the many attractions this District has to offer.
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Hauraki District 2006 Census and other statistics
Geography The Hauraki District covers a total of 1,269 square kilometres. It borders the Western Bay of Plenty District above Waihi Beach, extends north east across to Whiritoa Beach, west toward Te Aroha and the Matamata-Piako District, then north to the Kaiaua coast, Firth of Thames and the Coromandel Peninsula.
Hauraki District population estimates A census was due to take place in 2011; however the Christchurch earthquake resulted in this date being postponed until 2013. The Council is therefore unable to update census data at this time.
The Council is aware, however, of an increase in its population due to the acquisition of the Kaiaua area in 2010 resulting from the Auckland Council re-organisation. Taking into consideration this increase in population as well as projected population growth for the District, Statistics New Zealand estimate that the Hauraki population currently resides at 18,750 (as of 30 June 2011).
Usually Resident Population Area Unit 1996 2001 2006 From 1991 to 1996 the resident population of the District increased by 279 people (or 2%) Ngatea 999 1,071 1,164 to reach 17,319. From 1996 to 2001 the resident population of Hauraki Plains 2,550 2,424 2,541 Hauraki District decreased by 558 people (or Turua* 1,308 1,317 1,335 -3%) to 16,761 people. From 2001 to 2006 the resident population of Kerepehi 504 501 513 Hauraki District increased by 423 people (or Ohinemuri 3,153 3,045 3,156 2.55%) to 17,190 people. Paeroa 4,062 3,879 3,975 Overall, in the 10 years from 1996 to 2006 the resident population of the District Waihi 4,743 4,524 4,500 decreased by 132 people (or 0.8%). Kaiaua N/A N/A 678 At the time of the 2006 Census the Hauraki District population accounted for 0.42% of Total 17,319 16,761 17,862 New Zealand’s resident population. *Please note that Turua includes Turua and its surrounding rural area.
Age Age Structure (2006) In 2006 the Hauraki District had a larger proportion of its residents in the 5-14 year 30.00% age group (16%) when compared to New Zealand (14%). 25.00% The District had a smaller proportion of people in the 15-24 and 25-44 year age 20.00% groups (33% compared to 42% for New 15.00% Zealand). A higher proportion of District residents 10.00% were in the 45-64 and 65+ year age categories when compared to New Zealand 5.00% as a whole. Generally the trends in the age of the 0.00% Hauraki District’s population have not 0-4 5-14 15-24 25-44 45-64 65+ changed since the 2001 census.
Hauraki District New Zealand
Appendices 271
Ethnic Groups Ethnicity (Total responses 2006) In 2006 the Hauraki District had a higher 90.00% proportion of residents in either the European or Maori ethnic groups than for 80.00% New Zealand, and a lesser proportion of 70.00% people in each other ethnic group. Around 78% of people living in the District 60.00% said they belong to the European ethnic 50.00% group (compared to 67% for New Zealand). In 2001 88% of people living in 40.00% the District said they belong to the 30.00% European ethnic group (compared to 80% 20.00% for New Zealand). Just over 19% of the residents in the 10.00% District said they were of Maori ethnicity 0.00% (compared with 14.65% for New Zealand).
Maori In 2006, of the Maori population, 53% of both Hauraki District and the rest of New Zealand were under 25 years old. 42% of the Maori population for Hauraki District was aged 25 years to 44 years old compared to 43% for the rest of New Zealand. Hauraki District New Zealand 5% of the Maori population for Hauraki District was aged 65 or older compared to 4% of the rest of New Zealand.
Employment and Labour Force Employment and Labour Force Status (2006)
In 2006 the Hauraki District had a labour 60.00% force of 7,770 people. A lesser proportion of the District 50.00% population was in paid employment compared to New Zealand (58% compared 40.00% to 62%). Both these percentages remain 30.00% the same as in 2001. The District had a higher proportion of its 20.00% residents (aged 15 years and over) classified as not in the labour force than 10.00% the rest of New Zealand (36% compared to 0.00% 30%). In 2001 37% of the Hauraki District was not in the labour force, while 33% of the rest of New Zealand was not in the labour force.
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Occupation Hauraki District has a higher percentage Total personal income for > 15yr olds (23.24%) of Managers and Labourers (2006) (16.83%) than the New Zealand average (17% and 11% respectively). 30.00% 25.00%
Income 20.00% In 2006 more people in Hauraki District (aged 15.00% 15 years and over) received personal income 10.00% of less than $20,000 than for New Zealand as a whole (46% compared to 38%). 5.00% 0.00%
Occupied Dwellings In 2006 there were 6,762 occupied dwellings in the Hauraki District, 591 more than in 1996 when there were 6,171 dwellings (a 9.5% increase compared to 15.3% for New Zealand). Hauraki District New Zealand
Family type* In 2006 there were 2,166 couples (45.10%) living in the Hauraki District without children Family type for Families in private compared to the national average of 39.9% occupied 1,752 couples were living in the District with dwellings in Hauraki District (2006) children (36.48%) compared to the national average of 41.96% 18% 882 single parent families with children (18%) living in the District. This is comparable with 45% the national average also of 18% * Please note that ‘family type’ does not include people living alone as the term family applies to two or more people.
37% Highest qualification In 2006 Hauraki District had 4,719 people (35.34%) living in the District over the age of 15 years old without any qualification, One parent with children (compared to the rest of New Zealand average Couple with children of 22.42%). Hauraki District had 5.01% of its population Couple without children with a Bachelors degree or an equivalent or higher qualification (compared to 14.17% of the rest of New Zealand).
Languages spoken In 2006, of those living in Hauraki District, 14,859 people spoke one language, 1200 people spoke two languages, 135 spoke three languages, nine people spoke five languages and six people spoke six languages.
Appendices 273
Business 9000 The Hauraki Plains is significant to the regional economy as the dairy industry in particular is an important driver for the upgrading of infrastructure and related services. 8000 Hauraki District has approximately 412 dairy farms, 7000 making up a total of 40,788 ‘dairy’ hectares or 100,068 Non- acres. The average sized farm is 99 hectares, or 244 primary acres, and the average sized herd per farm is 275 cows, 6000 industries making up a total of 113,554 cows across the District. In the 2010/11 financial year the dairy payout to farmers 5000 amounted to approximately $278.5 million (Statistics: Fonterra 2010). 4000
Additionally, in the Hauraki District there are 140 beef 3000 Primary farms carrying over 22,000 cattle and 230 sheep farms industries carrying over 42,000 sheep. Not surprisingly, the Hauraki 2000 District retail sector has a rural service and support focus. 1000 The Martha Mine (open pit), Favona mine (underground) and the newly developed TRIO mine (underground) in 0 Waihi are three of only a handful of mines in the world that Total employees operate within an established residential community. As such, a paramount link to the mine’s success and ongoing development is in its relationship with the Council and the surrounding community. Like dairying, the mining industry contributes significantly to the Hauraki District’s economy; in 2007/08 over $60 million was injected into the local economy.
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Appendix 3: List of Bylaws, Policies, Strategies and Plans
Hauraki District Council Consolidated Bylaw
The bylaws were developed by the Council in consultation with the community, and are local legislation enforceable by the Council and other nominated agencies such as the Police. The Hauraki District Council bylaws intend to provide laws applicable only to Hauraki District that in general protect the public from nuisance; protect, promote and maintain public health and safety; and minimize the potential for offensive behaviour in public places.
The Council reviewed its bylaws in 2007 and 2008. As a consequence the Hauraki District Council Consolidated Bylaw was adopted and is now in effect, and is available on the Council’s website www.hauraki-dc.govt.nz. The Consolidated bylaw has the following Chapters: Part 1: Introduction Part 2: Land Transport Part 3: Public Safety Part 4: Trade Waste and Wastewater Part 5: Water Supply Part 6: Cemeteries Part 7: Land Drainage Part 8: Solid Waste Part 9: Wharves
All other previously existing bylaws (including many from the amalgamating Councils) were repealed except the Fire Prevention Bylaw Involving Vegetation, 1993 which remains in force until a review of the fire service is completed by the Government.
Plans, Policies, Strategies and Standards
There are a number of National, Regional and District plans, policies, strategies and standards that the Council must take into account or give effect to in its decision-making processes.
Some plans and strategies are very detailed and place constraints on the decisions the Council can make. Others are at a higher level and provide guidance or recommend particular approaches to the Council.
National Policy Statements/National Environmental Standards The Central Government has a number of National Policy Statements (NPS) and National Environmental Standards (NES) that are currently in effect or under development. Local government must ensure that its plans, policies and strategies are consistent with the NPSs and the NESs. A full list of NPS’s and NES’s is available in the Policy Development section of the Governance and Leadership Group of Activities.
National Strategies NZ Biodiversity Strategy 2000, Department of Conservation NZ Waste Strategy 2010, Ministry for the Environment NZ Tourism Strategy 2015, Ministry of Tourism NZ National Transport Strategy 2008, Ministry of Transport
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Regional Plans, Policy Statements, Strategies Regional Plan, Waikato Regional Council Regional Policy Statement, Waikato Regional Council Proposed Regional Policy Statement, Waikato Regional Council Regional Coastal Plan, Waikato Regional Council Regional Land Transport Strategy, Waikato Regional Council Waikato District Health Board Strategic Plan Regional Energy Strategy, Waikato Regional Council Walking and Cycling Strategy for the Region, Waikato Regional Council.
Hauraki District Council Plans and Strategies Water and Sanitary Services Assessment Civil Defence Emergency Plan District Reserves Management Plan Economic Development Strategy Thames Valley Rural Fire District Plan Hauraki District Council Positive Ageing Strategy Walking and Cycling Strategy Waste Management and Minimisation Plan Hauraki Operative District Plan Hauraki Proposed District Plan (at the Hearing of submissions and decision making stage).
Policies A policy is a deliberate direction or plan of action to guide the process of making important organisational decisions, and can be used as a tool to identify alternative programs or spending priorities to achieve a rational outcome.
A policy differs from rules or law. While law can compel or prohibit behaviours, a policy merely guides actions toward those that are most likely to achieve a desired outcome.
Hauraki District Council has arranged its policies into five categories which determine their purpose so that they can be easily identified and understood as political, management, financial and administrative mechanisms to reach explicit goals. The categories are: Legislative - requirements from Central Government. Regulatory - requirements to ensure community compliance with national standards and guidelines. Financial – requirements from Central Government. Community – driven by the community. Council – internal policies to help guide the process of making important decisions to achieve rational outcomes.
Please note: This schedule is for the next three years (1 July, 2012 – 30 June 2015) and is a guide for the following seven years (2015-22). It is subject to change depending on Council priorities, any amendments Central Government may make to relevant legislation, changes to the Council’s circumstances (such as economic downturns or natural disasters), changes in elected membership (a new Council may have different views/priorities), and peaks or troughs in the Council’s workload.
Legislative Policies
Title Date adopted Review date Appointment and Remuneration of Directors for Jun 2014 Jun 2009 Council Organisations Policy (review every 5 - 6 years) Water & Sanitary Services Assessment Jun 2005 Mar 2014 (reviewed every 6+ years) Civil Defence Emergency Plan May 2005 To be advised Nov 2013 Code of Conduct Nov 2011 (review every 3 years) Class 4 Gambling Venue and New Zealand Jun 2011 Feb 2014 276 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Title Date adopted Review date Racing Board Gambling Venue Policy (review every 3 years) The review of this policy will depend on the gambling legislation amendments currently being considered by the Government. Nov 2013 Local Governance Statement Apr 2011 (internal review every 6 months – external review every 3 years) Partnerships with the Private Sector No longer required by the Local Government Act, 2009 As required 2002. Feb 2013 Significance Policy 2009 (review every 3 - 4 years) Waste Management and Minimisation Plan Feb 2012 Jul 2017 (review every 6 years)
Regulatory Policies
Title Date adopted Review date Development Contributions & Financial Jun 2012 Sep 2014 (review every 3 years) Contributions Policy Sep 2012 (ordinarily reviewed every 3 - 4 years, will Dog Control Policy Aug 2011 be reviewed sooner this time to incorporate the Hauraki Rail Trail requirements) Earthquake Prone and Dangerous and Insanitary Feb 2016 Aug 2010 Buildings Policy (review every 5 - 6 years) Fire Plan - Thames Valley Rural Fire District Oct 2007 To be advised Sale of Liquor Policy To be advised but following passing of Council resolved to defer the review of this policy Sept 2007 legislation until the Liquor Amendment Bill is passed.
Financial Policies
Title Date adopted Review date 2014 for 2015 Long Term Plan (LTP) Investment Policy Jun 2012 (review every 3 years) Liability Management Policy Jun 2012 2014 for 2015 LTP (review every 3 years) Postponement Policy Jun 2012 2014 for 2015 LTP (review every 6 years) Rates Remissions Rating of Community, Sporting and Other Organisations Remission of Excess Water Rates Remission of Penalties Remission of Rates Assessed in Error Remission of Wastewater Rates assessed on Educational Establishments 2014 for 2015 LTP (mini review every 3 Jun 2012 Remission of Uniform Annual General years and full review every 6 years) Charges on Contiguous Rating Units in Separate Ownership, Used Jointly as a Single Entity Rates Remissions – Policy under Section 108: Multiple Owned Maori Freehold Land Remission of Water Rates to Particular Rating Units Rating Policy Jun 2012 2014 for 2015 LTP (review every 3 years) Revenue and Finance Policy Jun 2012 2014 for 2015 LTP (review every 3 years)
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Community Policies
Title Date adopted Review date Jun 2012 Arts and Culture Policy Aug 1993 (every 6 years) Contestable Social Fund Policy May 2010 Nov 2013 (review every 3 - 4 years) 2013/14 – Reserve Management Plan for Kaiaua is to be developed.
District Reserves Management Plan Sep 2006 2015/16 Existing Reserve Management Plan will be reviewed. (review every – 6+ years) Domestic Violence Policy Aug 2011 Aug 2016 (review every 5 - 6 years) HDC Positive Ageing Strategy Nov 2010 Sep 2013 (review every 3 years) Youth (Taiohi) Policy Jun 2006 Mar 2013 (review every 5 - 6 years) Sustainability Policy Aug 2010 Aug 2013 (review every 3 - 4 years)
Council Policies
Title Date adopted Review date Asset Management Planning Policy Apr 2010 Feb 2013 (review every 3 - 4 years) Communication Policy Jul 2010 Jun 2013 (review every 3 - 4 years) Communication Strategy Jul 2010 Jun 2013 (review every 3 - 4 years) Media Policy Jul 2010 Jun 2013 (review every 3 - 4 years) Corporate Branding Policy Jul 2010 Jun 2013 (review every 3 - 4 years) Fraud Policy Aug 2008 Aug 2012 (review every 3 - 4 years) Consultation Policy Feb 2012 Jun 2016 (review every 4 - 5 years) Nov 2012 Delegations manual Apr 2010 (review every 3 years) Decision-making Matrix Flowchart Aug 2009 Feb 2013 Decision-making Template Aug 2009 Feb 2013 Economic Development Strategy Nov 2009 To be advised Walking and Cycling Strategy Jul 2010 Jul 2015 (review every 5 - 6 years)
The Council also has a number of personnel and human resources policies as part of its requirement to be a good employer.
Review of Exemptions for Council Controlled Organisations (CCO) for Hauraki District Council
Date CCO was Name of CCO Review date exempt Resolved to be Aug 2012 (review every three years if the Martha Trust – exempt CCO exempt on 14 Oct exemption remains). 2009. Resolved to be Sep 2014 (review every three years if the Hauraki Rail Trail – exempt CCO exempt on 16 Nov exemption remains). 2011. Resolved to be Oct 2012 (review every three years if the Thames Valley Rural Fire – exempt CCO exempt on 27 Jan exemption remains). 2010. Resolved to be Apr 2015 (review every three years if the Destination Coromandel Trust exempt on 11 Apr exemption remains). 2012.
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Appendix 4: Legislation
Summary of key legislation that local government is responsible for (or partly responsible for) implementing
Key Legislation Summary of legislation Building Act, 2004 The Building Act, 2004 provides the framework for New Zealand’s building control system. It aims to protect public health, safety and general welfare as they relate to the construction and occupancy of buildings and structures. The Building Act establishes the building code and the building consent process which the Council is responsible for administering as a Building Consent Authority. Civil Defence Emergency The Civil Defence Emergency Act, 2002 provides for the establishment of Management Act, 2002 local civil defence management groups which are responsible for identifying, assessing and managing risk associated with civil defence emergencies. These groups are required to develop their own civil defence emergency management plans which must be consistent with any national civil defence strategies and plans. This Act also provides for local authorities to consult and communicate with the community about any risk and how this risk is being managed. Conservation Act, 1987 The purpose of the Conservation Act, 1987 is to promote the conservation of New Zealand’s natural and historic resources. To achieve this purpose the Act establishes the Department of Conservation (DoC) and outlines its functions. The Act also defines conservation areas. The Council works closely with DoC regarding the management of conservation areas that are within or adjoining this District. Dog Control Act, 1996 The purpose of the Dog Control Act, 1996 is to provide for the care and control of dogs. Under this Act the Council must adopt and review a dog control policy which outlines dog registration requirements for the district, dog control areas in the district, any special provisions in relation to dogs that are considered to be dangerous or menacing and any provisions for damage caused by dogs. Health Act, 1956 Under the provisions of the Health Act, 1956 it is the duty of local authorities to improve, promote and protect public health within its District. The Council is therefore empowered to appoint health and other officers to enforce the Act and to make bylaws for the protection of public health. Historic Places Act, 1993 The purpose of the Historic Places Act, 1993 is to promote the identification, protection, preservation and conservation of the historical and cultural heritage of New Zealand. The Act establishes and defines the functions of the New Zealand Historic Places Trust. The Council has some responsibilities to identify and protect historic sites/buildings in this District. Land Transport Management Act, The Land Transport Management Act, 2003 (LTMA) sets out the 2003 requirements for the operation, development and funding of the land transport system. The LTMA establishes the New Zealand Transport Agency which is responsible for the allocation of funding for central and local government land transport projects and services. Local Authorities (Members’ There are two key components to the Local Authorities (Members’ Interest) Interest) Act, 1968 Act, 1968 (LAMIA). The first key component is the ‘contracting rule’ which prohibits members of local authorities from being involved in contracts with the authority when total payments exceed $25,000 in any financial year. The second is the ‘discussing and voting rule’ which prohibits members from voting or taking part in local authority business on any matter that they have financial interest in, unless their interest is in common with the public. Local Electoral Act, 2001 The Local Electoral Act, 2001 sets out the rights of local voters, procedures for the conduct of local elections and options for the local electoral systems.
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Key Legislation Summary of legislation Local Government Act, 1974 The Local Government Act, 1974 was the main piece of legislation defining the powers and responsibilities of local government. It was largely replaced by the Local Government Act, 2002 although some of the parts of the 1974 Act continue to be in force. Local Government Act, 2002 The Local Government Act, 2002 (LGA) is the main piece of legislation that defines the functions, powers and duties of local government. The LGA promotes transparency and accountability of local government to communities. It provides for local government to take a sustainable approach to development, taking into consideration social, economic, environmental and cultural well-being and ensuring the needs of the current generation are met without compromising the ability of future generations to meet their needs. The LGA requires local authorities to develop and review Long Term Plans, Annual Plans, Annual Reports and a number of other polices and plans. Local Government Official Information The purpose of the Local Government Official Information and and Meetings Act, 1987 Meetings Act, 1987 (LGOIMA) is to promote openness, transparency and accountability in local government. The LGOIMA provides for information held by a local authority to be made available to the public except when the information can be withheld for special circumstances such as commercial sensitivity. Reserves Act, 1977 The Reserves Act, 1977 provides for the acquisition of land for reserves, the classification of reserves and defines who is responsible for the management and preservation of reserves. The Council is the administrating body for a number of reserves in the Hauraki District and under the Reserves Act, 1977 is required to develop and review a Reserves Management Plan. Resource Management Act, 1991 The Resource Management Act,1991 (RMA) replaced 20 major statutes and 50 other laws and was the largest law reform exercise in New Zealand’s history. The RMA is the main piece of legislation that sets out how we should manage the environment. It is based on the concept of sustainable management of our resources and aims to create an integrated and comprehensive approach to resource management. The RMA also establishes the resource consent process and under the RMA the Council is responsible for processing subdivision and land use consents. The RMA also sets out a number of other duties and functions for the Council including the development of the District Plan. Treaty of Waitangi Act, 1975 The Treaty of Waitangi Act, 1975 (TWA) recognised the Treaty of Waitangi in New Zealand law for the first time. The key purpose of the TWA was the establishment of the Waitangi Tribunal which is a commission of inquiry charged with making recommendations on claims made relating to the Crown’s breaches of the Treaty of Waitangi. Since the establishment of this Act the Treaty of Waitangi has been increasingly incorporated into Government legislation, placing the responsibility on the Council to ensure that local Maori have to the opportunity to participate in decision-making processes. Waste Minimisation Act, 2008 The Waste Minimisation Act, 2008 (WMA) aims to encourage waste minimisation through the development of mechanisms such as the voluntary product stewardship scheme. The WMA brings all the waste management responsibilities of territorial authorities under a single Act and clarifies the roles and responsibilities of territorial authorities regarding waste management and minimisation. Under the WMA the Council must develop and review a Waste Management and Minimisation Plan.
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Legislation which imposes responsibilities on local government (full list)
Affordable Housing: Enabling Territorial Health Act, 1956 Authorities Act, 2008 Health (Drinking Water) Amendment Act, Airport Authorities Act, 1966 2007 Animals Law Reform Act, 1989 Health and Safety in Employment Act, 1992 Animal Welfare Act, 1999 Historic Places Act, 1993 Arts Council of New Zealand Toi Aotearoa Holidays Act, 2003 Act, 1994 Housing Act, 1955 Auctioneers Act, 1928 Human Rights Act, 1993 Bill of Rights Act, 1990 Impounding Act, 1955 Biosecurity Act, 1993 Income Tax Act, 2007 Building Act, 2004 Insolvency Act, 2006 Building Research Levy Act, 1969 Interpretation Act, 1999 Burial and Cremation Act, 1964 Land Act, 1948 Bylaws Act, 1910 Land Drainage Act, 1908 Cadastral Survey Act, 2002 Land Transfer Act, 1952 Charities Act, 2005 Land Transport Act, 1998 Citizenship Act, 1977 Land Transport Management Act, 2003 Civil Aviation Act, 1990 Limitation Act, 2010 Civil Defence Emergency Management Act, Litter Act, 1979 2002 Local Authorities (Members’ Interests) Act, Civil List Act, 1979 1968 Climate Change Response Act, 2002 Local Electoral Act, 2001 Commerce Act, 1986 Local Government Act, 1974 Companies Act, 1993 Local Government Act, 2002 Conservation Act, 1987 Local Government Official Information and Consumer Guarantees Act, 1993 Meetings Act, 1987 Copyright Act, 1994 Local Government (Rating) Act, 2002 Counties Insurance Empowering Act, 1941 Machinery Act, 1950 Crimes Act, 1961 Major Events Management Act, 2007 Criminal Records (Clean Slate) Act, 2004 Marine and Coastal Area (Takutai Moana) Crown Minerals Act, 1991 Act, 2011 Disabled Persons Community Welfare Act, Minimum Wage Act, 1983 1975 Municipal Insurance Act, 1960 District Courts Act, 1947 National Provident Fund Restructuring Act, Dog Control Act, 1996 1990 Earthquake Commissions Act, 1993 New Zealand Bill of Rights Act, 1990 Electricity Act, 1992 New Zealand Geographic Board (Nga Pou Employment Relations Act, 2000 Taunaha o Aotearoa) Act, 2004 Energy Companies Act, 1992 New Zealand Library Association Act, 1939 Environment Act, 1986 New Zealand Public Health and Disability Environmental Protection Authority Act, Act, 2000 2011 New Zealand Walkways Act, 1990 Equal Pay Act, 1972 Oaths and Declarations Act, 1957 Fair Trading Act, 1986 Occupiers Liability Act, 1962 Fees and Travelling Allowances Act, 1951 Ombudsmen Act, 1975 Fencing Act, 1978 Parental Leave and Employment Protection Fencing of Swimming Pools Act, 1987 Act, 1987 Finance Act (No. 2), 1941 Plumbers and Gasfitters and Drainlayers Financial Reporting Act, 1993 Act, 2006 Fire Services Act, 1975 Privacy Act, 1993 Food Act, 1981 Property Law Act, 2007 Forest and Rural Fires Act, 1977 Prostitution Reform Act, 2003 Gambling Act, 2003 Protected Disclosures Act, 2000 Gas Act, 1992 Public Bodies Contracts Act, 1959 Goods and Services Tax Act, 1985 Public Bodies Leases Act, 1969 Government Roading Powers Act, 1989 Public Works Act, 1981 Hazardous Substances and New Organisms Queen Elizabeth the Second National Trust Act, 1996 Act, 1977 Appendices 281
Railways Act, 2005 Summary Offences Act, 1981 Railway Safety and Corridor Management Te Ture Whenua Māori Act, 1993 Act, 1992 Telecommunications Act, 2001 Rating Valuations Act, 1998 Transit New Zealand Act, 1989 Rates Rebate Act, 1973 Transport Act, 1962 Reserves Act, 1977 Treaty of Waitangi Act, 1975 Residential Tenancies Act, 1986 Trespass Act, 1980 Resource Management Act, 1991 Trustees Act, 1956 River Boards Act, 1980 Unit Titles Act, 1972 Sale of Liquor Act, 1989 Utilities Act, 2010 Secondhand Dealers and Pawnbrokers Act, Valuers Act, 1948 2004 Wages Protection Act, 1983 Secret Commissions Act, 1910 Walking Access Act, 2008 Securities Act, 1978 Waste Minimisation Act, 2008 Securities Transfer Act, 1991 Water Supplies Protection Regulations, Smoke-free Environments Act, 1990 1961 Soil Conservation and Rivers Control Act, Weather tight Homes Resolution Services 1941 Act, 2006 Sovereign’s Birthday Observance Act, 1952 Wild Animal Control Act, 1977 Standards Act, 1988 Wildlife Act, 1953 Statutory Land Charges Registration Act, 1928 282 2012-22 Hauraki Long-Term Plan – Volume 1 of 2
Appendix 5: List of the Council’s Assets
Base Statistics As at 30 June 2012
Roading Total road length 630.3 km Sealed roads 510 km Unsealed roads 119 km Footpaths 105.7 km Number of streetlights 1,886 Wastewater Waste water treatment plants 7 Sewer reticulation length (total) 155.0 km Number of households connected 6,152 Water Public water treatment plants 10 Water reticulation length 587 km Number of households connected Approximately 7,500 Stormwater Urban stormwater, length of piped drains 89.5 km Urban stormwater, length of open drains 38.8 km Number of manholes 1,104 Number of pump stations 3 Land Drainage Rural land drainage, length of drains 646 km Length of stop banks 49 km Number of flood gates 92 Number of pump stations 4 Flood Protection Length of stop banks 37.3km Number of flood gates 16 Number of pump stations 1 Solid Waste Number of transfer stations 2 Number of communities receiving refuse collections 10
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Base Statistics As at 30 June 2012
Libraries Number in District 3 Total number of items (books, DVDs, CDs) in stock Approximately 50,000 6,524 Number of members (36% of population) Public Toilets Number in District 16 Halls Owned and managed by Council 3 Rural Community Halls 11 Parks and Reserves Total hectares 310 ha Public swimming pools (heated) 3
Base Statistics Additional Council Information As at 30 June 2012
Total area of District 1,269 sq km
18,750 (estimate from Population Statistics New Zealand as of January 2012)
Total number of households 6,762
Wards 3
Number of Councillors, including Mayor 14
Number of staff 148
Farming area - dairying 40,788 hectares
Farming area - non dairying 45,850 hectares
Total rateable properties 10,395
Value of improvements on rateable properties $1.681 billion
Net land value $3.147 billion
Net capital value $4.828 billion
Total rates collected per year (excluding water meter charges) $18.4 million
Average total rates per property $1,770
Total cost of service $30.9 million
Public debt $36.9 million
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Appendix 6: Waikato Regional Community Outcomes
In 2011 the Waikato Regional Council reviewed the relevancy of its community outcomes. The main driver of this review was the 2010 amendment to the Local Government Act, 2002 which narrowed the original multi-agency approach to focus on the ‘outcomes that a local authority aims to achieve in order to promote the well-being of its community’. In practice this has led Waikato Regional Council to adopt a narrower set of community outcomes, more aligned with the Regional Council’s core business.
The previous community outcomes, developed in 2004 through a multi-agency community visioning exercise under the Choosing Futures Waikato (CFW) brand, will remain but will be known as “community aspirations” - overarching statements of what the community views as being priorities going forward.
The Waikato Regional Council’s new set of Council-focused community outcomes are based on their current four groups of activities. The most relevant of the existing outcome statements have been refined and mapped across Hauraki District Council’s new community outcomes.
The Waikato Regional Community Outcomes are listed below.
Community partnerships Our region is renowned for linking environmental awareness with community action. Heritage sites and landscapes of significance to whanau, hapū and iwi are preserved and valued. All our people and communities can participate in decision making. Iwi, hapū and Māori work together with central government, local government and community organisations in mutually beneficial partnerships.
Environmental quality The iconic landscapes and natural features of our environment define and sustain us. We respect and celebrate them as taonga. Our natural environment is protected and respected. Its ecological balance is restored, its air, soil and water quality is improved and its native biodiversity is enhanced. We are aware of what we need to do to look after our environment. Our coastal and waterway environments are restored and preserved, and access to them is maintained. Our region’s waterways have consistently high water quality. Waste reduction, recycling, energy conservation and energy efficiency are promoted and are part of how we all live. We use land management practices that protect and sustain our soil and land.
Regional economy We take a practical and co-ordinated approach to planning and providing services which works effectively across boundaries and sectors and respond to our communities’ needs. Our economy is built on primary industries and we encourage planning and practices that protect and sustain our productive resources. Our region has a reputation for entrepreneurship, innovation, research and education, attracting investment and people to work, study and visit.
Safe and resilient communities Our historic places are retained and cared for. We safeguard productive land, people and property. We have reliable, efficient and well-planned infrastructure and services.
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Appendix 7: Sustainability Tuner Criteria
The ‘Community Well-being and Sustainability section of this Plan explains the methodology behind the ‘sustainability’ tuner. This page shows the criteria used for assessing the extent to which the activity contributed toward the well-beings. When setting these criteria the definition of the well-being was used in order to reflect the effect of the activity on the well-being of the community and not the cost of that activity to the Council.
Criteria of well-being
• Generation of employment and wealth that • Happiness, quality of life and welfare people require to support their needs and through physical and mental well-being. those of their family. • Infrastructure that ensures health and • Promoting the Hauraki District as a great well-being (e.g. water, wastewater, solid place to live and do business. waste, roading).
• Support and provision of appropriate Social • Everyone being able to have access to business environment for the Hauraki their basic needs such as food, housing District (e.g. professional advice for new health and education (through affordability businesses). or infrastructure).
Economic • Development and use of skills within the • Personal safety and freedom from fear. community. • Everyone has the opportunity to • Provision of infrastructure that supports participate in decision-making processes. economic well-being (e.g. roads). • Everyone being able to participate in and • Promoting tourism and tourist activities to use what the Hauraki District offers. increase visitor numbers and visitor spending in Hauraki District.
• The natural environment being able to • Sharing of beliefs, values, customs, sustainably support the community and its behaviours and identities reflected through activities. our community. • The natural environment being able to • Actively participating in recreational, adapt and change to human activities. creative and cultural activities. • Animal/plant life protected. • An understanding and respect for cultural • Protection and enhancement of good traditions.
quality air and water. Cultural • Protecting ways that people can • High quality soils are sustainable. demonstrate their spiritual beliefs (such as religious activities). • Protect, maintain, retain, interpret and express our arts, history and heritage. Environmental
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Effect on the activity
5 Decision/Activity has a permanent and major impact on defined well-being. 4 Decision/Activity significantly positively improves the defined well-being. 3 Decision/Activity creates a moderate positive effect on defined well-being. 2 Decision/Activity creates minor positive effects on defined well-being. 1 Decision/Activity creates limited benefits to defined well-being. 0 No effect on well-being. -1 Decision/Activity causes limited disadvantages to the defined well-being. -2 Decision/Activity creates a minor negative effect on defined well-being. -3 Decision/Activity creates a moderate negative effect on defined well-being. -4 Decision/Activity significantly negatively affects the defined well-being. -5 Decision/Activity causes permanent major negative effects on the defined well-being
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Appendix 8: Glossary
Accounting Policies and These show the generally accepted accounting practices that the Accounting Notes Council uses in preparing its financial statements and further disclosures of detail.
Activity An activity is a service provided by the Council and is either asset based i.e. water supply, or activity based i.e. economic development.
Activity Plan A plan identifying a series of actions to be taken to achieve defined outcomes as specified in the Hauraki Long Term Plan. Activity plans relate to activities other than physical assets and usually are about non-asset activities. The plan may include actions to be taken by others.
Amenities The natural and physical character of an area that contributes to people’s enjoyment, for example anything from a public convenience, to attractive trees in a park, to safe and useable streets.
Annual Plan A document produced annually by local authorities that sets out what it intends to do each year, how much it will cost, and where they intend to get the money.
Annual Report A document produced annually by local authorities, which provides the public with information about the performance of the Council during the year (both in financial and non-financial terms).
Asset An item owned by the Council, for example roads, parks, plant and machinery, building and utility systems.
Asset Management Plan A plan for the management of one or more assets that combines multidisciplinary management techniques (including technical and financial) over the lifecycle of the asset in the most cost-effective manner to provide a specified level of service.
Audit (v.) An official independent review and verification of financial accounts, other processes and records to ensure they are in compliance with legislation and financial prudence.
(n.) Audit New Zealand. The company that Hauraki District Council uses to perform an audit on its Long Term Plan.
Benefit Analysis The process by which the Council determines the beneficiaries and levels of benefits from the Council activities.
Best Practice The principles and practices that are accepted by industry/interest groups to achieve best results.
Bylaw A regulatory tool empowered by an existing law that gives the Council powers to regulate for matters on a local basis.
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Capital Expenditure (CAPEX) Money spent to build or buy a new asset, or to improve the standard of an existing asset. CAPEX increases the value of asset stock.
Capital Value (CV) The value of land plus additions such as buildings, driveways and fences.
Catchment Management Plan A document which supports a Stormwater Asset Management Plan, and provides a detailed technical assessment and identifies future needs of the urban stormwater drainage network.
Collaboration The process by which individuals, agencies, organisations and businesses make formal, sustained commitments to work together to accomplish shared goals.
Community Individuals sharing a network of relationships and forming a common identity either on the basis of a shared locality, common cultural and historical identity or through shared interests. A community may be identified by any quality that links people together, or that they have in common.
Community Outcomes The outcomes that Hauraki District Council aims to achieve in order to promote the social, economic, environmental, and cultural well-being of the District, in the present and for the future.
Condition monitoring Continuous or periodic inspection and assessment of an asset or components of an asset to determine the need for some preventive or remedial action.
Constituency The body of voters that elect one representative to a governing body (such as local or central government).
Consultation The genuine exchange of information, points of view and options for decisions between affected and interested people and decision makers before a decision is made. The process of asking and listening to views, opinions and ideas.
Council Controlled Organisation Council controlled organisations (CCOs) are any organisations owned by one or more councils or in which councils have a controlling interest. They are expected to achieve the objectives of their shareholders, both commercial and non-commercial, as specified in their statement of intent. The Council directly or indirectly controls more than 50% of the votes of that entity.
Councillor Also known as an elected representative, a person that is democratically elected to serve on a Council on behalf of ratepayers.
Decision-making The Local Government Act, 2002 states that decision-making at the local government level means every decision must be made as that Act says – including seeking to identify all reasonable practicable options for the achievement of the objectives.
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Demand Management The active intervention in the market to influence demand for services and assets with forecast consequences, usually to avoid or defer capital expenditure. Demand management is based on the notion that as needs are satisfied expectations rise automatically, and almost every action taken to satisfy demand will stimulate further demand.
Democracy A way that we govern ourselves. It can be used to mean community participation in decision-making between elections, as well as at elections. Democracy is also a Council activity that ensures the Council is accountable to residents, ratepayers and the community for its decisions and activities.
Development Contribution A payment made by a developer to cover part of the costs of providing infrastructure to a new development. A territorial authority may require a development contribution to be made to the territorial authority when granting: A resource consent A building consent An authorisation for a service connection.
District Council Elected representatives with primary responsibility for governing a territorial authority where the boundaries do not include a major urban area.
District Plan Required by the Resource Management Act, 1991; defines how resources and development will be managed in the District.
Provides statutory direction to the Council and the public on planning development controls within the District.
Economic Allocation Consideration of economic principles to identify whether the allocation of costs of providing a service match the benefits of the service.
Economic Development A process that influences growth and restructuring of an economy to enhance the economic well-being of a community. It usually also aims to increase the wealth of people over time. Rather than being a single, simple process, economic development typically can be a range of influences that achieve objectives like creating jobs and wealth, and improving the quality of life.
Economic Development Strategy A document which outlines specific District and Regional plans and strategies that will enhance and encourage economic growth in the District.
Economies of Scale The cost advantages that an enterprise obtains due to expansion. There are factors that cause a producer’s average cost per unit to fall as the scale of output is increased. "Economies of scale" is a long run concept and refers to reductions in unit cost as the size of a facility and the usage levels of other inputs increase.
Equity Justice applied in circumstances covered by law, yet influenced by ethics and the qualities of fairness and impartiality.
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Exacerbator Person or organisation responsible for creating an adverse impact as a result of their use of resources.
Excludable goods or services Goods and services from which individuals and/or groups can be effectively excluded from enjoying benefits, while those enjoying the benefits can be identified and charged.
Existence value Value is attributed to the existence of certain facilities provided in the District, whether or not a person uses the facilities.
Financial Statements The summary of the Council’s operating costs and revenue, asset movements, cash movements and other information as required by the Local Government Act, 2002 and Generally Accepted Accounting Practices.
Financial Year The Council’s financial year starts on 1 July and ends on 30 June the following year.
First Past the Post (FPP) Candidate/s with the most votes wins the position/s to be filled. A simple method of electing candidates which is widely used throughout the world.
Forecast Prospective financial information prepared on the basis of assumptions as to future events that the Council reasonably expects to occur.
Forecast Financial Statement This is a 10 year plan for the Council’s revenue and expenditure, cash flows, and borrowing programme.
Community well-beings (four Social, economic, environmental and cultural well-being. well-beings) Funding Impact Statement A financial statement which discloses the revenue and financing mechanisms that the organisation proposes to use.
Funding Tools Different methods of funding an activity including: Uniform Annual Charges (UAC), Uniform Annual General Charges (UAGC), Capital Value (CV), Ward Rates, fees, charges and fines.
Governance The way Hauraki District Council engages with its community (representation), how it makes decisions, and the ways citizens can influence those processes.
Grant or subsidy Money given from local or central government or other funds to a person or group for a specified purpose.
Groups of Activities In the Hauraki Long Term Plan the Council’s services are allocated to ten Groups of Activities. Each Group of Activity encompasses Council activities that have a relationship to each other and rationale for providing the service.
Hapu Central authority structure of Māori society. A cluster of related whanau (extended family), descended from a single ancestor that has collective decision-making rights over its territory.
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Hauraki Long Term Plan The Long Term Plan for the Hauraki District.
Hearing A formal meeting at which members of the public can verbally address the elected representatives and/or staff about particular issues.
Hui Meeting or assembly of people to discuss issue/s. Hui are more likely to take place on Marae.
Indirect or external benefits Recognises that the residents and ratepayers of the community value the service provided by the Council although they may not be direct users of the service themselves.
Infiltration When leakage occurs into a reticulated system (i.e. sewer or stormwater systems).
Inflation Inflation is a rise in the general level of prices of goods and services in an economy over a period of time. Infrastructure The physical structures required to supply services to the community. This includes the pipes and machinery that allow the Council to collect and manage water, wastewater, stormwater and solid waste, as well as assets such as roads, drains and buildings.
Intergenerational Equity Judgements made as to which years’ beneficiaries should bear what proportion of costs associated with the installation, maintenance and benefits provided by an asset on an ongoing basis.
Iwi Larger than the Hapu – a cluster of related Hapu, descended from a single ancestor, varying in size.
Key Indicator A measure against which some aspects of policy performance can be assessed. A set of key indicators should provide sufficient information to track the state of the District, and to trigger appropriate and timely actions to address problems.
Kotahitanga A Māori word meaning partnership, togetherness and working together as one.
Labour Market Strategy A regional initiative involving Hauraki District Council and Thames- Coromandel District Council focussed on employment. Iwi, central government departments, business and community organisations all take part.
Land Value Value of land, excluding any improvements.
Levels of service A description of the extent of a service currently provided by the Council.
Local Government Act, 2002 The key legislation that defines the powers and responsibilities of local authorities.
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Local Government Statements After each triennial election of members, a local authority must make publicly available a local governance statement covering specified topics, including the electoral system and opportunities to change its representation arrangements, and including the option of establishing Maori wards or constituencies and the opportunity to change them.
Long Term Plan The Long Term Plan is required every three years under the Local (LTP) Government Act, 2002. The purpose includes: Providing a long-term focus for the decisions and activities of the local authority. Providing integrated decision-making and co-ordination of the resources of the local authority. Providing an opportunity for participation by the public in decision-making processes on activities to be undertaken by the local authority. Hauraki District Council’s Long-Term Plan (previously Hauraki Community Plan) has been renamed the Hauraki Long Term Plan.
Maintenance Costs Expenditure in relation to repairs and maintenance of the Council’s assets.
Mana Whenua Iwi who, through occupation, conquest or agreement, hold jurisdiction over an area (rohe) - literally, power, authority, jurisdiction, influence, or governance over or in connection with land or territory.
Māori Indigenous people of Aotearoa/New Zealand as a whole – members of various Hapu and Iwi.
Monitoring Measurement of the Council’s progress and performance against targets as agreed and set out in the Hauraki Long Term Plan and subsequent Annual Plans.
Networking Individuals or organisations sharing information, ideas, resources, or services to accomplish individual or group goals.
New Zealand Transport Agency National road controlling authority responsible for the state (NZTA) highway network.
Non-excludability When it is difficult or impossible to exclude the benefit from anyone including those who are not prepared to pay for the benefit.
Non-rivalry The use of the benefit by one individual will not affect the availability or supply of the benefit to any number of other persons.
Operating Costs Costs to run the Council on a day to day basis, ranging from maintenance of infrastructure to staff salaries.
Option value Value is attributed to the option of being able to use a facility, whether or not that option is taken up.
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Partnership The Council’s relationship with groups within the wider community to achieve outcomes.
Performance indicator A qualitative or quantitative measure of a service or activity used to compare actual outcome against a standard or other target. Performance indicators commonly relate to statutory limits, safety, responsiveness, cost, comfort, asset performance, reliability, efficiency, environmental protection and customer satisfaction.
Performance Measure A means for determining whether the levels of service are actually being delivered to the community.
Performance Monitoring Continuous or periodic quantitative and qualitative assessments of the actual performance compared with specific objectives, targets or standards.
Performance Targets To practically demonstrate the desired levels of performance that the Council aims to achieve for the service delivery.
Planning Formulating or organising a way by which an action is to be undertaken, for example:
Strategic Planning: Formulating a way in which actions are to be identified, co- ordinated and resourced over an extended period of time in order to achieve a desired outcome. Key outputs – draft and adopted Long Term Plan.
Financial Planning: Formulating a way to fund actions. Key outputs – the Financial Strategy and Revenue and Finance Policy.
Resource Management Planning: Formulating a way to manage environmental effects of activities and development in accordance with the Resource Management Act, 1991. Key outputs – District Plan.
Annual Planning: Formulating a way by which actions for the forthcoming year are to be identified, prioritised and resourced. Key outputs – draft and adopted Annual Plan.
Principles, prescription and Local authorities in New Zealand traditionally gained their powers purpose from highly “prescriptive” legislation, which set out in detail what local authorities must do, what they can do, and even how they do things. The traditional prescriptive approach of the Local Government Act, 1974 was replaced in the Local Government Act, 2002 by a “principled” approach. This gives a generalised power to all local authorities to have full capacity to do anything for the purpose of performing their role – achieving their “purpose”.
Private benefit or good Benefits of a service can be enjoyed by identifiable individuals or groups, who may then be charged for that direct benefit.
Projection Prospective financial information prepared on the basis of one or more hypothetical but realistic assumptions that reflect possible courses of action.
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Public benefit or good Benefits of a service that are enjoyed by anyone; indirect or general benefit, non-excludability and non-competitiveness exist.
Public Notice A public notice might be one notice circulated in one local newspaper, or as decided as being adequate by the Hauraki District Council.
Purpose of local government The Local Government Act, 2002 says that the purpose of local government is “to enable democratic local decision-making and action by, and on behalf of, communities, and to promote the social, environmental, economic, and cultural well-being of communities, in the present and for the future”.
Quadruple Bottom Line The form of decision-making and reporting that considers social, environmental, economic and cultural impacts.
RAMSAR The Convention on Wetlands, signed in Ramsar, Iran, in 1971, is an inter-governmental treaty which provides the framework for national action and international co-operation for the conservation and wise use of wetlands and their resources.
Rates What each property owner pays for the services provided by the Council.
Recycling The process whereby existing products, parts of products or resources become materials in new production processes.
Refuse Collection The collection of solid waste from households.
Refuse Disposal The disposal of solid waste collected at transfer stations.
Renewal Expenditure Funding for works that replace existing assets as they wear out.
Revenue All of the Council’s income, from any source, is its revenue. It includes all rates, subsidies and fees and charges.
Revenue and Finance Policy The Council’s Revenue and Finance Policy describes the funding rationale for each activity the Council carries out. The Policy also includes funding tables for each activity to show how the activity is funded.
Risk Management A formal process of considering possible risks to the achievement of specific goals, and making decisions on how these risks will be managed.
Rural Fire Control Fire prevention and fire fighting in rural areas.
Service An activity which assists in meeting the needs of the community, e.g. supply of water, wastewater disposal, road access, libraries.
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Significant An issue, proposal or decision considered as having a high degree of importance where it might affect the community’s well- being, other interested parties, and the capacity of Hauraki District Council to perform its role, including the related financial costs.
Single Transferable Vote (STV) Voters are able to rank any number of candidates they choose in order of preference, rather than selecting one most preferred candidate for each vacancy as in First Past the Post. This method requires a calculation to analyse which candidate has the most preferential votes. The calculation is run until sufficient candidates with sufficient votes satisfying the quota requirement fill the available positions.
Special Consultative Procedure A formal consultation process for Hauraki District Council to follow (SCP) which is defined in the Local Government Act, 2002. The SCP sets out a series of steps to advise/consult with the public and request submissions on particular types of decisions to be made.
Stormwater Rainwater which runs off our land, roads, roofs and gutters or drains into stormwater pipes. Strategic asset An asset or group of assets that the Council needs to retain to maintain the current and future well-being of the community.
Strategies A public statement of how the Council intends to achieve a particular objective or set of objectives through a high level plan of action.
SUIP Separately Used and Inhabited Part of a Rating Unit.
Sustainability The use of natural, social and physical resources in such a way that allows for the ongoing use of those resources by future generations while taking account of current needs.
Sustainable Development Development that meets the needs of the present, without comprising the ability of future generations to meet their own needs.
Transparency, Accountability and The Local Government Act, 2002 Amendment Bill 2010. An Fiscal Management (TAFM) acronym for Transparency, Accountability and Fiscal Management.
Tangata Whenua Māori people of the land that belong to a particular area by ancestral connection.
Taonga Māori word (noun) meaning sacred, important, and/or valuable.
Targeted Rates Any rate levied other than the general rate, which is targeted at users of a specific service.
Territorial Local Authority A city council or district council as defined in the Local Government Act, 2002.
Third party benefits Types of public or general benefits which include bequest values, existence values, option values and prestige values.
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Treaty of Waitangi (Tiriti o Signed in 1840, the Treaty of Waitangi is an agreement between Waitangi) the Crown and Māori.
Uniform Annual Charge (UAC) A fixed charge for a specific item such as solid waste collection and disposal.
Uniform Annual General Charge The fixed charge component of the rates. (UAGC) Vision A brief description of what the community wants our District to be like in the future.
Ward An area within a city or district that has its own constituency and representative.
Water Supply The reticulated system to provide consumers with a water supply.
Well-being The health, safety and general well-being of residents.
Zero Waste The name given to a strategic goal that covers turning waste into resources. Success is achieved when total solid waste entering landfills is reduced or stopped.