KAIPARA INFRASTRUCTURE STRATEGY

Rev 6 | February | 2021

1 Kaipara District Infrastructure Strategy CONTENTS

Programme 3: North Kaipara Strategic Context 2.4 3.8 Key Assumptions Part 1 Agricultural Delta Programme Programme 4: Northland to Auckland 1.0 Introduction 2.5 Implementation Corridor Programme Part 4 1.1 Purpose and Scope 2.6 How We Plan To Tackle Our 4.0 Introduction 1.2 Kaipara District Infrastructure Challenges And Optimise Our Strategic Framework Opportunities 4.1 Significant decisions 1.3 Audience 4.2 How we will manage infrastructure Part 3 Activity Management Strategy 1.4 Vision And Mission 4.3 The Overall Funding Approach 4.4 Implementation strategy 1.5 Community Outcomes 3.0 Introduction 1.6 Trends Affecting Kaipara 3.1 Activity Management Strategy - 1.7 What are our infrastructure Transport challenges? 3.2 Activity Management Strategy - Water Supply Part 2 Key Programme Responses 3.3 Activity Management Strategy - Wastewater 3.4 Activity Management Strategy - 2.0 Introduction Stormwater Activity Management Strategy - 2.1 Our Opportunities - Introducing 3.5 The Four Key Programmes Flood Protection And Control 2.2 Programme 1: Building resilience into 3.6 Activity Management Strategy - our asset network Waste Minimisation Activity Management Strategy - 2.3 Programme 2: Ancient Kauri Trail 3.7 Reserves and Open Spaces Programme

2 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy SIGNIFICANT PROJECTS Kaipara District Infrastructure Strategy EXECUTIVE SUMMARY

Since the previous census in 2013, Kaipara District has become New Zealand’s fourth fastest growing District. This rapid growth has been driven primarily in the key urban towns of Dargaville, Maungatūroto, Kaiwaka and Mangawhai. This growth has prompted the Council to progress several Spatial Plans for these key urban areas and a Sub-regional Spatial Plan to stitch all of Kaipara’s towns, villages and settlements together and show how they could sustainably develop and grow over the next 30 years. This Infrastructure Strategy is essentially all the structures, systems and activities that will enable development indicated in the Spatial Plans and protect the sensitive environment for future generations.

The Kaipara District Council is required under the Local Government Act to prepare and adopt an Infrastructure and Funding Strategy as part of its Long Term Plan covering a period of at least 30 consecutive years.

The projected economic and population growth over the next 30 years presents a number of infrastructure-based challenges and opportunities. For this reason, it is critical that we are placed and positioned in a way to support growth with the understanding of external trends affecting Kaipara and thus future provisions of infrastructure. Part 1 of the Strategy covers these challenges and external trends affecting Kaipara and outlines the strategic context.

The response to this strategic context are the four key programmes that prioritise and co-ordinate significant infrastructure improvements, often in collaboration with external agencies and partners. All major projects that the Council is embarking on now fit within one of these key programmes, which are discussed in Part 2.

Part 3 of the Infrastructure Strategy outlines the Council’s approach to maintaining and managing the existing infrastructure assets, and how it plans for future assets that will be provided by development or through Council-initiated projects. The Activity Management Strategy is an overview of the condition rating, issues, options assessment and significant capital expenditure for each infrastructure area.

4 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy EXECUTIVE SUMMARY

The Council’s approach to infrastructure management is steered by and built around Nga Pou e Wha - the four pillars, based on the four well-beings - social, cultural, environmental and economic. This new framework is intended to be utilised on all infrastructure projects to make sure that the Council is:

- Exploring all possible options including technology and behavioural changes before deciding on large infrastructure solutions (Managing Demand) - Working with the communities of interest in the design phase to get the best project for their place (Customer Centric Design) - Thinking about the sustainable nature of the materials/processes and what are the long term operational implications (Circular Economy) - Forging better outcomes for Kaipara maori (Te Aranga Design Principles)

A series of key decisions that are deemed significant have been identified as the key consultation decisions which will underpin the Council’s strategic direction and progress of major projects. Part 4 covers these key decisions which are deemed significant, which the Council wishes to raise as part of this strategy and are likely to have a long term impact on how the rates are allocated over the life of this strategy. The key significant decisions have three options, a summary of the advantages and disadvantages that demonstrate choices on how the Council could tackle each decision. This section also covers the overall funding strategy and the Council’s approach to implementation.

5 Resilio Studio | AR+Associates PART 1 - STRATEGIC CONTEXT

6 Kaipara District Infrastructure Strategy 1.0 INTRODUCTION

The strategic context sets out the internal strategic context - The strategic context for this strategy contained in Part 1 aims to show the inter-relationships of the various Council strategic documents including the new vision, mission and community priorities for the Council strategic the Council. The creation of this Infrastructure Strategy has been driven from a bottom-up approach - documents and the challenges the draft Strategic Activity Management Plans (SAMPs) and from a top-down Spatial Plans and specific to the Council’s vision/community documents. The approach is very different from previous infrastructure strategies infrastructure and the external and seeks to provide the Council with a clear and transparent infrastructure prospectus, which it can strategic context. What are the use for future discussions with the community and its funding and infrastructure partners. major trends that are outside the control of the Council but Kaipara District nestled between Northland’s biggest urban centre of Whangarei and New Zealand’s are having a large influence on largest city Auckland, presents multiple opportunities and challenges the Council and community the planning and provision of need to grapple with to plan for the future. Part 1 covers the primary external trends affecting the Council’s infrastructure? Kaipara of population growth, economic changes, climate change and sea level rise and regionally significant projects. Moving down another level of detail are five of the biggest infrastructure challenges that Council has in the District. Many of these challenges are also opportunities for the Council to do things differently, such as how it deals with and recycles its waste products.

This strategic context is intended to set the scene for how the Council responds to these external trends and challenges, covered in Part 2.

7 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.1 PURPOSE AND SCOPE

The purpose Why do we need an Infrastructure Strategy? The purpose of this document is to identify the significant infrastructure issues The Local Government Act for Kaipara District Council (KDC or ‘Council’) over a 30 year period. This includes (2002) stipulates that a local identification of principal options for managing those issues and the implications authority must , as part of its of those options. long term plan, prepare and adopt an infrastructure In a way that contributes to the long term sustainable management of the strategy for a period of at least Council's infrastructure. 30 consecutive financial years. So that financial and implementation consequences of the Council’s vision, community priorities and strategies are analysed, understood and integrated into the Council’s primary forward planning document - the Long Term Plan.

8 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.2 KAIPARA DISTRICT INFRASTRUCTURE STRATEGIC FRAMEWORK

The strategic framework diagram shows the inter-relationships between the Council’s key strategy documents as they relate to the infrastructure area. The highest level is the vision and community priorities. The next level is the Spatial Plans and District Plan that guide development and signal the infrastructure required in the future. To service the infrastructure requirements from the spatial plans and to keep maintaining the core assets, four large programmes are proposed within this strategy. The Activity Management Strategy outlines the individual activity plans that provide the detail on the infrastructure activities including condition, Level of Service, valuation, forecast expenditure and issues. The two bottom levels show the significant projects currently proposed within the programmes and activity plans. These projects are not an exhaustive list but show some of the more significant and diverse range of projects the Council is proposing over the upcoming two Long Term Plan (LTP) cycles.

9 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.2 KAIPARA DISTRICT INFRASTRUCTURE STRATEGIC FRAMEWORK

RELATIONSHIPS BETWEEN STRATEGIC DOCUMENTS: This diagram shows the relationships between Council’s ECONOMIC DEVELOPMENT Spatial Plans, future Economic KAIPARA SPATIAL PLANS STRATEGY Development, Structure Plans (Mangawhai Spatial Plan, Key Urban DISTRICT PLAN Areas - Dargaville, Maungatūroto and (Whole of Plan Review or Rolling Review and other key planning through Plan Changes) Kaiwaka and the Sub-Regional Spatial STRUCTURE PLAN Plan) documents. It also shows how (For) key urban areas, urban centres and the Infrastructure Strategy will neighbourhoods play an important role in determining future infrastructure investments for INFRASTRUCTURE STRATEGY Kaipara’s Key Urban Areas (Dargaville, Maungatūroto and Kaiwaka) by the Council to DRAFT LONG TERM PLAN (LTP) FINANCIAL STRATEGY LONG TERM PLAN enable sustainable (infrastructure funding) (Reviewed every three years) development and renewal of it’s existing asset network. ACTIVITY MANAGEMENT PLANS The Kaipara spatial plans, as well as the strategy documents (economic development, infrastructure and financial) operate on a 30 year planning horizon. The LTP and District Plan operate on a 10 year horizon, while the Annual Plan is based on a one year horizon.

10 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.3 AUDIENCE

EXTERNAL The information contained PARTNERS CO-FUNDING AGENCIES within this Infrastructure ORGANISATIONS Strategy may be of interest to many different individuals Fire and Emergency Ministry of Business, Innovation and and groups - in particular, organisations (reticulated water Employment (administers of the Kaipara residents and ratepayers partner organisations. supply for fire fighting) Provincial Growth Fund and other Shown in the adjacent table grant programmes) are potential stakeholders that will be most interested Infrastructure Providers such as in the Council’s decisions a joint Councils and NZTA NZ Transport Agency (transport towards infrastructure transportation shared service, Elected members subsidy and project funding) investment. Northpower and Chorus

Council auditors and credit Land developers and landowners Taumata Arowai agencies wishing to develop

Government ministries such as Council partners, including Iwi, the Ministry of Health (potable Northland Inc. and Northland water supply), Education and Regional Council Transport.

11 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.4 VISION AND MISSION

Climate Smart Climate change and its impacts are reduced through community VISION planning Growing a better Kaipara

This builds on the promise of our district’s abundant wellbeing in our “Kaipara te Oranganui – Celebrating Diversity Two Oceans, Two Harbour’s. It’s our social, economic, cultural and environmental wellbeing Our local heritage and culture are that will enable our district and our communities to thrive. valued and reflected in the community The vision seeks to enhance the aspects of Kaipara which our communities love, while addressing the more aspirational goals and future challenges we’re set to face. Future consideration is needed for climate change, waste and recycling, tourism and population Vibrant Communities growth. Kaipara communities offer an attractive place to live and visit Kaipara District is an attractive place for more and more people who want to call this place home. A key part of our vision is to enable growth in a way that is sustainable, to retain Healthy Environment what’s special about everything between our two oceans and two harbours, and to improve Our natural environment is on this. protected and open to the community MISSION

Prosperous Economy Nurturing our people and place by inspiring a vibrant, healthy and caring community. Development is encouraged, supported and sustainable

A Trusted Council An open organisation working for our community

12 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.5 TRENDS AFFECTING Population Growth KAIPARA Kaipara’s population growth from 2013-2019 has made it the fastest growing district in Northland.

As part of the requirements for Economic Changes the Infrastructure Strategy, a Agriculture and manufacturing are the main drivers of Kaipara’s economy, and have seen continual summary of the trends that growth over recent years. could affect Kaipara, and therefore the future provision of infrastructure has been Climate Change and Sea Level Rise provided under four themes as Climate change will increase the frequency and severity of extreme weather events in Kaipara, shown on the right. including sea level rise, but also drought, as has been observed in 2019/2020.

The provision and maintenance of infrastructure in Kaipara is a continuous, long term effort to Regionally Significant Infrastructure Projects ensure the continuation of Numerous significant regional level infrastructure projects will have an influence on future development sustainable development and patterns in the Kaipara District. enabling people to thrive in Kaipara.

Understanding what the future There are future external factors change and regionally significant Equally as important, in holds for Kaipara, both within and trends which the Council infrastructure projects will affect understanding these trends is how and outside district borders, is cannot completely anticipate or Kaipara District in the future. Though we adapt our vulnerable areas and crucial to enable the Council to control but will profoundly impact we do not know the quantum of seek to transform them to be more the District. It is important that the make educated planning these effects in an uncertain future. productive and resilient. Council observes these trends, as it We have contributed to numerous decisions for local still retains influence over the studies to help us understand these infrastructure. development patterns laid out in trends and how they could influence the Spatial Plans and the way that the district. These trends have the future infrastructure is provided. most impact on how we identify our future growth areas including how The four trends of population we provide the infrastructure to growth, economic changes, climate enable growth to occur.

13 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy to enjoy an early retirement. More 1.6 TRENDS AFFECTING PROJECTED FOR KAIPARA DISTRICT 2013 - 2051 KAIPARA recently, these areas have begun to attract young families seeking the Year POPULATION GROWTH Statistical Area 2 affordable housing and lifestyle 2013 2019 2020 2021 2022 2023 2024 2025 2026 2031 2036 2041 2046 2051 opportunities Kaipara offers, while Dargaville 4,600 5,077 5,102 5,149 5,238 5,328 5,408 5,478 5,540 5,764 5,897 5,978 6,079 6,169 Kaipara Coastal 3,680 3,776 3,747 3,733 3,749 3,762 3,769 3,767 3,759 3,734 3,734 3,750 3,804 3,862 The Kaipara District has been growing still being able to commute back to Maungaru 1,815 1,865 1,844 1,829 1,828 1,826 1,824 1,818 1,808 1,756 1,714 1,673 1,637 1,607 rapidly thanks to its proximity to Auckland part of the work week for Mangawhai Village 535 1,060 1,143 1,232 1,334 1,439 1,521 1,602 1,683 2,059 2,374 2,616 2,756 2,828 Auckland, lifestyle opportunities and employment. This latter trend is Mangawhai Heads 1,320 2,184 2,280 2,388 2,518 2,651 2,765 2,877 2,986 3,535 4,037 4,416 4,600 4,675 growing employment. According to anticipated to strengthen as roading Mangawhai Rural 1,505 2,298 2,377 2,466 2,578 2,693 2,786 2,875 2,961 3,447 3,947 4,356 4,775 5,215 the 2018 Census, Kaipara's population improvements reduce travel times Total Mangawhai 3,360 5,542 5,800 6,086 6,430 6,783 7,072 7,354 7,630 9,041 10,358 11,388 12,131 12,718 Kaiwaka 1,760 2,217 2,222 2,236 2,269 2,301 2,339 2,373 2,403 2,520 2,589 2,605 2,610 2,654 between Kaipara and Auckland and grew 20.6% from 18,963 in 2013 to Maungaturoto 1,160 1,318 1,322 1,331 1,352 1,372 1,403 1,432 1,459 1,539 1,585 1,607 1,603 1,582 22,869 in 2018, making it the fastest more services are developed, Ruawai-Matakohe 2,430 2,520 2,494 2,476 2,479 2,479 2,488 2,491 2,490 2,474 2,466 2,444 2,422 2,418 growing district in Northland. The particularly in Mangawhai, Kaiwaka Otamatea 1,595 1,785 1,769 1,760 1,765 1,769 1,767 1,761 1,751 1,697 1,641 1,593 1,567 1,541 district’s 2020 population is estimated and Maungatūroto. Kaipara District 20,400 24,100 24,300 24,600 25,110 25,619 26,070 26,473 26,839 28,524 29,983 31,039 31,852 32,552 at 25,200 and this is projected to grow Figure 1: Usually Resident Population actual and forecast Kaipara District to 26,839 in 2026, 28,523 in 2031 and However, despite its appeal to young 32,551 in 2051. families, Kaipara’s popularity as a retirement destination is anticipated 35,000 Most of Kaipara’s growth has been to result in its population aging Kaipara's Population focused around Mangawhai and the rapidly over the next 30 years. The 30,000 Kaipara District southeast of the district; those parts number of residents aged 65 years Mangawhai Kaipara excluding Mangawhai which are closest to Auckland. This and over is projected to grow from 25,000 trend is expected to continue, with the 6,104 in 2021 to 12,138 in 2051. The 20,000 Mangawhai population projected to population between 15 and 64 years increase from 6,086 in 2021 to 7,630 of age is projected to grow slightly, 15,000 in 2026, 9,040 in 2031 and and the population under 15 is approx.12,718 in 2051. The growth of projected to remain steady. Res ident10,000 Population Mangawhai and other areas of the 5,000 Kaipara southeast have primarily been As a consequence of COVID-19, driven by migration from Auckland. population growth is projected to - slow over 2020 and 2021 with softer 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050 Many of these migrants are those net migration and a decline in Year nearing retirement age who may be employment. able to facilitate their move by selling Figure 2: Usually Resident Population of total Kaipara, Kaipara excluding their family home in Auckland for Population growth is projected to Mangawhai, and total Mangawhai significantly more than the value of a pick up from 2022 onwards, with the new home in Kaipara, allowing them district growing steadily to reach a population of 32,551 in 2051.

14 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy employment growth, particularly in Through analysing this trend and 1.6 TRENDS AFFECTING undertaking regular discussions KAIPARA agriculture, and will slow population growth, though growth and negotiations with interested will remain positive. developers, the Council will work POPULATION GROWTH to align infrastructure planning The strength of Kaipara’s economy with development expectations. is therefore anticipated to result in This assists the Council to be an In contrast to the southeast, continued population growth in enabler for quality development population growth in northern northern and western areas as proposals that grow our towns and and western parts of the district well as in the southeast. The figure attract new jobs and industry. appear to be more closely aligned to the right presents' population to employment growth, with more projections for the different areas jobs attracting and retaining of Kaipara from 2013 to 2051. workers and their families. 7,000 Employment in Kaipara District What does this trend mean for Northwest Kaipara Dargaville grew steadily over the past the Council Infrastructure? 6,000 decade, at nearly 2% per annum. Employment growth is expected Anticipation of continual 5,000 to turn negative in 2020 and 2021 population growth provides the Kaipara Coastal because of COVID-19 and the impetus for implementing the key 4,000 associated economic shock. urban areas spatial plans, 3,000 Strong employment growth is specifically in southeast Kaipara by expected for the remainder of the progressing structure plans and Maungaru Res ident Population 2,000 2020s as the district recovers plan changes to align the land use activities with the infrastructure from the economic shock and 1,000 returns to its prior growth path. provision. For example, more Continued population growth people coming to live in an area - over this period is also means increased demand on our anticipated. water supply infrastructure. This is 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031 2033 2035 2037 2039 2041 2043 2045 2047 2049 2051 a challenge which intersects with Year During the 2030s, more stringent the Council’s aging infrastructure. Figure 3: Resident Population actual and forecast for the Northwestern Kaipara environmental regulation is Understanding the trends in expected to result in higher population growth is necessary for carbon prices and greater understanding Kaipara’s future regulation related to freshwater infrastructural requirements and quality. Coupled with greater how best to share the cost of these uptake of automation technology to both renew and upgrade our across the economy, this is infrastructure. expected to reduce the rate of 15 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.6 TRENDS AFFECTING KAIPARA dairy sector has seen 220 less jobs over the 2009-2019 decade, with less dairy cows and hectares in dairy production. ECONOMIC CHANGES This, however, has not reduced the amount of milk solids produced which has been relatively consistent, with the Kaipara’s economy is founded on dairy payout increasing substantially its primary industries (particularly from $137m in 2009 to $192m in 2019. Structure of Kaipara’s Economy dairy). The primary industries are supported by a strong This ability to produce more with less Agriculture, Forestry and Fishing manufacturing sector which follows a decade of research, 17.4% includes processing of milk and development and innovation and has Manufacturing meat and production of agricultural made more land available for 26.6% Rental, Hiring and Real equipment and supplies. environmental restoration, forestry Estate Services and transitioning into new crops. 3.4% Owner-Occupied Property Kaipara’s economy has been Operation 4.6% expanding over the past decade What does this trend mean for the Unallocated with Gross Domestic Product (GDP) Council infrastructure? 4.6% Construction growth averaging 2.5% per annum between 2009 and 2019. Council has been partnering with Wholesale Trade 11.5% Employment has also grown with central government and the Northland 6.8% an additional 1,186 jobs added Regional Council to understand the Ret ail Trade between 2009 and 2019. potential that its high-quality soils, 7.7% Professional, Scientific and Employment growth has largely warm climate and proximity to 8.9% Technical Services been driven by the construction Auckland has for land use connected 8.5% All ot hers sector which added 299 jobs with the primary sector. This research between 2009 and 2019. Strong is now available for landowners via the Figure 4: Kaipara District Main Industries based on GDP (Source Infometrics) job growth has also been Kaipara Kai information hub in Ruāwai. experienced in the service sectors This research has assisted the Council which support construction, such and its partners to establish a as resource consenting, programme to facilitate projects that engineering and architectural explore the expansion of high value services. crops which create more jobs on the land and in processing facilities located Changes are afoot in Kaipara’s in our towns. This programme is called primary sector. In particular, the the North Kaipara Agricultural Delta and is explained further in Part 2.

16 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.6 TRENDS AFFECTING network are the start of creating our KAIPARA distinctive point of difference. The research Council has conducted has shown that there is latent demand ECONOMIC CHANGES for visitors to engage with these activities and we hope to facilitate more events such as the Tour Tourism is an untapped Aotearoa which takes cyclists opportunity for the Kaipara through much of west Kaipara, district. While growth is occurring including the whole Pouto Peninsula. in tourism activities, it is occurring This sees an influx of local activity, from a low base and there is much room to grow. particularly at Pouto Point. Meanwhile, water transport and While domestic visitation is Kaipara’s wharves network has primarily based on the wider historically played a significant role surrounding resident population, in the district’s development; recent the base for any international investigations indicate that the visitor catchment is clearly Kaipara Harbour offers a range of arrivals into New Zealand. The experiences which can be capitalised figure to the right illustrates the on in the future. However, to well-established long term trend promote this offering of experiences, of growth in overseas arrivals investment into the appropriate Figure 5: Visitor Arrivals into New Zealand retrieved from Statistics NZ - Visitor Arrival (before the COVID-19 pandemic). infrastructure is necessary. Statistics (YE Jun) This has shown overall numeric growth of 130% over the last 20 To promote a variety of tourism years, 56% over the last 10 years opportunities, the Council has been and 30% over the last 5 years. partnering with central government to source external funding to The Council is looking to develop upgrade and install the necessary Kaipara’s unique offering to infrastructure. The Ancient Kauri support and diversify our local Coast programme is the collection of economy. The focus on providing tourism based, open space and town attractive and safe multi-day centre projects that aims to enhance cycling trails and rejuvenating the the tourism experiences and entice historic Kaipara Harbour wharves people to stay longer (see Part 2).

17 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.6 TRENDS AFFECTING Research conducted as part of the KAIPARA Kaipara Wharves Feasibility Study suggests that the District can position niche experiences around its areas of ECONOMIC CHANGES relative experiential strength. This includes the harbour - especially the more sheltered estuarine This pattern of overall tourism environments, the landscape, the spend is shown below in the culture, history and people – and the international and domestic activities they participate in such as visitors to Kaipara District. The fishing and cycling. Many of the figure adjacent shows solid experiences (especially those that are growth in visitor spend by guided) will be blended and offer domestic visitors over the last 10 visitors a sample of several different years, but virtually no change for types of experiences. international visitors. This highlights the significance of The overall approach would be one domestic (out of district) visitors that could be labelled “slow tourism” overall, and a relative decline in or “integrated community tourism”. It the capture of overseas visitors would be based on guided for Kaipara District over the last experiences and self-guided routes 10-15 years (given national visitor throughout the district. The routes arrivals are growing strongly). could, in places, be facilitated by local operators (like the current ferry Even before the COVID-19 operator who takes mountain bikers pandemic, the data indicated that across the harbour). the Kaipara District was best Figure 6: Domestic and international Visitor Spend - Kaipara District suited to domestic tourism and Creating exploratory routes also niche international visitor enables locals to offer their services opportunities. Overall, the along the way (such as bike shops, potential exists to create niche cafes, guides, accommodation tourism opportunities that can providers). This is common and well- have a positive impact on local established elsewhere in the world. populations, without the negatives associated with mass tourism models.

18 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.6 TRENDS AFFECTING Notwithstanding, Kaipara’s conditions expected over the The Council has been facilitating KAIPARA economy is far from immune with initial years of the LTP and research in making better use of our the retail sector, forestry, Infrastructure Strategy will result climate, water and soils to promote accommodation, hospitality and in both challenges and higher value horticulture ECONOMIC CHANGES some manufacturing likely to be opportunities for Kaipara. endeavours. The Council is looking affected. to support its local tourism industry What does this trend mean for with upgrading and replacing our The COVID-19 pandemic reached the Council infrastructure? Once international trade and travel aging wharf infrastructure and New Zealand at the end of begin to return to normal (or reach Kaipara’s strength lies in its creating new cycle trails to connect February 2020. Responses to a new normal), the factors that agricultural and manufacturing our historic villages and towns. COVID-19 in New Zealand and contributed to Kaipara’s economic industries. The global pandemic across the globe resulted in success prior to 2019 are likely to has increased the call to diversify dramatic economic disruption once again stimulate economic the local economy and support (Infometrics, 2019). The rapid growth (Infometrics, 2019). deterioration in economic new enterprises. conditions across New Zealand These economic factors will need to and the globe, and expectations be considered when planning for for a long, slow, recovery, signal a maintenance and expansion of tough few years for the economy. Kaipara’s infrastructure.

That said, New Zealand’s strong An economic recession and less agricultural sector, and position as development activity could a food exporter, is likely to potentially mean less funding is provide a solid foundation for available through development regional New Zealand contributions. The Council is being (Infometrics, 2019). The ability of urged to deliver on a steady Kaipara’s economy to recover is pipeline of public infrastructure to therefore better than most due to maintain employment. its focus on kai production. The To this end, central government has food sector has been largely signalled its intention to increase its unaffected by the nationwide expenditure on the nation’s lockdown restrictions and export infrastructure and to work with local prices for food commodities government to rapidly advance (particularly dairy and meat) are “shovel ready” projects. Hence holding up well. the unprecedented economic Figure 7: Average unemployment annual rate of New Zealand and Kaipara District

19 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.6 TRENDS AFFECTING Due to these projected changes, All the risks identified pose a What does this trend mean for KAIPARA Kaipara District faces increased connected primary risk of erosion the Council’s infrastructure? flooding, coastal erosion, storm of services levels/failure by Council CLIMATE CHANGE AND SEA surge, coastal inundation and to provide expected levels of Infrastructure services play an LEVEL RISE saltwater intrusion, drought, service. In short, increased integral role in increasing a bushfire, extreme winds, and soil frequency and/or severity of natural community’s resilience and erosion and landslides. These are not hazards poses risk to both the capacity to adapt. Climate It is projected that by about 2040, new hazards for Kaipara. However, assets themselves and to Council’s resilience work focus puts Council Kaipara’s climate will be warmer the increased frequency and/or obligation to provide certain levels on track to make sure assets are throughout the year, slightly less severity of these hazards introduces of service. ready for a hotter and somewhat wet overall, drier in winter and increased risks to infrastructure drier Kaipara, with higher sea spring and wetter in autumn. assets. The intensity of impact for the levels and more extreme weather Kaipara will see less water flowing above risks, including negative or events. Council is currently in the in rivers and streams annually, with Risks to infrastructure include: positive outcomes, is based on process of developing a climate lowered low flow and high flow ● Reduced integrity and breaching several factors. These factors change work programme that will levels. Our soils will also be drier, of stopbanks and flood defences include physical location, current establish action on adaptation, with more moisture deficit and ● Reduced capacity of land condition and asset capacity, mitigation and sustainability. All evapotranspiration accumulation. drainage networks dependency on the service, significant infrastructure ● Unplanned overflows, available alternatives, and programmes will need to Kaipara will also experience more contamination and pipe damage possibility of intervention and/or consider an options assessment weather extremes. Extreme hot to water supply, wastewater, and response. Understanding and framework to inform the days will be more frequent, and we stormwater networks reducing negative impacts is one approach taken to address will see more heatwaves. With an ● Flooding and/or erosion of waste outcome of this strategy’s climate climate change impacts. Adaptive increase in intensity of sub-tropical minimisation management sites resilience work focus. Climate pathways (discussed further in the cyclone events, our rare, extreme and contaminated sites and resilience work focus aims to Part 2) will be a key strategy for rainfall events will become more leaching reinforce positive impacts and determining adaptation intense and bring more rain in a ● Disruption to and reduced identify opportunities for for responses, especially in the short amount of time. Mean annual integrity of transport networks efficiency, increased capacity, and community interface area. floods will become larger. Extreme ● Flooding (alluvial, pluvial and sustainability. wind events will also become more coastal) of buildings intense. ● Damage to power lines and/or reduced capacity of transmission On Kaipara’s coastlines, sea levels for electricity transmission and are projected to rise about ● Coastal flooding, saltwater 0.3metres by 2040 and Kaipara will intrusion and/or storm damage see more intense extreme sea to coastal reserves, parks and levels. wharves.

20 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.6 TRENDS AFFECTING Mangawhai is already attracting North Port features prominently While there is still no firm KAIPARA migrants from Auckland who in the Government’s review of the commitment from the Government REGIONALLY SIGNIFICANT commute back to the city for work. Upper North Island supply chain to construct the rail link to North INFRASTRUCTURE PROJECTS Further reducing travel times There is growing pressure for Port, the Government has worked to between Kaipara and Auckland is some or all of the freight handled advance planning and has begun anticipated to further accelerate by the Ports of Auckland to shift purchasing the land required. At the Kaipara’s growth. An extension of to North Port. If this eventuates, same time, a major rejuvenation of the Northern Motorway from it may reduce transport costs to the North Auckland rail system has Puhoi to Warkworth is already Kaipara exporters and importers, begun. The line from Whangarei to Largescale infrastructure projects, under construction; anticipated to further encouraging industry to Auckland is being upgraded to or even the combined effect of open by the end of 2021. Planning establish in the District. accommodate modern hi-cube many incremental improvements, for a further extension, bypassing containers and the rail link to the has a strong influence on patterns Furthermore, the development of the Dome Valley and reconnecting Far North is to be reopened. No of development. This section industry around the port and with SH1 north of Te Hana is also decision has yet been announced looks at the significant regional associated job creation would progressing. An application for a regarding the future of the level infrastructure projects that result in more families potentially Notice of Requirement (NOR), Dargaville Branch and the line is may come to influence future moving to the Bream Bay and together with an associated presently “mothballed”. The development in the Kaipara. Mangawhai areas. This would application for regional resource rejuvenation of rail in Northland will Consideration of these projects is further prompt the need to consents has already been lodged provide a welcome alternative to important as enabling upgrade local infrastructure to to enable the construction, moving bulk freight by road and will improvements in the time, safety cater to this growth. In particular, operation and maintenance of the benefit freight customers. The and comfort of travel for example, Cove Road (the coastal route new four lane State Highway. presence of an efficient rail network increases the attractiveness of connecting Mangawhai and When completed, this will result in in Northland could further entice development proposals, which in Waipu/SH1) may increasingly Mangawhai being located just 18 industry to relocate to Northland, turn influences local come under pressure from minutes, and Maungatūroto 25 particularly where industries are infrastructure provision. commuters to the port. minutes from the end of the new feeling the pressures of rising land Perhaps the most significant motorway. Along with proposals around the prices and growing congestion in regional infrastructure projects to expansion of North Port has come Auckland. This will have implications North Port, the port servicing affect the Kaipara are the the proposal to build a rail link to for provision of local infrastructure Kaipara and the Northland Region, continued improvements to State the port and to rejuvenate in rail-served industrial areas such also has the potential to influence Highway 1 (SH1 ) and connectivity Northland’s rail network. This is as Maungatūroto and Kaiwaka, Northland’s future direction. The with Auckland. intended to reduce the growing which have access to the main north port is built on a natural deep- pressure heavy vehicles are rail line, as well as SH1 and SH12. water channel and has placing on the region’s roads, considerable vacant port and especially as the port further industrial zoned land into which it increases its freight handling. can expand.

21 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.6 TRENDS AFFECTING KAIPARA

REGIONALLY SIGNIFICANT INFRASTRUCTURE PROJECTS

What does this trend mean for the Council’s infrastructure?

It is important that the Council is aware of the impact of significant infrastructure projects and attempts to get ahead of the development that occurs as result of it. This involves making land use plan changes and locking in the land, consenting and construction requirements for the infrastructure needed. To facilitate the significant infrastructure projects and spatial planning the Council is looking towards partnering with multiple Government and local government agencies to co- ordinate all planning and development along the Northland to Auckland Corridor. More information on this programme response is covered in Part 2.

Figure 8: Upper North Island : Strategic Connections shows the key origins, destinations and the flow of people and goods through each pan-region. The graphic comes from NZTA Arataki master plan document (10 year review of how NZTA will implement the Government’s strategic direction.

22 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.6 TRENDS AFFECTING KAIPARA

REGIONALLY SIGNIFICANT INFRASTRUCTURE PROJECTS

This map depicts the future influence of some of the regionally significant projects if or when they are realised.

Figure 9: Regionally significant projects future influence

23 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.6 TRENDS AFFECTING KAIPARA REGIONALLY SIGNIFICANT INFRASTRUCTURE PROJECTS

WARKWORTH TO WELLSFORD This is one example of regional CASE STUDY works which will have profound impacts for Kaipara. As discussed previously, the population in Kaipara is expected to grow NZTA has given a Notice of rapidly, particularly around Requirement (NOR) as of 18 May Mangawhai and the southeast 2020 for a new State Highway part of the district. The SH 1 (SH), along with a joint resource extension will be a key catalyst for consent application. This will be this growth, allowing for more an extension of SH1 from fluid movement between Warkworth to Te Hana, which will Auckland, Kaipara and Whangarei. significantly improve safety along the motorway, while also Improved accessibility to and improving connectivity and from southeast Kaipara is an unlocking the burgeoning important factor which the potential of southeast Kaipara. Council will need to consider for the provision of infrastructure in Improved safety, provision for the future. For example, the safe cycling and walking, reduced Warkworth to Wellsford extension journey times for general traffic will make living in Mangawhai and freight, increased capacity, more viable and attractive; a improved route security (by subsequent increase in residents providing an alternative route), will increase pressure on the local improved travel time reliability community wastewater system. and improved accessibility can be expected as a result of the extension. These will all make travel to Kaipara more attractive Figure 10: Warkworth to Wellsford traffic flow improvement. and viable, particularly in Source: Warkworth to Wellsford Assessment of Environmental Effects (NZTA) southeast Kaipara.

24 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.7 WHAT ARE OUR INFRASTRUCTURE CHALLENGES? Aging infrastructure Many of Kaipara’s infrastructure assets are approaching or past their useful life, particularly its water supply and wastewater assets. Significant expenditure can be expected on renewal work in the future. Over the past three years, the Council has engaged broadly as part of projects such as the Spatial Meeting customer expectations and legislative requirements Planning for Dargaville, Kaipara’s residents have expectations for infrastructure in the district, which is a challenge for the Maungatūroto, Kaiwaka Council’s financial capacity. Additionally, the planning framework (national, regional and local) and Mangawhai, Kaipara significantly changes the Council’s ability to meet Levels of Service. Wharves Feasibility Study, as well as public meetings and residents' surveys. The feedback provided an Recognising the need and providing for resilience analysis conducted as part Kaipara’s infrastructural networks must be endowed with the capacity to endure and recover from of the Activity Management shocks, particularly from natural events (drought, flooding etcetera) brought on by climate change. Plans, which has helped to shape the district’s key infrastructure challenges Balancing how to fund new infrastructure into five categories. Kaipara will be faced with many competing funding priorities, and a careful balance must be struck to meet the expected level of growth in local communities over the short, medium and long term.

Uncertainty around waste minimisation Recycling rates in Kaipara are low; meanwhile, uncertainty remains as central government strategies for waste minimisation are still being finalised.

25 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.7 WHAT ARE OUR Dargaville Water Pipes Road Bridges Rural Settlements INFRASTRUCTURE In the historic area of Dargaville a Infrastructure CHALLENGES? Through the Northland large portion of the water lines Transportation Alliance (NTA), the Several of Kaipara’s smaller are classed as being in very poor Council has identified a serious villages and settlements which condition, owing to be in the 50- AGING INFRASTRUCTURE need to upgrade bridges on the have historically developed using 80 age bracket. As a result of this roading network that are reaching more self-sufficient methods such lack of investment, the the end of their lives and require as on-site septic systems are now maintenance costs (attending to renewal.​ The bridges upgrade reaching a point where these leakage) and lack of pressure are Overview programme will seek to systems are now failing. In smaller the resulting issues. The Council strengthen and upgrade 5% of rural communities, on-site will need to invest heavily in this The District’s infrastructure has Kaipara’s bridges over the concrete tanks and pipes are infrastructure to bring it up to an following 10 years. The bridges historically lacked investment cracking. This is causing the improved level of reliable service. that are being prioritised have at the appropriate time (due to receiving environment (i.e. creeks reached the end of their design and beaches) to become budget constraints) which has life and structurally require contaminated with untreated resulted in a significant portion strengthening or replacement. wastewater especially during high of assets aging and in need of rainfall events. The Council and costly renewals. the community will need to work through options to address this The adjacent examples are situation. This could include some of the most pressing considering whether the release of rural land bordering these situations due to the aging villages could be rezoned for infrastructure that the Council residential and business has to deal with over the next development and help fund part three years of the LTP. of a new centralised wastewater system.

Figure 11: Condition of Assets – water supply

26 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy WHAT ARE OUR Customer Expectations 1.7 Wastewater Systems National INFRASTRUCTURE In addition, changes in legislation can influence the Environmental Standard has been CHALLENGES? Customer expectations, in some ease at which new water withdrawn, other standards have areas, exceed the ability for the treatment consents are the potential to impose costs on MEETING CUSTOMER Council to fund the level of service obtained or existing consents ratepayers including those not expected. City dwellers who move EXPECTATIONS AND are renewed. Experience connected to a Council to a rural district often have high LEGISLATIVE REQUIREMENTS demonstrates that consent wastewater system (such as expectations for a service they conditions are becoming more remote rural settlements as have received from a city council. stringent, with increased discussed prior). For example, there is a desire for monitoring requirements being more roads to be sealed as commonplace. There is a unsealed roads make up 72% of likelihood of better the network. With limited financial This section covers the management and possibly capacity, this desire must be challenges the infrastructure reduced volumes in water take considered alongside structural consents. area has in meeting customer upgrades to bridges that have expectations and the reached the end of their design The Ministry for the legislative requirements. life and at risk of failing if not Environment (MfE) is promoting renewed. a series of National Environmental Standards that The Government’s Three can be enforced as regulations Legislative Changes Waters legislative review under the RMA. One such (following the Havelock North standard is the proposed Legislative change through central campylobacter bacterium standard for Ecological Flows government policy statements and Water Levels, the objective outbreak) has highlighted can significantly affect the of which is to facilitate the increased expectations in Council’s ability to meet minimum sustainable management of water quality. The Level of Service and required New Zealand’s water resources. improvements to infrastructure expectations to restore clean It intends to promote assets. waters in the district’s consistency in the way decisions are made to ensure receiving environments means Changes in Northland Regional sufficient variability and sediment must be reduced in Council’s Proposed Regional Plan quantity of water flowing in addition to addressing any for Northland, environmental rivers, groundwater systems, substandard wastewater standards and the Resource lakes, and wetlands. Whilst the schemes. Management Act 1991 (RMA), may Onsite also affect services.

27 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.7 WHAT ARE OUR Resilience in our Drainage Districts The biggest gap is in the data knowledge of the pipe network. The known INFRASTRUCTURE Flood protection and control covering CHALLENGES? Stormwater network is made up of flood control schemes, river alignment 87.3km of pipeline, 83.0km is tagged as control and land drainage are co- ‘Waters’ assets, the remainder being RECOGNISING THE NEED ordinated in 31 drainage districts. Transport and privately owned assets. AND PROVIDING FOR (Refer to drainage district map on The ownership split between Waters and RESILIENCE subsequent page). As each drainage Transport is currently under review and district is managed differently, there should be taken as are variable Levels of Service (LOS), • 22% of pipe diameters are Cultivating resilience in our some of which do not meet the unknown (18.3km); communities and productive minimum standards. Failure to meet • 32% of pipe materials are unknown areas means endowing them minimum standards will be (26.7km); and exacerbated by increased intensity of with the capacity to endure • 19% of pipes have both unknown storm events and sea level rise. The and recover from shocks. diameters and unknown materials drainage districts were established to (15.9km) provide leadership to protect people's The impending impacts of homes, livelihoods and infrastructure climate change in Kaipara including road connections in the many highlight the need for low-lying parts of the District. improving resilience of Urban Stormwater Network infrastructure from natural events. Extreme weather The condition of large parts of the events, such as prolonged urban stormwater network condition is drought, intense rainfall and not known. Our lack of knowledge in sea level rise, will all place this area means many assets do not end up being recognised for renewals. unprecedented pressures on This makes managing the assets Kaipara’s infrastructure. difficult as there is not sufficient data to make informed judgements. Improving resilience of infrastructure includes flood Over the last two years, over 150 protection measures, such as stormwater manholes have been stopbank improvements, identified which have not previously floodgates renewal and a pipe been on this list. Further research needs to be completed to model their renewals programme for the effects and eventually plan for urban stormwater network. potential significant events. Figure 12: Stormwater Pipe Materials 28 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.7 WHAT ARE OUR INFRASTRUCTURE CHALLENGES?

RECOGNISING THE NEED AND PROVIDING FOR RESILIENCE

Kaipara Drainage Districts Map

Figure 13: Location of Kaipara drainage districts

29 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy infrastructure banker for all The Spatial Plans for Dargaville, ● External funding - the Tai Tokerau WHAT ARE OUR development but realises that it plays a 1.7 Maungatūroto, Kaiwaka and water storage project in west INFRASTRUCTURE key role in encouraging economic Mangawhai show the potential Kaipara may create opportunity CHALLENGES? development opportunities by spatial changes and improvement for a funding application to MBIE, attracting people to live, work and play possibilities that our key urban areas with further financial support in its special place. The graph below BALANCING HOW TO FUND could see over the life of this from NRC. shows the Infrastructure capital NEW INFRASTRUCTURE Infrastructure Strategy (2021-2051). ● Interest-free loan - previous expenditure for the 30 year period The Council is currently consulting on funding schemes such as the from 2021. the Sub-regional Spatial Plan for the Housing Infrastructure Fund have Kaipara District, which seeks to allocated capital funding to cover Council cannot exceed its debt ceiling A balance must be struck provide direction for the future the upfront cost of infrastructure so must work alongside those who wish District Plan review on how Kaipara’s schemes, with a cost recovery between competing funding to develop land and find smart rural and coastal communities could from developers and house priorities, particularly on how solutions to fund larger bulk potentially grow. This presents the builders over the 10-year period, to fund new infrastructure infrastructure projects. All Councils in Council with a dilemma on how to resulting in a smaller cost and needed to meet the expected New Zealand, especially in high growth balance its funding and, in particular, risk to the Council. areas, are investigating how to level of growth in our towns which areas the Council will upgrade ● Separate Agreement – wherever innovatively fund growth-related over the short, medium and its infrastructure where there are there is a particularly large infrastructure projects. Some of the long term. As one of the fastest clear signals that development is due development proposal, or project options that the Council will consider growing Districts in New to happen and is in accordance with specific to an area that Council the Spatial Plan direction and include: Zealand, the Council needs to wishes to support but does not principles. The Council cannot be the be able to capitalise on have the ability to fund some of the key bulk infrastructure, then external funding as well as an agreement with developers create clear structure plans to Prospective capital expenditure can be a tool to unlock this support development which 250,000 impasse. This would usually enriches its communities recognise the creation of an rather than become a 200,000 infrastructure asset like road sealing that is utilised by people financial burden. This 150,000 financial challenge will need outside their development area. $'000 Agreements will show the cost innovative solutions to 100,000 which the Council is contributing support sustainable 50,000 to cover this additional capacity. development and the aspirations set out in our 0 2021-2026 2026-2031 2031-2036 2036-2041 2041-2046 2046-2051 Spatial Plans. Capital Expenditure - Renewal Capital Expenditure - LoS Capital Expenditure - Growth

Figure 14: 10 Year Capex by Area

30 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.7 WHAT ARE OUR INFRASTRUCTURE CHALLENGES?

BALANCING HOW TO FUND NEW INFRASTRUCTURE

As identified in the Sub- Regional Spatial Plan, Kaipara will need to plan for the provision of appropriate infrastructure for the various towns and villages in the district. Infrastructure investment will be particularly required in the Key Urban Centres. This map shows graphically the level of population change expected in Kaipara’s key urban areas over the next 30 years.

Figure 15: Expected population level changes in urban areas over next 30 years.

31 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Currently, local direction for waste • Councils rationalising the types of 1.7 WHAT ARE OUR minimisation in the Kaipara district is plastics collected for recycling FIVE KEY ACTIONS SOUGHT INFRASTRUCTURE determined by the Waste Management and potentially implementing a and Minimisation Plan 2017/2022. CHALLENGES? comprehensive range of measures to deliver sustainable Review the NZ Waste Strategy to set There is yet no clear NZ Waste Strategy use of plastics, and potentially a a clear programme for action - no UNCERTAINTY AROUND to align Councils and address the issues. national plastic action plan progress identified This has created uncertainty with the WASTE MINIMISATION • Australia banning the export of waste sector. Although Council has waste plastic, paper, glass and achieved increasing diversion rates for Expand the Waste Disposal Levy tyres which will take effect early and progressively raise the levy to the past five years it continues to strive 2021. to seek opportunities to increase reduce waste to landfill - action announced in July There is uncertainty for waste diversion from Landfill. Kaipara’s waste is largely comprised minimisation efforts at this of putrescible items something that The Local Government Waste ( Officially adopt the National Waste stage as central government Management Manifesto (LGWMM) 2020 is liable to decay) which makes up Data Framework to enable better Update was prepared to outline key 40% of all waste. Paper and plastic strategies are yet to be planning and monitoring - limited priorities for local governments with make up the next largest share, each finalised. Furthermore, we progress identified regard to waste management and the comprising 15% of all waste. have low levels of recycling reduction in waste to landfill, further The latest waste consumption audit and it is clear from our reducing the costs borne by councils and Present a Container Deposit for the years of 2017 - 2022 as their communities. Five key actions have Scheme to lift recycling rates and community that this is an shown in figure on next page, varies been developed, refer to figure on right. reduce litter and marine pollution - important matter. In the to that of 2012-2015 with a decrease research underway meantime, Council shall International ramifications which have of: • Ferrous Metals (3% to 2%) endeavour to seek out and occurred in the recycling sector in the past two years which have shaped these • Glass (11% to 8%) Declare Tyres, E-Waste, Agricultural establish guidance for waste actions, include: • Paper (20% to 15%) Chemicals and Plastics as priority • Plastic (17% to 15%) management in Kaipara. • Restricting imports of recyclable products and develop Mandatory materials in China, impacted our Product Stewardship Schemes. Moreover, an increase of: recycling market particularly for Currently, central Putrescible items (33% to 40%) grades of paper and plastic collected • Textiles (4% to 5%) government’s direction from kerbside • • Potential hazardous (2% to 4%) regarding waste minimisation • The effects of COVID-19 on the waste • Rubble (1% to 2%) Local Government Waste is limited to the New Zealand sector such as the global economic Figure 16: downturn on consumer demand for Management Manifesto 2020 Update Waste Strategy, published in products and services; disruptions to 2010. However, the Local recycling and waste services; and Government Waste shrinking of International commodity markets Management Manifesto 2020 • The ways in which plastic is managed Update was released to set out is evident in the Amendments to the national waste management Basel Convention to restrict the export actions. of mixed plastic grades, which will in turn increase the cost to export 32 mixed grades of plastic Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 1.7 WHAT ARE OUR INFRASTRUCTURE CHALLENGES?

UNCERTAINTY AROUND WASTE MINIMISATION

The table to the right has been extracted from KDC’s Waste Management and Minimisation Plan 2017/2022. Figure 17: Kerbside Refuse Composition (2017 - 2020) It sets out targets which provide high level measures of progress and further aim to achieve the overarching aim of the Plan, that is “To reduce waste and increase recycling and resource recovery for the protection of the environment and human health”. Assessing progress against these targets focuses on gathering data through the processes of monitoring, evaluating and reporting. The challenge found in monitoring and evaluating the targets is the lack of information with regards to waste generation, collection, processing and management.

33 Resilio Studio | AR+Associates PART 2 - KEY PROGRAMMES RESPONSES

34 Kaipara District Infrastructure Strategy 2.0 INTRODUCTION

Since the previous Infrastructure Strategy in 2018, the Council has been collaborating on several significant strategic programmes with the Ministry of Business, Innovation and Employment (Kaipara Kickstart), Northland Regional Council (NRC), NZ Transport Agency (NZTA), Whangarei District Council (WDC), Northland Inc. Auckland Council and Kaipara iwi. These collaboration type programmes require all organisations to align their approaches, funding arrangements and resources for a common goal.

The Council, for its part, has prioritised four of these programmes and has aligned its infrastructure projects underneath each of these. Part 2 covers the four key programme responses to tackle the external trends and challenges outlined in Part 1. Grouping projects and improvements within a larger programme seeks to maximise benefits by combining the natural synergies that can be found between projects. It also assists external funding agencies to see strategic alignment across multiple programmes and organisations. The programmes are introduced within this section with further detail contained in the Activity Management Plans (AMPs).

35 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 2.1 OUR OPPORTUNITIES - INTRODUCING THE FOUR KEY PROGRAMMES

In response to the infrastructure challenges and external trends affecting the Kaipara District, four strategic programmes have been developed to prioritise and co-ordinate significant infrastructure improvements. This approach will also inform who the Council will collaborate with to achieve the programme goals.

1. Building Resilience 2. Ancient Kauri 3. North Kaipara 4. Northland to Auckland Coast Agricultural Delta Corridor

36 Kaipara District Infrastructure Strategy Water and Wastewater 2.2 KEY PROGRAMME 1: Overview Parks and Recreational Network Facilities BUILDING RESILIENCE INTO OUR ASSET NETWORK Since the last LTP, the Conduct asset condition surveys Bring all open spaces, tracks Infrastructure Department has and create models of the and recreational facilities up to managed to bring all water network to attain complete a minimum standard and services consents up-to-date knowledge. Subsequently, within all codes and NZ and legally compliant. This has prioritise critical assets which are standards. required gaining a greater in suboptimal condition; identify understanding of both existing assets which require capacity Transportation Levels of Service and what increases to minimise leakages future expectations may and breaks and to meet the The Northland Transportation include. The Council cannot minimum level of service. Alliance has completed renew all its assets at the same development of a regional AMP time. It must prioritise when Respond to climate change and for the three Northland each centre, village and sea level rise flooding, including Councils in 2021 for the 2021- settlement will require renewal protecting wastewater 2024 and beyond LTP’s. During and plan for events that are treatment, pump station and the development of this outside of its control, giving pond facilities, and groundwater regional AMP, a review of the regard to climate change infiltration in flooding events. previous AMP documents for related weather events and sea When conducting asset renewal the three councils (FNDC, KDC level rise. Increasing resilience and upgrades, pursue water- and WDC) was undertaken to in the asset network sensitive and nature-mimicking determine common issues. programme recognizes the design where possible. Draft region-wide problem Council’s core responsibilities Investigate low emissions statements were drafted and a in managing its assets options for capital works projects ‘bottom up’ review of the efficiently and effectively but and operational activities. current practices was also in how it plans for climate undertaken to determine what change events and how these Waste Minimisation was working well to address assets could be impacted. these problems and what was Promoting not working. The programme of work is mechanisms/incentives to Gaps and opportunities for broken down under the support circular economies by possible improvement were following AMPs: reduction in waste, increasing identified and a ‘top down’ recycling rates, and review of strategies and implementing plastic washing activities was undertaken to and shredding/preparation. determine what could be done to address these issues.

37 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 2.2 KEY PROGRAMME 1: BUILDING RESILIENCE INTO OUR ASSET NETWORK

This map depicts the Kaipara towns, villages and settlements connected through infrastructure that form the essential network which the community relies upon to live, work and play.

Figure 18: Kaipara settlements connected by essential networks.

38 Table 1: Building resilience Kaipara District Infrastructure Strategy 2.2 KEY PROGRAMME 1: Major Capital Expenditure Uninflated Cost Description 2021/26 2026/31 2031/36 2036/41 2041/46 2046/51 Key Driver BUILDING RESILIENCE INTO ($m) OUR ASSET NETWORK Bridges and Structures Renewals 72.903 Slip Repairs LOS 53

Cycleways - Urban Active Transport Network (UATN) LOS 30

SIGNIFICANT PROJECTS Road Works - Unsealed road metalling Renewals 97.48

Projects to be denoted on Road Works -Sealed pavement Rehabilitation Renewals 56.142 map once agreed by Council. Road works- Sealed resurfacing Renewals 64.05 Takiwira Water Storage Project LOS 2.1

Takiwira water main renewals Annual LOS 23 Maungatūroto Baldrock Dam increase in capacity and LOS & Growth 6.1 investigation of alternative options Te Kōpuru Wastewater treatment upgrade LOS+Growth 0.35

Dargaville wastewater renewals LOS 2.7

Maungatūroto renewals LOS 2.84

Kaiwaka wastewater renewals LOS 1.32

Dargaville Stormwater renewals Annual LOS 5.08

Te Kōpuru Stormwater Open Drain upgrades LOS 0.55 Mangawhai Town Plan Wood Street and surrounds LOS 3.5 stormwater upgrade Mangawhai coastal outfalls upgrades LOS 1.8

Mangawhai Jack Boyd Drive stormwater resilience LOS 2

Mangawhai stormwater catchment management. LOS 5.26

District-wide land drainage - Awakino East stopbanks LOS 7

District-wide land drainage - Eastern Wairoa stopbanks LOS 30

Raupo land drainage - stopbank upgrades LOS 15

Raupo LD Internal Stopbanks LOS 2.5

Raupo land drainage floodgates LOS 0.9

Glinks Gully Landfill cap renewal Renewal 0.3

Hakaru Landfill LOS 0.6 Kaipara solid waste - climate change upgrades to closed Annual LOS 4.2 landfills Kaiwaka Closed Landfill LOS 0.35

District-wide coastal structures renewals Renewal 2.2

39 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy new pontoon and renewal of the Pahi and enabling developers, through Overview 2.3 KEY PROGRAMME 2: Wharf and a new wharf at Pouto Point. water upgrades, to build new ANCIENT KAURI COAST The Ancient Kauri Coast There are also further projects planned commercial enterprises. By focusing on PROGRAMME programme is broken into three to connect and improve other wharves staged improvements in these towns components: and ancestral marae in future years. and others along the Ancient Kauri These wharves will also link in with new Coast route, both residents and visitors Tourism Plan/Strategy investment in cycle tourism projects. will benefit and be encouraged to The Kaihu Valley Trail will create a multi- spend time and money supporting The Ancient Kauri Coast route day cycle experience connecting retailers and tourism businesses. Development of a Tourism was developed by Northland Waipoua Forest with Dargaville. This Kaipara District Council is unlikely to be Plan/Strategy or Destination Inc in 2017 to promote trail links to enhancements of the able to fully fund the projects required Management Plan which includes travellers to seek out an Kaipara Harbour missing link trail which to implement the staged upgrades of facilitating tourism groups to drive alternative to the established takes cyclists down to Pouto Point. the town centres, there will need to be collaboration and marketing efforts Mountain bike parks and new cycle investment from external sources, SH 1 tourism route. It is the and establishment of a Kaipara trails designed for all ages are proposed identified partners and central beginning of telling the Kaipara District Tourism Website to host in Pou Tu o Te Rangi Park, Mangawhai government funds. District heritage story and content and link in with other and Taharoa Domain (Kai Iwi Lakes). In regional tourism offerings. It will showcasing the many special addition to these lead infrastructure also be important for this strategy places that both domestic and projects, the necessary support facilities to be connected into the wider international visitors are invited to cater for people utilising these places Northland Economic Development to discover. The next stage is to including toilets and parking will be Plan and Destination Management provided, if not already available. develop more experiences, Plan and leverage a close improve and connected centres partnership with Northland Inc. and Town Centre Upgrades with richer stories and Auckland Tourism, Events and promotion of the Ancient Kauri Economic Development. The Council has recently adopted Coast. Key Tourism Infrastructure several key spatial plans which include the key urban areas of Dargaville, Project The extended Ancient Kauri Maungatūroto and Kaiwaka and the Coast includes the Brynderwyns Mangawhai Spatial Plan. Within these The Council has been partnering plans, there are key moves which the and Mangawhai and traverses with the Provincial Development Council will seek to implement in a through many of Kaipara’s Unit to prioritise several projects to staged manner over the next 30 years. historic villages and settlements connect and stimulate tourism These upgrades include improving including Paparoa, business activity. The projects walking and cycling connections, Maungatūroto, Matakohe, Te stemming from the Kaipara creating safer and more enticing streets, Kōpuru and Kaihu. Harbour Water Transport and enhancing the Council’s community Wharves Feasibility Study includes a infrastructure, incentivizing building new pontoon at Dargaville Wharf, owners to preserve heritage buildings 40 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 2.3 KEY PROGRAMME 2: ANCIENT KAURI COAST PROGRAMME

This map depicts the extent of the Ancient Kauri Coast programme, supporting the existing travel route from east coast to west coast showcasing the historic and distinctive places of interest.

Figure 19: Ancient Kauri Coast historic and distinctive places of interest.

41 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 2.3 KEY PROGRAMME 2: ANCIENT KAURI COAST PROGRAMME Table 2. Ancient Kauri Coast

Major Capital Expenditure

Uninflated Cost SIGNIFICANT PROJECTS Description 2021/26 2026/31 2031/36 2036/41 2041/46 2046/51 Key Driver ($m)

Bridges and Structures Renewals 72.903

Cycleways - Urban Active Transport LOS 30 Network (UATN)

Mangawhai SP Growth + LOS 22.68

Kaihu Valley Trail LOS 2

Pouto Road Phase 1 LOS 3.2

42 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy supplies. The greatest research and resources to assist KEY PROGRAMME 3: Overview 2.4 landowners who are NORTH KAIPARA concentration of high value soils in the Kaipara District is contemplating changing their AGRICULTURAL DELTA The climate of Kaipara District PROGRAMME predominantly in the river land use in the future. can be characterised as mild, delta between Pouto-Te humid and rather windy; Kōpuru to Dargaville-Ruāwai, owing to its northern location, The North Kaipara stretching out to Kaihu. Much Climate Change Approach - low elevation and proximity Agricultural Delta of this land is low-lying and Adaptive Pathways Planning to the sea. Summers are programme seeks to protect susceptible to flooding events warm and tend to be humid, Adaptive pathways planning is a highly productive land and salt water incursion. while winters are mild, with decision-making process used to through increased stopbank much of the district only The Council has partnered identify outcomes sought and protection. This would enable observing a few light frosts with Northland Regional the range of options available to high value horticulture per year. Rainfall is typically Council and the Provincial achieve this under changing conversions where there is a plentiful year-round, with Development Unit (within circumstances. This is a reliable water source or via occasional very heavy falls. MBIE) to progress several developing process, however, its the water storage projects However, dry spells and water storage projects to trialling in Hawke’s Bay has proposed in the Te Kōpuru drought can occur, especially realise the potential of the Te attracted acclaim in developing rural area. This in turn during summer and autumn. Kōpuru rural area and effective climate change creates the necessary Despite relatively high stimulate jobs in the approaches. demand for the creation of average annual rainfall overall agricultural and horticultural Using adaptive planning in Kaipara, a lack of storage sectors. Scoping reports have new zoning in Dargaville to strategies will determine a means much of this water is indicated that if the water allow for businesses combination of low-regret not able to be harvested for storage projects are fully associated with processing options that use environmental use at other times, including implemented, that Kaipara and value add products. (or service level) cues to summer and during droughts. District could benefit with an determine timing of The Kai for Kaipara Water increase of $85m in GDP and infrastructure upgrades. Options Resources Assessment up to 95 additional jobs analysis processes will be used (Williamson Water & Land (Source: Scoping of Irrigation as it can be implemented at a Advisory) concludes that in Schemes in Northland report range of scales and incorporate the short term, there are 2017). In addition, the uncertainty of timing and options for developing small- Kaipara Kai project (part of severity of climate impacts into scale horticulture using run- the Kaipara Kickstart long term planning. of-river, groundwater or programme) has established

closed loop irrigation water considerable horticulture 43 Resilio Studio | AR+Associates KaiparaKaipara District District Infrastructure Infrastructure Strategy Strategy 2.4 KEY PROGRAMME 3: NORTH KAIPARA AGRICULTURAL DELTA PROGRAMME

This map depicts the extent of the agricultural delta, where the proposed water storage projects and potential irrigation area could develop and towns it encaptures.

Figure 20: Potential development of agricultural delta for proposed water storage projects.

44 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy

2.4 KEY PROGRAMME 3: Table 3: North Kaipara Agricultural Delta NORTH KAIPARA AGRICULTURAL DELTA Major Capital Expenditure Uninflated Cost Description 2021/26 2026/31 2031/36 2036/41 2041/46 2046/51 Key Driver PROGRAMME ($m) Bridges and Structures Renewals 72.903 SIGNIFICANT PROJECTS Slip Repairs LOS 53

Pouto Road Phase 1 LOS 3.2

Road Works - Unsealed road metalling Renewals 97.48 Demonstrate the projects on the Road works -Sealed pavement Renewals 56.142 map once agreed by Council. Rehabilitation Road works - Sealed resurfacing Renewals 64.05 Pop outs if there is visuals. Dargaville water treatment plant upgrades in response to growth LOS & Growth 2 investigation, design and construction Dargaville Growth Projects Growth 2.15 Dargaville wastewater treatment plant Growth 2 upgrade Te Kōpuru Wastewater treatment plant LOS+Growth 0.35 upgrade Dargaville wastewater growth Growth 12.75 Dargaville Climate Change upgrades to Growth 2 network District-wide land drainage - Awakino LOS 7 East stopbanks District-wide land drainage - Eastern LOS 30 Wairoa stopbanks District-wide land drainage - Kaihu LOS / Growth 20 stopbanks District-wide land drainage - Te Kōpuru LOS / Growth 8.5 stopbanks Raupo land drainage - stopbank LOS 15 upgrades Raupo land drainage - internal LOS 2.5 stopbanks Raupo land drainage floodgates LOS 0.9

Dargaville composting plant LOS+Growth 0.15

45 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy KEY PROGRAMME 4: The Council has signaled a need 2.5 Overview Health Board, and Māori to be NORTHLAND TO AUCKLAND to partner with large landowners Since the last Infrastructure formalised in the near future. CORRIDOR PROGRAMME and developers to realise bulk Strategy in 2018, the New Zealand The first step is to review the spatial infrastructure upgrades Government has approved and planning that the three Councils are including consenting, design, commenced several multi-million- responsible for, and work with the land acquisition and construction dollar upgrades to transport communities that are within this for a long term water supply infrastructure between Auckland corridor to visualise how this growth solution for Kaiwaka and and Whangārei. This includes the could be incorporated. This spatial Maungatūroto. renewal of the North Auckland analysis is then overlaid across the Trunk Rail line, the Puhoi to impacts of a suite of large Warkworth motorway extension, transportation and essential services and four-lane State Highway from infrastructure needed to enable Whangārei south to the Port people and business activities to Marsden turnoff. These significant thrive and prosper. This programme upgrades have spurred a new of big picture spatial planning not regional collaboration approach only requires a collaborative to manage the expected urban approach across the agencies, but growth along the corridor from will require Māori, the private sector Northland to Auckland. Based on and communities to be at the table, the Hamilton-Auckland growth to discuss how this integrated corridor model (upgrading rail corridor plan will work. and motorway links to growing urban centres), a similar The Kaipara communities of interest Northland growth corridor has for this corridor include the key been proposed. This would see a urban areas of Mangawhai, Kaiwaka partnership between Whangārei and Maungatūroto. All Kaiwaka and District Council, Kaipara District Maungaturoto have recently had Council, Northland Regional spatial plans adopted (by October Council and Auckland Council, 2020), Mangawhai's’ Spatial Plan is together with NZ Transport yet to be adopted which have Agency, Kāinga Ora (the indicated the level of sustainable Government's agency for housing development and the type of and urban development), infrastructure needed to support Northland District this expected growth.

46 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 2.5 KEY PROGRAMME 4: NORTHLAND TO AUCKLAND CORRIDOR PROGRAMME

This map depicts the area of influence that this programme could have over the planning and infrastructure co-ordination for this corridor.

Figure 21: Northland to Auckland Corridor area of influence

47 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy KEY PROGRAMME 4: 2.5 Table 4: Northland to Auckland Corridor NORTHLAND TO AUCKLAND CORRIDOR PROGRAMME Major Capital Expenditure Uninflated 2021/26 2026/31 2031/36 2036/41 2041/46 2046/51 Key Driver Description Cost ($m) SIGNIFICANT PROJECTS Bridges and Structures Renewals 72.903

Mangawhai SP Growth + LOS 22.68

Mangawhai Wood Street to Village LOS + Growth 3.7

Wood Street Urban Improvements Growth + LOS 4

Cove Road connection to Mangawhai Central Growth 10.25

Road Works - Unsealed road metalling Renewals 97.48

Road Works -Sealed pavement Rehabilitation Renewals 56.142

Road works- Sealed resurfacing Renewals 64.05

Maungatūroto Renewals Renewals 11.35

Maungatūroto Growth Project Growth 1.24

Maungatūroto Baldrock Dam increase in capacity and investigation LOS & Growth 6.1 of alternative options

Maungatūroto Growth projects Growth 1.94

Mangawhai upgrade existing reticulation and disposal options Growth 15.5

Mangawhai Capacity upgrades to 5,000 connections Growth 20.3

Mangawhai wastewater small extensions right of ways Growth 1.2

Kaiwaka wastewater growth Growth 3

Kaiwaka Stormwater Growth projects Growth 1.05

Maungatūroto Paparoa Stormwater Growth Growth 2.05

Financial Wood Street development toilets 0.2 Contributions

Mangawhai Library Growth 5

Kaiwaka bush Kauri Path Subsidy 0.55

Financial MAZ Skate Bowl 0.8 Contributions Financial Kaiwaka Rangiora Road Park Development 0.2 Contributions

48 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 2.6 HOW THE PROGRAMMES COME TOGETHER

This map depicts how the programmes come together and intersect with each other, at key junction points and the relationship with Kaipara’s neighbouring districts.

Figure 22: How programme relationships interact across the district

49 PART 3 - ACTIVITY MANAGEMENT STRATEGY

50 Kaipara District Infrastructure Strategy 3.0 INTRODUCTION

This strategy applies to the following activity groups:

Safer roads that are resilient to the effects of climate Kaipara’s infrastructure TRANSPORTATION safeguards our environment change/flooding and unrestricted bridges, footpaths and cycleways and enables our that connect communities communities to be functional and connected. The collection, treatment and distribution of quality potable drinking The Activity Management WATER SUPPLY water in a cost-effective, sustainable and environmentally-friendly Strategy focuses on manner renewals programmes and renewals investment to get the best long-term outcome WASTEWATER The management, treatment and disposal of sewage and reduce ongoing maintenance costs. A THREEWATERS The management of discharges and collecting of contaminants in a summary of the significant STORMWATER capital is also included in manner that protects the environment and public health this section. FLOOD PROTECTION Our Activity Management Flood control schemes, river alignment control, and land drainage AND LAND DRAINAGE Strategy is comprised of seven activity groups, each administered through an Reduce waste, increase recycling and resource recovery for the WASTE MINIMISATION AMP. protection of the environment and human health

Each Activity Management RESERVES AND OPEN Strategy summarises the Maintain a diverse range of open space and reserve assets Council’s strategic and long- SPACES term management and investment approach for provision and maintenance of the given activity.

51 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.1 ACTIVITY MANAGEMENT Overview STRATEGY - TRANSPORT Transport Asset Quantity Under this activity and the associated Activity Management Bridges 348 Plan, are the provisions of the Overview required transport infrastructure 1,845 km Channels that has been agreed to meet the The Transport AMP includes all community’s objectives in the Council-formed roads, bridges Long-Term Plan and the Drainage 139 km and associated assets, as well requirements under the Local as parking, footpaths and Government Act as one of the Drainage Structures 14,462 km cycleways. It excludes private Council’s core services. roads and unformed roads. The AMP for Transport seeks to Footpaths 91 km In Kaipara, transport plays a improve standards for both sealed major role in connecting to the and unsealed road networks. Land 3,234 ha key destinations in Northland, Sustainable transport will be and through the rest of New promoted with safer walking and Zealand through Auckland. Our Lighting 1,184 cycling opportunities, while transport assets are critical for connecting important points of people to move around quickly interest such as schools to parks Railings, retaining and safely, but also for the Furniture and town centres. It is also walls, traffic facilities movement of goods to drive our primary industries and important to ensure that flooding wider economy. The Transport risk to the transport network is Signs 9,459 AMP seeks to improve minimised where possible. customers’ journey experiences The adjacent table summarises the Pavement 448 km by delivering on safe, direct and asset groups and data in Kaipara timely journeys with minimum which are under the provisions of disruptions. Unsealed 1,125 km the Activity Management Plan.

Formation 1,573 km

52 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.1 ACTIVITY MANAGEMENT STRATEGY - TRANSPORT

Kaipara’s roading network is made up of roads that serve different purposes and are broken up by a Transport classification called the One Network Road Classification (ONRC). The adjacent map shows the breakdown of the Kaipara roading network.

The ONRC considers the needs of all road users, be they motorists, cyclists or pedestrians. It gives road users more consistency and certainty about what standard and services to expect on the national road network, including the most appropriate safety features. Note that ONRC is being Migrated to ONF (One Network Framework)

Figure 23: Kaipara’s Transport network

53 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.1 ACTIVITY MANAGEMENT Asset Condition What we need to work STRATEGY - TRANSPORT on to get better Overall network condition and performance is good, although there • Approximately 10% of the • Footpaths are in poor to very are some performance issues relating sealed network is in a very poor poor condition through lack of to sealed pavements, unsealed roads, condition, and is the highest maintenance and renewals bridges and footpaths due to historic priority to be improved investment. These assets are The NTA was formed to manage under-investment in renewals. There is • Residents’ satisfaction with the also older and constructed to all of Northland s roading and also an increasing trend of wet road unsealed network is low. The obsolete standards. Footpath transport assets on behalf of and nighttime crashes on the low NTA is establishing an Unsealed renewals will be updated to the each of the territorial volume rural sealed network. Road Network Centre of latest standards and a progress authorities. Excellence (CoE) to assist with programme of investment based The condition of the road network the decision-making and the on priority is being introduced to The formation of the NTA was assets is determined by detailed evidence required to support tackle this underinvestment for improving the delivery of all condition inspections and asset the investment in the unsealed situation. transport services through performance analysis that is carried out roading network. The CoE is a better professional service in accordance with Transport Industry resource that offers continuity resource utilisation. This has Data Standards and Best Practices and in the way upgrading, Investment in maintenance and assisted in standardising the standards of the NZTA’s (Waka maintenance and renewal of the renewals and development of activity management including Kotahi) Performance Monitoring Tool, unsealed networks are new strategies will address these transportation procurement (PMRT). managed performance issues. across Northland. • Bridges and culverts are in Modelling of asset performance using relatively good condition with the condition information enables a approximately 27 of 348 bridges programmed approach to managing being posted and/or restricted renewals and maintenance of the from HPMV/50Max vehicle use. transport network assets. The NTA has The age profile for bridges been utilising industry best practice shows an increasing need for modelling tools and where tools do not planning the replacement exist, developing modelling tools so bridges and component that investment decisions can be made renewals to extend the life of that deliver the appropriate long-term non-critical route bridges. This outcomes. need has arisen out of the post- NZTA’s PMRT also provides world war bridge construction benchmarking of the transport network activities that occurred during through Peer Comparison. This the late 1940’s and through into involves comparing each Council’s the 1960’s transport network assets and service

delivery so that a consistent manner 54 Resilio Studio | AR+Associates can be applied into the future. Kaipara District Infrastructure Strategy As a result, Council cannot 3.1 ACTIVITY MANAGEMENT Northland Transportation financially afford to fix every slip. STRATEGY - TRANSPORT Issues: Growth and Alternative Unsealed Roads – Use of out of Sealed Roads – Larger renewal Transport - Rapid growth and specification General All Passing programmes to address historic lack of suitable alternative (GAP) aggregates on our unsealed backlogs and inappropriate transport modes are causing roads is resulting in: allocation of in-house costs and congestion in Whangarei during commuter peaks, in Activity Issues maintenance contract fixed costs in - Making up 72% of the network Kerikeri/Waipapa and Mangawhai Kaipara and Far North are resulting - Adverse health impacts to during peak holiday periods. Lack The NTA has summarised the in our sealed roads having some of residents due to dust of alternative transport modes in challenges to meet the wider the highest costs per kilometre in - High levels of community many communities restricts access Northland customer our peer group. dissatisfaction due to poor road to places of employment, education expectations into seven condition and Drainage – Ad hoc historic and social opportunities which is problem areas. - High maintenance costs. maintenance of drainage systems leading to severance, safety issues has increased the susceptibility of Structures – Lack of historic and higher levels of social our pavements to water ingress maintenance and renewal of deprivation. and premature failure. It also structures in the Far North and increases the likelihood of flooding Kaipara is resulting in a large and slips during heavy rain events. number of structures prematurely Safety – Northland has a narrow, reaching the end of their life which winding and unforgiving rural road Resilience - Erosion-prone land, is adversely affecting freight access network which, combined with poor high-intensity rainfall events and and increasing demands for driver behaviour, has resulted in low-capacity drainage systems expensive bridges. Hence the need the region being a high Community make our roads susceptible to slips to upgrade bridges on the roading at Risk for Death and Serious Injury and flooding during heavy rain network that are reaching the end (DSI) crashes and the rate of DSI events, resulting in road closures of their lives and require renewal. crashes is trending upward for all that often affect critical routes. The bridge upgrade programme will three councils. The Far North and Transport networks will need to seek to improve the overall Kaipara District Councils also have adapt to increasingly challenging structural standard so that the higher Collective Risks than their conditions and prioritise works to design standard is able to be peer group. mitigate the highest risks. For maintained for the vehicle types example, slips are expected to get expected. worse over time due to the effects of climate change. However, slips are not immediately addressed if they do not affect travel time due to Northland’s significant geology problems relating to slow land 55 movements. Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.1 ACTIVITY MANAGEMENT STRATEGY - TRANSPORT Kaipara Transport Direction

● Less focus on sealed roads The Council has recently adopted place based spatial plans for the key urban areas. To enable future ● More focus on unsealed roads development so that it does not cause unintended consequences at ● More focus on providing adequate drainage a later stage, Network Operating Frameworks are proposed. A ● More focus on bridge renewals Network Operating Framework is an agreed process that enables collaborative discussions and that ● Continued focus on safety including speed management links strategic intent with operational and planning decisions. ● Alignment with climate change adaptation planning and focus on resilience It does this using workshop-based steps and a common language for improvements the stakeholders to use. Towards the end of the process, there is a tool ● More focus on low emissions, sustainable and circular economy-guided activities that allows performance deficiencies to be identified and interventions ● Continuation of the shared path programme tested and compared. It is a holistic vision of transport that focuses on: ● Continuation of intersection improvements

● moving people and goods, not vehicles, and seeing this by time of day ● seeing transport as supporting broader community goals ● balancing the competing demands for limited road space ● thinking ‘network’ rather than sites or routes.

56 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.1 ACTIVITY MANAGEMENT Table 5: Transport Issue and Consequences STRATEGY - TRANSPORT Issue / Risk Likelihood Consequence

● Dust leading to resident dissatisfaction Unsealed Roads - ● Perception of LOS unrealistic (urban to rural expectations) customer perception Low - Medium issues ● Developments occurring that do not allow provision for LOS change to sealed roads

Key Strategic Issues Funding - ability for NTA ● NZTA’s future ability to provide capital improvements subsidy to attract level of ● Changing Government Priority Statement priorities Government funding ● The Council’s ability to provide for the local share of investment priorities A review of the issues and Council’s ability to Low - Medium fund part share of ● Mangawhai growth drives demand for significant investment by the Council, thereby associated with transport significant transport reducing the ability to invest elsewhere. reveals several common issues projects which are outlined in the ● Poor historic drainage maintenance reduces roading drainage asset's ability to deal with Drainage - ability to deal inundation adjacent table. The medium- Low - Medium with regular inundation ● Undersize or misaligned culverts high and high issues (highlighted green) are identified as key issues. These ● Competency of contractors – lack of skilled workforce and upskilling of existing workforce Industry capacity and ● Quality of contractors – procurement compliance, industry best practice competency issues have had an options capability Low - Medium ● Quantity of contractors tendering for projects assessment on the following ● Delay to delivery of capital and new work programmes due to capacity within the industry page on how the Council and NTA plan to mitigate or manage Road Safety - high ● Increasing trend of wet road and nighttime crashes number of fatal and ● Increasing trend of Death and Serious Injury crashes, e.g. drink or drug driving, driving this issue in the future. Medium - High serious crashes with no seatbelts, unfit for use vehicles, speed related crashes

● Communities cut off from essential services when the network is under duress through emergency events ● Unstable soils affected during emergency/heavy rainfall events Resilience - climatic ● Climate change and sea level rise affecting coastal assets and increased coastal flooding events, climate change Medium - High and sea level rise during high tides that coincide with heavy rainfall events impacts ● Developments occurring in areas that will be subjected to increasing sea levels ● Need to retreat assets due to climate change and sea level rise in the future, potentially affecting whole communities

● Aging bridge stock Structures - including ● High number of wooden structures in poor to very poor condition bridges and other Medium - High structures condition ● 27 bridges restricted from HPMV and 50MAX

57 Resilio Studio | AR+Associates Table 6: Anticipated response to transport issues Kaipara District Infrastructure Strategy 3.1 ACTIVITY MANAGEMENT Issue: Options Implications STRATEGY - TRANSPORT Road Safety - High number of High likelihood of the upward trend of Death and Serious Injury Do Nothing fatal and serious crashes will continue.

Kaipara-specific targeted campaigns at the groups where the Focus on a site-specific majority of the crashes are occurring i.e. young people driving on Issues Options Assessment behavioral campaign unsealed roads. Does not include any safety infrastructure improvements i.e. crash barriers on blind corners.

The following tables are options Behavioral campaign and Kaipara-specific targeted campaigns at specific crash issues and black spots/identified assessments for the three key programme of safety improvements at known locations to safety issues strategic issues which present prevent or reduce serious injury. improvements the highest risk for transport, where the preferred option for Anticipated response – Improving community road safety awareness through educational programmes and improving physical each issue is highlighted green attributes of the transport network to reduce the occurrence and reduce the effect of accidents on the transport network. Investing in better surface treatments to improve skid resistance in wet road conditions and investing in better and explained further in the roadside delineation to improve visibility at night. anticipated response.

Issue: Options Implications

Resilience - climatic events, Do Nothing Blown out budgets due to the high amount of unscheduled climate change and sea level emergency works to clear slips and flooding debris and follow up rise impacts repairs.

Improved assets Proactive maintenance and renewals of vulnerable roading assets such as aging bridges and coastal roads to create more resilience and reliable connection to the wider network.

Adaptive planning to Develop adaptive plans for vulnerable and coastal communities establish appropriate that indicate a future strategy and funding allocation for community and proactively dealing with climate related events. infrastructure response to climate change events

Anticipated response - Development of a regional resilience strategy and implementation of better network resilience management. Investment repairing slips and improving drainage assets to reduce the impact of heavy rain events on the transport network.

Resilio Studio | AR+Associates 58 Table 6: Anticipated response to transport issues Kaipara District Infrastructure Strategy 3.1 ACTIVITY MANAGEMENT Issue: Options Implications STRATEGY - TRANSPORT Could result in some properties and settlements being cut off until Structures - including Do Nothing bridges and other a temporary bridge is erected. structures condition Replace/renew only bridges and This would replace or renew a smaller amount of bridges and structures that are deemed a structures each year and may not keep up with best practice and high safety risk of failure structural standards. Issues Options Assessment Replace/renew through a A programme approach provides an affordable solution that systematic programme approach provides the opportunities that industry and community need to The following tables are options which aims to tackle enough to achieve commercial and social connectivity. assessments for the three key spread the cost over 30 years strategic issues which present Anticipated response – Delivery of a programmed, proactive bridge upgrade and replacement programme over the following the highest risk for transport, 30 years (see graph below). where the preferred option for each issue is highlighted green and explained further in the anticipated response.

Figure 24: Cost of Bridge Replacement 2022-2031 Resilio Studio | AR+Associates 59 Kaipara District Infrastructure Strategy Transportation activity expenditure 3.1 ACTIVITY MANAGEMENT STRATEGY - TRANSPORT

The breakdown in the first year of the LTP is to be 50% new projects 50% renewals and maintenance. This is driven by the transport projects linked to the Kaipara Kickstart programme for sealing the remaining unsealed section of Pouto Road. The new projects expenditure then reduces from 2022/2023, with a balanced programme of New Works and Activity Funding Strategy Operational Maintenance and Renewals work to keep funding of assets at an optimised level, and to aid in attracting subsidy across the whole programme. In the latter years of the 10 year programme focus shifts away from purely maintenance and Activity funding strategy puts a focuses on renewals of assets to provide a better long-term investment outcome for Council. focus on renewals to reduce ongoing maintenance cost.

Table 7: Summary of Transportation capital and operating expenditure

60 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Transportation activity expenditure 3.1 ACTIVITY MANAGEMENT STRATEGY - TRANSPORT Prospective capital expenditure

160,000

140,000

120,000

100,000 Activity Funding Strategy 80,000 $'000 Activity funding strategy puts a 60,000 focus on renewals to reduce 40,000 ongoing maintenance cost. 20,000

0 2021- 2026- 2031- 2036- 2041- 2046- 2026 2031 2036 2041 2046 2051

Capital Expenditure - Renewal Capital Expenditure - LoS Capital Expenditure - Growth

Figure 25: Summary of Transportation capital expenditure

Table 8: Transport Capital Projects 2021-2051 - $406.51m over 30 years Uninflated Description 2021/26 2026/31 2031/36 2036/41 2041/46 2046/51 Key Driver Cost ($m) Bridges and Structures Renewals 72.903 Slip Repairs LOS 53 Cycleways - Urban Active Transport LOS 30 Network (UATN) Mangawhai SP Growth + LOS 22.68 Mangawhai Wood Street to Village LOS + Growth 3.7 Kaihu Valley Trail LOS 2 Wood Street Urban Improvements Growth + LOS 4 Pouto Road Phase 1 LOS 3.2 Cove Road connection to Mangawhai Growth 10.25 Central

Road Works - Unsealed road metalling Renewals 97.48

Road Works -Sealed pavement Renewals 56.142 Rehabilitation

Road works- Sealed resurfacing Renewals 64.05 61 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.2 ACTIVITY MANAGEMENT STRATEGY - WATER SUPPLY

Activity Overview Water Supply in Kaipara

Five community water supply The Water Supply AMP covers schemes currently run for the storage, treatment and Dargaville (including Baylys supply of quality potable Beach), Glinks Gully, Ruāwai, drinking water. Maungatūroto and Mangawhai (see figure of next page) providing It is critical for constant, them with a sustainable safe adequate, sustainable and high- drinking water supply. quality water to be supplied to the reticulated areas of the Outside of these reticulated areas Kaipara District for domestic communities rely on self-serviced consumers, growth and local water supplies, mainly through economic development. private water tanks. However, Kaipara is faced with external factors affecting our Kaipara’s water supply networks communities, such as climate are quite old and are thus in change, which requires predominantly poor condition. measures be put in place to safeguard this precious resource.

62 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.2 ACTIVITY MANAGEMENT STRATEGY - WATER SUPPLY

Figure 26: Locations of Kaipara District’s five community water schemes

63 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.2 ACTIVITY MANAGEMENT Condition of Water Supply Assets in Kaipara STRATEGY - WATER SUPPLY The Council faces historic issues around aging and poor condition of water supply infrastructure.

The overall poor condition results in an increased risk of failure and significant repair costs. Water supply is becoming more critical with climate forecasting being increasingly extreme (as demonstrated in recent drought conditions).

Data around asset condition is sparse in certain areas, and further investigation is required to optimise asset Condition of Water Supply management practices. Assets A pragmatic approach is required, with particular focus on poor quality assets. Due to the sheer volume of the aging network, upgrades need to be made based on a needs/condition-based criterion first, rather than based on asset design life. Kaipara’s water supply infrastructure is aged and in largely poor condition. More accurate data is required to fully understand the true extent of all water supply assets condition.

Figure 27: Condition of Water Supply Assets

64 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.2 ACTIVITY MANAGEMENT Table 9: Water Supply Issue and Consequences STRATEGY - WATER SUPPLY Issue / Risk Likelihood Consequence

It is difficult to keep water quality up to standard when Poor water quality risks community public health and people's Low - Medium treatment and supply systems faith in the Council services and systems. come under pressure Key Strategic Issues

Decreased ability to respond to Customer dissatisfaction; people’s faith in the Council A review of the issues Low - Medium customer issues associated with the water deteriorates. supply schemes reveals several common issues which are Unreliable security of water supply coupled with ad hoc planning outlined in the adjacent table. Rapid growth in Kaipara will and consenting has the potential to continue the decentralised Low - Medium The medium-high and high increase demand for water water approach which is unable to be monitored for water safety issues (highlighted green) are or provide additional fire fighting for community resilience. identified as key issues. These issues have had an options Council cannot efficiently and effectively plan future works and assessment on the following The current asset data and capital upgrades without sufficient knowledge of current asset asset register are unreliable Medium - High condition. The risk is that there will be spikes in activity budgets pages on how the Council plans and inaccurate as costly reactive expenditure occurs (emergency work rates) and to mitigate or manage this assets continue to age and risk further failure. issue in the future.

Current infrastructure is aged near or past its useful life. Loss of potable water creates greater stress on treatment plants, $24m of pipe assets are in very Medium - High supply chains and high users of water such as processing plants, poor condition, with constant breakages and leakages in the schools and hospitals. network

As a result of climate change, Kaipara is currently dependent on its stream flows for water Northland is forecast to High supply, and these will be no longer be sufficient to support the become drier overall, with some periods of heavier rainfall current townships moving forward.

65 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy

3.2 ACTIVITY MANAGEMENT Table 10: Anticipated response to water supply issues STRATEGY - WATER SUPPLY Issue: Options Implications

The current asset data and Unreliable data results in uncertainty in asset value and condition. asset register are unreliable Do Nothing Possible inefficiencies of management and failure most likely. Less and inaccurate asset management certainty. Issues Options Assessment Current data set improved but this is reliant solely on existing Cleanup of existing data knowledge. Can be done relatively quickly, with some initial cost The following tables are options and time associated. assessments for the three key strategic issues which present Gaps in network knowledge to be fixed, allowing better Additional data gathering maintenance prioritisation of assets. Higher allocation of cost and the highest risk for water time associated with inspections, data inputting and verification. supply, where the preferred option for each issue is Anticipated response - Gather additional data to sequence the costs of required renewals, based on condition rating and age. highlighted green and The information gathered will help prioritise renewals investment for assets which are in poorest condition and spread the replacement programme over multiple years to reduce the spike impact on rates. explained further in the anticipated response. Issue: Options Implications

As a result of climate Do Nothing Possible system failures in drought scenario, with consequences change, Northland is for residents and the local economy. Increased costs for residents forecast to become drier and businesses due to water cartage. overall, with some periods of heavier rainfall Improved assets Improve the pipe network which would result in fewer breaks/leakages and therefore improve the use of existing water supplies. Renewal costs to provide resilience to the existing network. Does not address water security and dry period supply.

Additional storage and Increased security and quantity of supply. Future-proofing for water schemes increased likelihood of dry periods. Higher capital and operating costs required for new assets and associated maintenance.

Anticipated response - Over the medium-long term, additional water storage will help communities adapt to increasing drought conditions and contribute to their resilience. The water storage projects have a higher upfront capital cost but a greater number of wider strategic benefits. These benefits include supplying water for both towns and new horticulture enterprises. This option does require a collaborative funding effort to get them across the line including funding from central government.

Resilio Studio | AR+Associates 66 Kaipara District Infrastructure Strategy

3.2 ACTIVITY MANAGEMENT Table 10: Anticipated response to water supply issues STRATEGY - WATER SUPPLY Issue: Options Implications

Current infrastructure is Network deteriorates, possible risks to water quality and supply, Do Nothing aged near or past its useful resulting in economic and public health problems. life. $24m of pipe assets are Issues Options Assessment in very poor condition, with constant breakages and Continued ... Requires prioritising replacement of the poorest condition assets Reactive repair and leakages in the network whilst still maintaining wider network. May be difficult to budget maintenance of assets for the long term as failures may become unpredictable.

Systematic replacement of assets according to condition and age before incurring leakage or infiltration issues. Higher cost to lift Proactive repair and Levels of Service to provide greater resilience over time. Needs maintenance of assets strong understanding of asset conditions across the whole network to be effective.

Anticipated response - A proactive response requires prioritised repairs and maintenance based on up-to-date and comprehensive data. A proactive response will contribute to greater water resilience in our communities. A reactive stance may look to save costs in the short-term, but the nature of the reactive works is generally more expensive overall than proactive/planned maintenance and repairs.

67 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Prospective capital expenditure 3.2 ACTIVITY MANAGEMENT STRATEGY - WATER SUPPLY 30,000

25,000

20,000 Water Supply Assets 15,000 Funding Strategy $'000

Emphasis is placed on testing and 10,000 asset management, in order to best utilise the management 5,000 process. The network is closely evaluated to identify which parts 0 2021-2026 2026-2031 2031-2036 2036-2041 2041-2046 2046-2051 are in poor condition, allowing for works to be prioritised accordingly. Capital Expenditure - Renewal Capital Expenditure - LoS Capital Expenditure - Growth As a result, a key focus is placed Water Supply prospective CAPEX on maintenance renewals and Figure 28: improvements of existing networks in order to provide a secure and sustainable system for Table 11: Summary of Water Supply capital and operating expenditure the future

68 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.2 ACTIVITY MANAGEMENT STRATEGY - WATER SUPPLY Table 12: Significant Water Supply Capital Projects 2021-2051 - $47.94m over 30 years

Major Capital Expenditure

Uninflated Cost Description 2021/26 2026/31 2031/36 2036/41 2041/46 2046/51 Key Driver Water Supply Assets ($m) Funding Strategy Takiwira Water Storage Project LOS 2.1 continued…. Takiwira water treatment plant upgrades in response to growth LOS & investigation, design and 2 Growth construction

Takiwira water main renewals Annual LOS 23

Takiwira Growth Projects Growth 2.15

Maungatūroto Renewals Renewals 11.35

Maungatūroto Growth Project Growth 1.24

Maungatūroto Baldrock Dam increase in capacity and LOS & 6.1 investigation of alternative Growth options

69 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Wastewater in Kaipara 3.3 ACTIVITY MANAGEMENT STRATEGY - WASTEWATER Provisioning wastewater infrastructure and ensuring environmental compliance comes with considerable pressures particularly on smaller communities. It is highly important Activity Overview that we maintain wastewater from adversely affecting the people and The wastewater activity focuses receiving environment. on protecting public and environmental health by The Council operates six community wastewater schemes (see figure on collecting and treating next page) in Dargaville, Glinks Gully, wastewater prior to its Kaiwaka, Maungatūroto, Te Kōpuru discharge into receiving and Mangawhai. The purpose of these environments. Continued schemes is to protect public health by growth, as well as the need to providing reliable wastewater service provide for visitors in peak that minimises adverse effects on the periods (particularly in coastal public and environment. communities), has resulted in Generally, this is done by collecting the Council’s ongoing and treating wastewater prior to commitment to significant releasing it into the receiving wastewater infrastructure environments. The quality of development. discharged wastewater is then monitored by NRC via consenting The Council undertakes asset processes. management, planning, KDC owns and manages a number of operation and maintenance of smaller wastewater treatment these wastewater schemes, facilities, generally servicing including capital and campgrounds and other community refurbishment programmes, facilities. However, operations and consent monitoring and maintenance funding are from Figure 29: Kaipara district’s six wastewater schemes continuous maintenance community facilities budgets and are through its network managed under independent service agreements. contractors.

70 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.3 ACTIVITY MANAGEMENT Kaipara’s Wastewater Asset Condition STRATEGY - WASTEWATER Most of Kaipara’s wastewater network are 11- 20 years old (see Figure 30 below). The relatively young age of the network, along with the Council’s proactive maintenance programme has resulted in most of the six schemes rated as average or above average condition. Mangawhai is Kaipara’s newest wastewater treatment plant, which is recognised as having the highest quality of wastewater treatment. There is, however, a lack of current knowledge around the condition of some of Council’s networks, Condition of Wastewater particularly in Mangawhai, whose reticulated network has not proactively been surveyed since it was installed in the early Assets 2000’s. The condition rating process involves the use of mobile cameras and contractor surveying of reticulated pipelines. There has been an ongoing monitoring programme, which has reduced the likelihood of system failure while maintaining consistent Levels of Service. 24km of pipeline have been surveyed since 2018 in Dargaville. 49km of pipeline is scheduled Kaipara’s communities' value to be surveyed in Mangawhai, and 10km of pipeline are scheduled in Maungatūroto in the next stages of the condition the streams, estuaries, rivers rating programme. and harbour. As a result, the The biggest threat to the wastewater network is stormwater infiltration into the piped network, during high rainfall events. For example, Dargaville’s network is one of the oldest in the district and has up to 15 times the wastewater flows during Council has historically high rainfall. prioritised investment into Kaipara’s six community wastewater schemes to protect these sensitive receiving environments. This has delivered an overall condition rating of the District's wastewater assets as average to above average.

Figure 30: Wastewater asset age

71 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.3 ACTIVITY MANAGEMENT Table 13: Wastewater Supply Issue and Consequences STRATEGY - WASTEWATER Issue / Risk Likelihood Consequence

The Council has invested heavily in the last three years to Increased legislative requirements and ensure all environmental consents for wastewater higher environmental standards are treatment are legal and compliant. If this Level of Service Low - Medium increasing the costs to maintain assets was to decline, NRC, tangata whenua and the affected Key Strategic Issues and keep consents compliant communities may complain and lobby to the Council to rectify.

The future land disposal area and The Council is investigating options for land disposal The issues or risks posed to associated consenting has not yet been close to the existing disposal area. If this option is not Low - Medium the Council’s six wastewater determined for the Mangawhai forthcoming, then alternative treatment and disposal schemes, assessed by Community Wastewater System (MCWS) options will need to be found. likelihood and consequence is Capacity for new connections to the If the Council rezones land for additional development, it outlined in the adjacent table. MCWS may not be able to be Medium - High may not be able to accommodate additional connections Those coloured green are accommodated unless there are minimum unless there is a Private Agreement to fund the upgrade. those which pose the highest upgrades undertaken each year risk in Kaipara. These issues The Council may not be able to accept additional have had an options Capacity of the five other wastewater connections to individual wastewater schemes until assessment on the following schemes* is unknown until capacity Medium - High capacity modelling is carried out. This could put off modelling is undertaken potential developers and people who are wishing to pages for how the Council invest in the District. plans to mitigate or manage this issue in the future. Inaccessibility of some pipes reduces the Wastewater overflow into street or harbour. NRC amount of inspections, which increases Medium - High compliance and negative media cause damage to the the risk of scheme failure Council’s reputation.

The timing of when future development will occur in the key urban areas and how it is to be funded (Development If the Council upgrades bulk wastewater infrastructure Contributions or Developer Agreements) and development is delayed and not taken up in a Medium - High needs to be confirmed to avoid extra staged manner, then the cost of that borrowing is borne holding costs to the Council and negative by the Council and the District’s ratepayers. environmental effects around its current schemes​

*Five wastewater schemes include: Dargaville, Glinks Gully, Kaiwaka, Maungatūroto and Te Kōpuru 72 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Table 14: Anticipated response to wastewater issues 3.3 ACTIVITY MANAGEMENT STRATEGY - WASTEWATER Issue: Options Implications Inaccessibility of some pipes Inability to detect the most vulnerable parts of the pipe reduces the amount of Do Nothing network will result in inaccurate condition assessments inspections which increases and could cause fluctuations in forecast budgets. the risk of scheme failure Undertake CCTV camera and Inaccessible sections of the network will have a best Issues Options Assessment contractor surveys before and after endeavours condition rating based on surveying and inaccessible sections to gain a sample inspections with additional contingency for unknown of the condition. elements.

Inaccessibility, timing of future Undertake more rigorous CCTV Tackling difficult pipe sections that most probably need camera and contractor surveying to development and unknown replacing as part of the inspection programme will give ascertain accurate condition ratings of capacity are the three most the overall scheme additional resilience. the entire pipe network. immediate issues for wastewater infrastructure in Anticipated response - Gaining a complete understanding of the entire wastewater system is an ambitious undertaking but Kaipara. The following tables needs to be strived for. Once we can benchmark the current status of our assets, we can then take a more pragmatic approach to condition assessments in the future not just based on age or other arbitrary factors. outline the possible options and resulting implications in Issue: Options Implications response to each issue, where Not having an upgrade plan for when development the preferred option for each The timing of when future Do Nothing proposals start coming into the Council could result in development will occur in the issue is highlighted green. delays to consenting and future development. key urban areas and how it is to be funded (Development The full cost of the wastewater upgrades are difficult to Contributions or Developer estimate ahead of time and therefore who pays for Council seeks to negotiate a Private Agreements) needs to be additional costs needs to be understood. Executing an Agreement approach for large confirmed to avoid extra agreement ties the Council and the developer into an development proposals. holding costs to the Council implementation timeframe which provides certainty of and negative environmental delivery and cost recovery. effects around schemes​ that it anticipates growth Developer transfers the cost to The payback period for the Council could be protracted upgrade the bulk wastewater depending on the take up timeframes of land for infrastructure to the future owner of development. the land.

Anticipated response - By understanding our system and completing future project assessments that are associated with growth, we can provide better information to developers who wish to build in the district, whilst also protecting the interests of ratepayers. By being able to negotiate how the infrastructure is provided, we will be able to ensure that an appropriate level of infrastructure is built to facilitate and plan for growth. This will also reduce the likelihood of higher costs and inefficiencies of constructing the required infrastructure after development has occurred.

73 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy

3.3 ACTIVITY MANAGEMENT Table 14: Anticipated response to wastewater issues STRATEGY - WASTEWATER Issue: Options Implications

Capacity of the five other Do Nothing Any upgrades to the scheme may result in too little wastewater schemes* is or too much capacity, which creates imbalance in unknown, until capacity asset management investment. Issues Options Assessment modelling is undertaken. Undertake a capacity modelling Generating a capacity wastewater model requires project to gain a complete picture of robust data inputs and known development growth the wastewater schemes. scenarios for the areas of interest. If the inputs are inaccurate then the results will also be inaccurate.

Undertake a capacity modelling Capacity model generally has a focus on the project alongside a development development proposal and can be pushed through proposal. as part of a consenting approval. This can result in not predicting accurately the wider scheme capacity. The main benefit is that the developer pays upfront for a cost that the Council usually is required to cover.

Anticipated response - Complete modelling to fully understand our networks and what is required to maintain our current Levels of Service in the changing legislative environment and includes forecasting future growth. This allows us to effectively and efficiently plan and deliver projects based on sound principles and knowledge of condition, capacity and criticality.

*Five wastewater schemes include: Dargaville, Glinks Gully, Kaiwaka, Maungaturoto and Te Kopuru

74 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.3 ACTIVITY MANAGEMENT Prospective capital expenditure STRATEGY - WASTEWATER 35,000

30,000

25,000

20,000

Activity Funding Strategy $'000 15,000

10,000

Placeholder for Renewal Profile 5,000

0 2021-2026 2026-2031 2031-2036 2036-2041 2041-2046 2046-2051

Capital Expenditure - Renewal Capital Expenditure - LoS Capital Expenditure - Growth

Table 15: Summary of Wastewater capital and operating expenditure

75 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.3 ACTIVITY MANAGEMENT Significant Capital Projects - Wastewater STRATEGY - WASTEWATER Table 16: Significant Wastewater Capital Projects 2021-2051 - $63.89m over 30 years

Major Capital Expenditure Uninflated Cost 2021/26 2026/31 2031/36 2036/41 2041/46 2046/51 Key Driver Description ($m) Te Kōpuru Wastewater treatment LOS+Growth 0.35 Wastewater Supply upgrade Assets Funding Strategy Dargaville wastewater treatment plant Growth 2 Council is focusing on renewals upgrade expenditure and where applicable facilitating growth within our Dargaville wastewater growth Growth 12.75 communities in line with the Spatial plans. Emphasis is placed Dargaville wastewater renewals LOS 2.7 on testing and asset management, in order to best Maungatūroto renewals LOS 2.84 utilise the management process. The network is closely evaluated Maungatūroto Growth projects Growth 1.94 to identify which parts are in poor Mangawhai upgrade existing condition, allowing for works to Growth 15.5 reticulation and disposal options be prioritised accordingly.

Council is identifying innovative Mangawhai Capacity upgrades to 5,000 Growth 20.3 ways to better treat and utilise the connections wastewater produced by our communities. Mangawhai wastewater small Growth 1.2 extensions right of ways

Kaiwaka wastewater growth Growth 3

Kaiwaka wastewater renewals LOS 1.32

76 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Locations of the 3.4 ACTIVITY MANAGEMENT STRATEGY - STORMWATER Council’s Stormwater Schemes

The Council operates five community Activity Overview stormwater drainage schemes for Dargaville, Baylys Beach, Te The purpose of the Stormwater Kōpuru, Kaiwaka and AMP is to plan and manage for Mangawhai. Stormwater drainage of normal and systems predominantly extreme water storm events. incorporated into the road network are provided in Glinks Gully, The provision of sustainable Kelly’s Bay, Pahi, stormwater systems is about Whakapirau, finding a balance between Maungatūroto, Tinopai, maintaining and enhancing Paparoa and Matakohe. natural watercourses and These act to remove providing piping to enable and discharge urbanisation to occur. The stormwater in regular Council is required to manage and extreme rainfall the effects of collecting and events, whilst collecting treating stormwater runoff contaminants to protect prior to it entering the receiving the environment. environment water such that it The drainage schemes is not detrimentally affected. are a mixture of open drains, pipes, manholes and sumps. Information surrounding these assets is variable. Figure 31: Location of Stormwater Schemes

77 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.4 ACTIVITY MANAGEMENT Asset Condition STRATEGY - STORMWATER There are 83km of pipeline and 70km of open drains spread across the five community stormwater networks, with Dargaville and Mangawhai comprising the bulk of Asset Condition the whole network. Condition and performance data relating to stormwater historically The condition of the majority of has not been well-documented, the stormwater network assets due to the asset register containing is largely unknown. This makes several unknown, incomplete and it difficult to produce an incorrectly coded assets. However accurate condition assessment. newer assets from recent subdivisions have been well- documented. Improving the quality of data and knowledge of the older existing networks has been Figure 32: Value Pipe Material identified as a critical project and is now underway.

Asset condition has typically been recorded as ‘Excellent’ and asset age from installation dates are unreliable in all but the most recent developments. This skews the data and makes the overall condition of assets appear better than it is and means that it cannot be used as a reliable database.

Due to this inaccurate data management, repairs have previously been prioritised based on the age of the asset. This approach is problematic if the recorded installation dates are not Figure 33: Value Pipe Diameter correct. 78 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.4 ACTIVITY MANAGEMENT Table 17: Stormwater Issues and Consequences STRATEGY - STORMWATER Issue / Risk Likelihood Consequence

Poor understanding of ownership and Fragmented and disconnected management of stormwater assets. As it stands, there are already associates operation/maintenance Low - Medium discrepancies between urban, roading and private responsibilities stormwater systems. Key Strategic Issues Rapid growth and visitors brought on by Increased need for reticulated stormwater systems improvements to SH 1, particularly in Low - Medium and investigation into capacity of existing A review of the issues Kaiwaka and Maungatūroto infrastructure. associated with Kaipara’s Piping open drains increases efficiency of stormwater schemes reveals a There are some in the community who stormwater flows to the final receiving environment which can cause downstream erosion and increased number of common themes wish to pipe the deep open drains in Low - Medium sedimentation effects. It also does not allow for the which are outlined in the urban areas, due to safety concerns natural filtering process that exists in open drain adjacent table. Those coloured environments. green are considered to be Poor understanding of the impact of those which pose the highest urban stormwater discharge into receiving Poor monitoring of the effects of stormwater risk in Kaipara. environments, including outfall locations, discharge, resulting in adverse effects upon the Low - Medium landowner responsibility and receiving environment, including upon the district's management of discharge beaches, farmland and harbour. consents/monitoring

The Council will need to observe and comply with environmental requirements set out by NRC with Compromised water quality in sensitive respect to stormwater quality, to ensure these are receiving environments from Medium - High appropriate for the risks involved and affordable to contaminants in stormwater discharges the Kaipara community. Requirements should be incorporated into each township’s respective Stormwater Catchment Management Plan.

The Council cannot effectively and efficiently plan The current asset data and asset register future works and capital upgrades without sufficient Medium - High are unreliable and inaccurate knowledge of current systems. The wrong assets could be prioritised over other more urgent areas.

Climate change and sea level rise can Existing networks are not able to cope with future impact existing network and hinder future pressures brought on by climate change, and Medium - High growth by overwhelming existing capacity communities are flooded as a result of inadequate and existing flood protections stormwater infrastructure.

Resilio Studio | AR+Associates 79 Table 18: Anticipated response to stormwater issues Kaipara District Infrastructure Strategy 3.4 ACTIVITY MANAGEMENT Issue: Options Implications STRATEGY - STORMWATER Compromised water Impacts on receiving environments of downstream quality Do Nothing waterways. Negative cultural, social and environmental effects, and unhappy public perception.

More restrictive and stringent measures e.g. resource consent monitoring, or enforcement of engineering standards to ensure that stormwater discharge points meet Issues Options Assessment Discharge management - current best practice. Review and identification of overland construction sites, discharge points flow paths, as well as receiving environment testing may result in increased regulatory and enforcement costs, but The following tables are options with improved water quality. assessments for key strategic issues for the stormwater Discharge Treatment - increase the Not reliant on community changes. Set up and maintenance assets. Compromised water treatment devices (both natural and costs of devices can be high. engineered) quality, incomplete asset information and climate Anticipated response - the Council will improve enforcement of current best standards and any requirements to meet change have been identified as resource consents, including remediation of historical stormwater issues due to lack of oversight on previous approved the most immediate issues for developments. the stormwater network. For Issue: Options Implications each issue/risk, the preferred Do Nothing option is highlighted green. The current asset data Unreliable data results in uncertainty in asset value and and asset register are condition. Possible inefficiencies of management and future unreliable and failure are most likely. inaccurate Cleanup of existing data Current data set improved, which can be done relatively quickly. Some cost and time associated for this option.

Additional data gathering Gaps in network knowledge fixed, allowing better maintenance prioritisation of assets. More cost and time associated with this option, based on the amount of effort needed.

Anticipated response - the Council’s knowledge of its stormwater assets is suboptimal, even though work has been completed in the 2018 - 2020 LTP period, there is far more work to be done. The Council still has limited knowledge of its systems and that is only based on assets that are known to be there. Of greater concern is the large amount of infrastructure that is under pressure that is not identified on any of our asset registers. By making a big push to identify, capture and verify all asset data Council can appropriately plan for stormwater management and renewal.

80 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Table 18: Anticipated response to stormwater issues 3.4 ACTIVITY MANAGEMENT STRATEGY - STORMWATER Issue: Options Implications

Climate change and sea level rise Possible system failures with overloading in high rain can impact existing network and Do nothing events. Flooding occurs and water quality is hinder future growth by reduced. overwhelming existing capacity and existing flood protections Upgrade infrastructure Will add cost but increases the efficiency and Issues Options Assessment effectiveness of the stormwater network. continued Additional requirements to improve services and resilience. Better understanding of flows and requirements for downstream infrastructure to Improved catchment planning facilitate anticipated growth. Can be achieved in some areas through mutually beneficial Development Agreements.

Anticipated response - Through the creation of robust catchment management plans in response to the spatial plans adopted for our townships, we will be better placed to understand the upgrades and infrastructure required to facilitate and plan for growth and the resilience of our networks. In this way, we can provide better information to anyone looking to do work or develop land in the Kaipara District and promote collaborative working practices to achieve mutually beneficial outcomes.

Prospective capital expenditure

18,000

16,000

14,000

12,000

10,000

$'000 8,000

6,000

4,000

2,000

0 2021-2026 2026-2031 2031-2036 2036-2041 2041-2046 2046-2051 Capital Expenditure - Renewal Capital Expenditure - LoS Capital Expenditure - Growth Figure 34: Stormwater prospective CAPEX 81 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Table 19: Summary of Stormwater capital and operating expenditure 3.4 ACTIVITY MANAGEMENT STRATEGY - STORMWATER

Stormwater Supply Assets Funding Strategy

A strong emphasis is placed on testing and asset management, in order to best utilise the management process. The network is closely evaluated to Table 20: Significant Stormwater Capital Projects 2021 - 2051 - $23.29m over 30 years identify which parts are in poor Major Capital Expenditure condition, allowing for works to Uninflated be prioritised accordingly. Description 2021/26 2026/31 2031/36 2036/41 2041/46 2046/51 Key Driver Cost ($m) As a result, a key focus is placed Dargaville Climate on maintenance renewals and Change upgrades to Growth 2 network improvements of existing Dargaville Stormwater networks in order to provide a Annual LOS 5.08 renewals secure and sustainable system for Te Kōpuru Stormwater LOS 0.55 the future as large parts of the Open Drain upgrades districts stormwater network are Kaiwaka Stormwater Growth 1.05 still unknown and are not able to Growth projects be maintained to the minimum Maungatūroto Paparoa Growth 2.05 standard, this affects the ability to Stormwater Growth be able to respond to the Mangawhai Town Plan changing climate and Wood Street and LOS 3.5 environment. surrounds stormwater upgrade Mangawhai coastal LOS 1.8 outfalls upgrades Mangawhai Jack Boyd Drive stormwater LOS 2 resilience Mangawhai stormwater LOS 5.26 catchment management 82 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.5 ACTIVITY MANAGEMENT STRATEGY - FLOOD LAND DRAINAGE IN KAIPARA DEMAND MANAGEMENT CHALLENGES PROTECTION AND LAND DRAINAGE The Council is conscious of climate The Council’s approach to demand It is important to highlight the change as a significant trend affecting management is based on the fragmented nature of drainage Kaipara. The maintenance and analysis of factors affecting districts makes it difficult to development of flood protection and demand, including: administer, resulting in land drainage infrastructure is - Population growth inconsistencies and mixed results. Activity Overview therefore important in mitigating the - Increase in land drainage The Council tends to take a effects of climate change. For services facilitation role for infrastructure in example, sea level rise will affect - Technological change these drainage districts, rather The Flood Protection and Land Kaipara’s coastal areas, rivers and - Quality of stormwater runoff on than a management approach. Drainage AMP involves the waterways. This puts pressure on the receiving environment and Furthermore, formal standards people, their properties, infrastructure - Changes in water patterns. planning and management for have not been established for and roads. stopbanks or other related flood protection over Kaipara’s Demand management strategies infrastructure. drainage districts. Through our land drainage networks, are recommended based on As such due to the changing nature we seek to deliver on the following in a examination of the of the climate and predicted sea cost-effective manner: aforementioned factors. This level rise, taking a co-ordinated Historically, protection of - Protection of land from tidal waters; ensures that asset utilisation is approach to all of our drainage communities from flooding - Managing surface water in events of optimised, that the Council districts is almost impossible and flooding and objectives and customer needs are caused by severe weather this is likely to result in failed - Diversion of runoff from inland hills. met, and that more sustainable schemes and different levels of events was administered by services are provided. service across the district. drainage boards - this model Council co-ordinates land drainage still holds for the Raupo works in 31 land drainage schemes of various sizes (see figure on next page). Drainage District. The largest is the Raupo Drainage District, where the Council provides Land drainage responsibilities administrative and technical support. To fund the costs of local became amalgamated under infrastructure, a targeted rate applies the Local Government Act 1984 for each drainage district. and are currently co-ordinated The Raupo and Northern area land between KDC and NRC. Existing drainage networks represent a major drainage committees made the investment by the community and are decision to remain under their of vital importance to the quality of life of the district’s residents and the local area of responsibility than sustainable management of both tidal that of regional responsibilities. and flood waters.

83 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.5 ACTIVITY MANAGEMENT STRATEGY - FLOOD PROTECTION AND LAND DRAINAGE

Figure 35: Land Drainage Districts in Kaipara

84 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy ACTIVITY MANAGEMENT 3.5 LAND DRAINAGE ASSET Table 21: Level of Service and Performance Measures STRATEGY - FLOOD CONDITIONS PROTECTION AND LAND Measuring performance DRAINAGE The assumed Levels of Service outlined in the AMP are: LTP Year 1 LTP Year 2 LTP Year 3 LTP Year 4-10 What we measure Target Target Target Target - Drains are able to remove 2021 /2022 2022 /2023 2023 /2024 2025 /2031 floodwater within three tidal Asset Condition The number of flood events not cycles contained by the drainage - Stopbanks currently positioned 0 schemes up to a 1:5 year flood. 2.6m above mean sea level, with The current asset data and 0.5m above for extreme high Service requests for additional asset register overall are tide events in Raupo - Raupo Drainage Committee, a cleaning of drains i.e. missed by unreliable and inaccurate in formal Council committee, is in the monitoring and < 5 service requests per year terms of the information place to perform delegated maintenance programmes. contained within them. It is functions. Whereas flood essential that this information protection activities outside of Bi-annual inspection of our the Raupo Drainage District are is gathered to increase the drainage network to ensure it 2 inspections per year knowledge of our current administered through informal can contain a 1:5 year flood. systems to enable the Council community committees that are supported by the Council’s Land to facilitate with land drainage Targeted maintenance of the Drainage Co-ordinator upon stopbank system in the Raupo representatives the future request. NRC is responsible for Drainage District to prevent works and capital upgrades. catchment management. Minimum yearly inspections and targeted tidal flows from inundating maintenance completed The Raupo area contains better System adequacy is generally private property during high data, due to condition reflective of the capacity to capture tide and/or when the river is in flood. assessments made and overall and convey flows as a result of extreme weather events without more organised management. damage occurring to habitable floors or arable land. This, however, is not well-defined across Improvement plan: Targeted maintenance of all stopbanks, stopbank the district, requiring stormwater ownership and ensuring all land drainage protections are at the catchment studies in areas of same standard and will be an improvement over the next Long Term growth and historical issues. Plan period.

85 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.5 ACTIVITY MANAGEMENT Table 22: Land Drainage Issues and Consequences STRATEGY - FLOOD PROTECTION AND LAND Issue / Risk Likelihood Consequence DRAINAGE The current network does not Increased severity of storm events leading to increased risk to land have sufficient capacity to cope Medium - High and property damage, as well as potential loss of life. Increased with the impacts of climate cost of insurance and replacement value of assets. Key Strategic Issues change and sea level rise

Community disquiet and potential Council reputational risk if there A review of the issues was an incident/accident. When concerns are raised there is an Public safety - the community investigation to understand the community’s reasons why the drain associated with the Council wishes to pipe the deep open Low - Medium needs to be piped and then each case assessed with regards to flood protection schemes drains in urban areas (Ruāwai) safety, health and water quality aspects to determine if the piping reveals a number of common is warranted. themes which are outlined in the adjacent table. Understanding and complying with the environmental requirements of NRC with respect to stormwater quality, ensuring these requirements are appropriate for the risks involved and Water quality Low - Medium affordable to the Kaipara community. Any requirements will need to be incorporated in the development of Stormwater Catchment Management Plans for each township.

Coastal discharges - a better Areas where there are pre-existing coastal outlets that are as yet understanding of the impact that unidentified and unmarked need to be investigated thoroughly and Low - Medium stormwater discharge has on the the appropriate consents and monitoring established for the receiving environment is required welfare of the receiving environment.

The current asset data and asset The current asset data and asset register are unreliable and register are unreliable and inaccurate in terms of the information contained within. It is inaccurate Medium - High essential that this information is gathered to increase the knowledge of our current systems to enable the Council to effectively and efficiently plan future works and capital upgrades.

Land management Further clarification of ownership and associated operation and responsibility Medium - High maintenance responsibilities is needed across the Raupo Drainage District.

86 Resilio Studio | AR+Associates Table 23: Anticipated response to land drainage issues Kaipara District Infrastructure Strategy 3.5 ACTIVITY MANAGEMENT Issue: Options Implications STRATEGY - FLOOD PROTECTION AND LAND The current asset data Unreliable data results in uncertainty in asset value Do Nothing and condition. Possible inefficiencies of DRAINAGE and asset register are unreliable and management and failure are most likely. inaccurate Current data set improved, which can be done Cleanup of existing data relatively quickly. Some cost and time associated Issues Options Assessment for this option.

Gaps in network knowledge fixed, allowing better Additional data gathering maintenance prioritisation of assets. Cost and time A review of the issues associated with this option. associated with the Council flood protection schemes Anticipated response – The Council will be looking to increase its knowledge of all land drainage assets to ensure that it can provide the correct response to any future demand or protection; this will be focused on stopbanks and floodgates. reveals a number of common themes which are outlined in Issue: Options Implications the adjacent table. Land management Poor co-ordination between the Council and other stakeholders e.g. Raupo Drainage Board, resulting responsibility Do Nothing in mismanagement of flood protection assets; limited response to climate change.

There is a large amount of land drainage Commit to identifying ownership of assets and infrastructure in the district which has questions work with drainage boards to formalise around ownership and responsibilities, by working responsibilities for stopbanks and floodgates. with the drainage districts to formalise ownership Require documentation to clarify issues if assets of the assets and the land it sits on the Council can are to remain with respective drainage boards. remove a lot of questions around responsibilities for maintaining and enhancing existing assets.

This is the Council’s last option and the least Acquire seaward-facing assets by utilising the palatable. It would mean that there is a complete Local Government Act (LGA) and Land Drainage breakdown in trust between the Council and the Act 1908 (LDA) and raising general rates to cover drainage districts. There would be significant costs costs of climate change response. Subsequently in utilising the legal powers of the LGA or the LDA. realign the nature of drainage districts from land If other options do not eventuate then the Council drainage to be more flood protection-oriented. would need to consider this option.

Anticipated response – The Council will look to liaise with existing Land Drainage Districts and the landowners within them to try to come to a position regarding the ownership of assets and the responsibilities around maintenance and climate change response. 87 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.5 ACTIVITY MANAGEMENT STRATEGY - FLOOD PROTECTION AND LAND DRAINAGE

Prospective capital expenditure Flood protection and 45,000 Land Drainage Assets Funding Strategy 40,000

Council maintains the Flood 35,000 Protection and Land Drainage 30,000 assets in conjunction with previously established Land 25,000 Drainage commitees and $'000 schemes, thought his has worked 20,000 well in the past there have been 15,000 marked differences in the level of maintenance and care of the 10,000 network identified by the interested parties. 5,000

As a result, a key focus is placed 0 2021-2026 2026-2031 2031-2036 2036-2041 2041-2046 2046-2051 on maintenance renewals of existing networks in order to provide a secure and sustainable system for the future as large Capital Expenditure - Renewal Capital Expenditure - LoS Capital Expenditure - Growth parts of the Land Drainage networks are of an unknown standard and have not been Figure 36: Flood Protection and Land Drainage prospective CAPEX maintained to the minimum standard, this affects the ability of council and the community to be able to respond to the changing climate and environment.

88 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Table 24: Summary of Flood Protection and Land Drainage capital and operating expenditure 3.5 ACTIVITY MANAGEMENT STRATEGY - FLOOD PROTECTION AND LAND DRAINAGE

Flood protection and Land Drainage Assets Funding Strategy

Council maintains the Flood Protection and Land Drainage assets in conjunction with previously established Land Drainage commitees and schemes, thought his has worked Table 25: Significant Land Drainage Capital Projects 2021-2051 - $80.3m over 30 years well in the past there have been marked differences in the level of Major Capital Expenditure maintenance and care of the Uninflated Description 2021/26 2026/31 2031/26 2036/41 2041/46 2046/51 Key Driver network identified by the Cost ($m) interested parties. District-wide land drainage - LOS 7 As a result, a key focus is placed Awakino east stopbanks on maintenance renewals of District-wide land drainage - LOS 30 existing networks in order to eastern Wairoa stopbanks provide a secure and sustainable District-wide land drainage - system for the future as large LOS / Growth 20 Kaihu stopbanks parts of the Land Drainage District-wide land drainage - networks are of an unknown LOS / Growth 8.5 standard and have not been Te Kōpuru stopbanks maintained to the minimum Raupo land drainage - 15 standard, this affects the ability of stopbank upgrades council and the community to be Raupo land drainage internal able to respond to the changing LOS 2.5 stopbanks climate and environment. Raupo land drainage 0.9 floodgates

89 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Waste Minimisation in 3.6 ACTIVITY MANAGEMENT STRATEGY - WASTE Kaipara MINIMISATION Waste minimisation assets and associated services form an infrastructure network that is directly proportionate to the well- being and quality of life of those Activity Overview residing within the Kaipara District.

Kaipara District aims to reduce The Council owns a limited number of waste minimisation assets such waste and promote a circular as transfer stations, closed landfills, economy. The waste collection cages and public minimisation activity purpose is litterbins. These asset groups are to to collect and distribute the be managed to meet the interests communities disposal and and expectations of stakeholders recycling products to meet its alongside regulatory compliance statutory obligations and requirements. community needs. Whilst there are no open landfills currently in Kaipara, the Council The decisions the Council provides two transfer stations - as makes on managing waste shown in the figure over the page. minimisation directly affect its One of which is operating in communities and its Dargaville (Awakino Road) to cater environment. for the northwestern area and the other in Hakarū (Kaiwaka Mangawhai Road) catering for the The Council need to ensure that southeastern area of the District. this service is affordable, General waste is collected, hygienic and environmentally moderately compacted and later sustainable, which contributes transferred to Puwera Landfill, south of Whangarei. Whereas to its well-being, by protecting Figure 37: Location of Kaipara’s Closed Landfill sites and Transfer Stations and enhancing its natural recycling collected at the two stations is processed and sold to assets and open spaces. market by a Specialist contractor.

90 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Waste Minimisation Asset 3.6 ACTIVITY MANAGEMENT Waste Minimisation According to annual surveys STRATEGY - WASTE Services in Kaipara conducted by Key Research Ltd Risks MINIMISATION 2016-2019, kerbside and recycling collection services have been There are present-day waste The Council’s services include: improving. 2019 saw the lowest minimisation assets risks which have - Currently, all solid waste from percentage of satisfaction with been rated high or extreme and are Dargaville and Hakarū is litterbin services across the District, activity related: transferred to Whangarei’s Puwera Primary Assets and Services largely due to capacity following • Illegal dumping and the impacts of commercial landfill freedom campers and household climate change at closed landfills - Recycling services are undertaken rubbish being dumped in litterbins. • Environmental contamination at The Council-owned minor site weekly in association with the As a result, a review of litterbin operations and waste facilities and infrastructure are weekly bagged kerbside collection capacity, frequency of clearing as minimisation facilities and not currently valued by the (major urban areas only) from well as locations are incorporated • Risks to other businesses due to Council for formal depreciation Mangawhai to Dargaville. There as part of the Waste Minimisation implementation of central and renewal purposes. Asset are also drop-off facilities at both Improvement Plan. government Initiatives. value is relatively minor and transfer stations most assets are owned by the - Abandoned vehicles services and contractors. illegal dumping retrieval are carried out as and when required, The Council’s primary focus is separate to contracted services. to deliver solid waste collection - There are also a number of disposal that is affordable, historic closed landfill sites that environmentally sustainable the Council has responsibilities for and hygienic which aligns with and carries liability for ongoing both the Council’s statutory monitoring and maintenance, as requirements and community’s well as reinstatement obligations needs. for their closures - Setting service levels and associated performance measures assists to define the service standard that the customer can expect from the Council. Performance measure targets provide a basis for measuring the Council’s performance through identified indicators. Figure 38: Comparison of percentage of Satisfied Residents between 2016 - 2019

91 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Table 26: Anticipated response to waste minimisation issues 3.6 ACTIVITY MANAGEMENT STRATEGY - WASTE Issue: Options Implications MINIMISATION Closed landfill management Contaminants will continue running in Do nothing receiving environments and cause potential issues: damage to flora and fauna. • Climate change effects on landfills At all closed landfills, investigate the following: • Leachate contamination Key Strategic Issues • Effects of climate change of water Focuses on current and future issues by • Extent of contamination of water through • Management of providing a risk management framework and a the management of clearwater diversion The key issues relating to the pollutants in landfill sites. clear path to meet legislative requirements, drains and leachate treatment systems while satisfying public perception. effects of waste minimisation • Pollutants (e.g. heavy metals) within existing activity in the Kaipara District landfills are listed in the adjacent table. Organise a vegetation-focused filtration Investing into natural systems enables programme to help manage the impacts of mitigation of adverse environmental effects. stormwater runoffs

Anticipated response - Multiple projects to investigate current closed landfills, and also to identify any unknown landfills that may be vulnerable to increased risk of erosion and land slips and coastal/freshwater flooding. This will be used to focus our attention where needed to provide better outcomes for heavy metal contamination of waterways and the contamination of storm and ground water through untreated leachates.

Issue: Options Implications

Illegal dumping will play a role in public health, Increase in illegal dumping Do nothing environmental and economic consequences. (fly tipping) including abandoned vehicles: Seek to facilitate a circular economy and Public gains access to feasible and cost- • Increase in fly tipping due increase waste diversion to achieve reductions effective options for recycling and refuse to isolated communities in overall disposal costs and cumulative effects disposal, while facilitation of a circular with limited facilities on the environment such as recycling and economy will install environmental and • Abandoned vehicle scrap metal economic resilience in the district. retrieval costs are on the rise Educate and provide a feasible and accessible Ability to track the unauthorised activity of fly Lack of reporting by the tool for the public to promote reporting of • tipping and impose fines appropriately. public to the Council. illegal dumping

Anticipated response – The Council will seek to facilitate a circular economy solution and work with a service provider that can take unused cars for scrap and recycling of materials, thereby reducing the disposal and cumulative effect on the environment.

92 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy

3.6 ACTIVITY MANAGEMENT Table 26: Anticipated response to waste minimisation issues STRATEGY - WASTE MINIMISATION Issue Options Implications

Ability to meet community Not addressing these issues will result in a higher expectations particularly number of customer complaints, reputational around: damage and potential budget blow out if disposal Do Nothing rates stay high and recycled products have no Issues Options Assessment ● Kerbside collection delays market and therefore require stockpiling or cartage. ● Recycling collection is not sustainable Behavioural changes will assist with improving the Council introduces management ● State of transfer quality of the solid waste and how the Council interventions to address behaviour issues stations and recyclable responds to customer-raised complaints. It may around illegal dumping, recycling promotion facilities not further address all issues, especially the and getting the public to report on standard of transfer stations and increased cost of ● Capacity of public contractor kerbside delays. litterbins recycling materials.

Improve the Levels of Service to address increased costs of recycling by providing Better processing of recycled products has the better processing - subsequently explore potential to open up new market opportunities to higher value market opportunities to help help fund better recycling practices (see circular fund better recycling practices. Improve economy in Part 2). Likely to have an increase of transfer stations and capacity of public >15% operational costs to cover the start up and litterbins to match more efficient operational costs of additional recycling plants. technologies.

Anticipated response – The Council is looking to construct a purpose-built recycling and resort centre to focus on providing a better-quality product that is more marketable and can be utilised for future uses. In addition, it is also investigating newer technologies around the collection of urban rubbish through litterbins, in particular heavy use and holiday areas. The installation of a washing and recycling plant will enable the Council to be able to recycle more materials and seek better markets, thereby reducing the cost of landfill fees and promoting a more circular economy.

93 Kaipara District Infrastructure Strategy Prospective capital expenditure 3.6 ACTIVITY MANAGEMENT STRATEGY - WASTE 3,500 MINIMISATION 3,000

2,500

2,000 Waste Minimisation $'000 Funding Strategy 1,500 1,000 Council manages a large network of closed landfills of different 500 standards and manages transfer stations in Dargaville and 0 2021- 2026- 2031- 2036- 2041- 2046- Mangawhai. 2026 2031 2036 2041 2046 2051

A large part of counils response Capital Expenditure - Renewal Capital Expenditure - LoS Capital Expenditure - Growth will be in maintaining and investigating existing landfills to Figure 39: Waste Minimisation prospective CAPEX ensure that they can adapt to climate change and sea level rise, Table 27: Summary of Waste Minimisation capital and operating expenditure and investigating new opportunities to minimise the districts waste to landfill through innovatinve and alternative means.

Central government innitiatives will have a definite and lasting effect on councils’ abilities to be able to provide alternatives to the existing waste strategies, and only once their position is known can council move to put their strategies in place.

94 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.6 ACTIVITY MANAGEMENT STRATEGY - WASTE MINIMISATION Table 28: Significant Waste Minimisation Capital Projects 2021-2051 - $5.6m over 30 years

Major Capital Expenditure Uninflated Cost Description 2021/26 2026/31 2031/36 2036/41 2041/46 2046/51 Key Driver Waste Minimisation ($m) Dargaville composting Funding Strategy LOS+Growth 0.15 plant Council manages a large network of closed landfills of different Glinks Gully Landfill cap Renewal 0.3 standards and manages transfer renewal stations in Dargaville and Mangawhai. Hakaru Landfill LOS 0.6 A large part of counils response will be in maintaining and Kaipara solid waste - investigating existing landfills to climate change upgrades Annual LOS 4.2 ensure that they can adapt to to closed landfills climate change and sea level rise, Maungatūroto solid waste and investigating new and Paparoa Transfer No Budget Growth opportunities to minimise the Station districts waste to landfill through innovatinve and alternative Maungatūroto solid waste Centralised Recycling No Budget Growth means. Centre Central government innitiatives will have a definite and lasting Kaiwaka Closed Landfill LOS 0.35 effect on councils’ abilities to be able to provide alternatives to the existing waste strategies, and only once their position is known can council move to put their strategies in place.

95 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Reserves and Open Spaces The Kaipara District is rich in landscapes, 3.7 ACTIVITY MANAGEMENT Table 29: Key Open Space Assets in Kaipara managed by the AMP STRATEGY - RESERVES AND environments and thus, a diversity of OPEN SPACES reserves and open spaces. The Reserves Asset Description Quantity and Open Spaces activity covers a large range of playing fields to local Playgrounds 16 Activity Overview playgrounds, cemeteries, seaside picnic spaces, wilderness coastal areas, Public toilets / changing rooms 323 riparian strips, iconic rock formations The Council manages and and some larger bush reserves. Open Cemeteries Council-managed 4 maintains a diverse range of space areas and facilities that support Reserves and Open Spaces public use are critical to both the social Community- managed 4 and physical well-being of Kaipara’s assets, including public open Walkways 6,042m space for aesthetic, passive and communities. active uses, public cemeteries, Although the Council is the main Open spaces Gardens 62 provider of community assets in the campgrounds, playgrounds, Gardens – area 2 Kaipara District, it also contributes in 11,009m coastal structures to access the varying scales of partnerships with Parks – maintained 97 rivers or coast, as well as public landowners and community groups to toilets to meet the needs of provide access and further improve the Parks – green 2 residents and visitors. wider open space network. The space/area mown 594,953m Department of Conservation (DOC) The Council’s Reserves and oversees the provision of various Coastal Boat ramps 8 reserves and conservation areas. This structures Open Spaces assets has been Groynes 4 includes large wilderness areas in Pouto developed over time in and the Waipoua Forest to meet a range Impact piles 3 response to community of recreational and environmental aspirations, needs and needs. Whereas local schools provide Sea walls 25 demands. This ensures the facilities and sports fields for community Wharves 3 whole community has use, sports clubs and organisations also opportunities to access a range provide facilities such as buildings, Campgrounds In-house 1 of facilities and public open swimming pools and sports fields. Some local schools provide facilities and Community 4 spaces for physical activities, sports fields which are available for leisure and recreation or simply community use and there are other for the enjoyment of their sports clubs and organisations that intrinsic values. provide facilities, including buildings, swimming pools and sports fields.

96 . Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.7 ACTIVITY MANAGEMENT STRATEGY - RESERVES AND Table 30: Reserves and Open Spaces Asset and Conditions OPEN SPACES Asset Condition

Recent independent audits completed, that rated asset condition from poor to excellent. This needs to become a regular bi-annual assessment. A condition assessment conducted in 2019 found that Public Toilets the general ambience of public toilets is improving, and half of all toilets have an ambience rating of 1 Asset Condition or 2 and 26/32 have an ambience rating of 3 or better (1 being the highest and 5 lowest).

The Council’s ROS AMP General condition good. Recent independent audit results show 66% across the District. manages a wide variety of Benchmarked across the country, the Council is in the average/above average category. An unrelated assets, many of independent safety audit undertaken in 2020 of 19 sites and 105 items of equipment found 23 items Playgrounds which have uncontrolled did not comply with New Zealand and Australia playground standards. The report found that the public access and usage. In majority of playgrounds were in good condition. Many of the non-complying playgrounds were in addition, the asset group coastal settings which influenced the life and wear of equipment. includes substantial tracts of land making up parks and The Mangawhai coastal access walkways have been assessed as part of the Mangawhai Community reserves, which are not given Walkways Plan in 2017. This prompted the Council to begin the process of assessing all of the walkway's trails and structures across the district to grade them against the NZS 2858 track standards. condition ratings. Data for furniture has been collected and this has fed into the Maintenance Contract schedules prior Outdoor Furniture The condition of assets to re-tendering. This data has also been added to the Council’s asset management system AssetFinda. and Fittings related to reserves and open spaces are graded by an Condition assessment surveys were carried out on all assets located in green space that is included in internationally recognised Green Space the Maintenance Contract. All of these assets are included in the cemetery, playground, outdoor National Parks and furniture and fittings, walkway, gardens or public toilet section of the AMP. Recreation Assets Condition Grading Standards (PRAMS). Good condition with plenty capacity. ​Current information tells us we have enough capacity across all Cemeteries of the cemeteries in the district to cover the next 10 years (approx.) though this will need to be Overall, asset conditions are reviewed in the next LTP. average to good with sports Campground data is currently being collected, data is being collated and the Council is in the process and recreation facilities Campgrounds of reviewing the campgrounds against the campground standards. A project will be undertaken to having been upgraded with assess and complete any works to bring these in line with accepted standards. new technologies in turf management. The Council has undertaken a condition and structural review of all Kaipara District’s wharves in the Kaipara Harbour, as part of the Kaipara Water Transport and Wharves Feasibility Study. This report Coastal Structures showed the condition of the wharves to vary from very poor to good. It is now in the process of evaluating the report and forming a renewals plan on the wharves that it has ownership and responsibility over.

97

Resilio Studio | AR+Associates Table 31: Anticipated response to Reserves and Open Spaces issues Kaipara District Infrastructure Strategy Issue Options Implications 3.7 ACTIVITY MANAGEMENT STRATEGY - RESERVES AND Climate change and sea Effects of climate change on the Council and/or OPEN SPACES private/public open spaces will increase the likelihood of level rise: Do Nothing flooding, erosion and contamination from stormwater and The frequency and severity wastewater overflow and potential loss of open space. of extreme weather events result in greater damage to The Council will continue to identify and invest in open spaces for the benefit of the community. Minor damage will Issues Options Assessment the Council administered public open spaces Budgeting for extra costs of be repaired as it occurs, though where land is lost through repairs coastal erosion, or other climate change mechanisms, the Council will not be looking to construct hard infrastructure to The Open Space asset is subject protect these areas at this stage. to various risks in the ordinary Protect existing assets through Avoids adverse effects of climate change on the course of business. The table to proactive management of environment, safety of the population and any additional the right summarises key hazardous zones and potential additional costs. stormwater overflow to account issues, possible options and for large rain and flood events related implications. Adapt existing assets by Softer adaptations such as coastal planting instead of hard providing more softer measures retaining walls to allow assets to change gradually as a result The most significant of these of climate change events. are listed in the adjacent tables. Anticipated response – The Council will budget for increased costs to repair damage as it occurs. In order to be cost-effective, this will include a variety of activities and will not be limited to one approach.

Issue Options Implications

Increase operational costs Do nothing Reduced Levels of Service for non-high-profile assets. due to new facilities and land vested with the Work closer with community Community groups would need to apply for funding through Council through groups to provide maintenance contestable funding streams. Staff allocation of time to development for open spaces such as facilitate community groups and outcomes to monitor walkways, parks, etcetera. health and safety practices employed by community groups.

Increase operational budgets Requires working closer with community groups and for open space land vested from developers who are interested in designing new reserve development spaces that the community needs, looking into the future.

Anticipated response - Operational budgets will need to be increased to manage reserves vested to the Council. In the past the Council has tried to avoid having land vested to avoid maintenance issues, though this has resulted in a disproportionate response to the Levels of Service for maintenance in certain areas and the provision of parks and open spaces for our communities.

98 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.7 ACTIVITY MANAGEMENT Table 31: Anticipated response to Reserves and Open Spaces issues STRATEGY - RESERVES AND OPEN SPACES Issue Options Implications

Costs: Unable to fund maintenance, new facilities and funding for related services may cause ● Reduced levels of funding Do nothing would compromise the ability assets to deteriorate and reduce user experience and community held events. Issues Options Assessment to maintain and enhance ● Additional assets will increase Meeting quality and community standards, maintenance costs Focus on providing improved funding providing opportunities for development ● Limited lifecycle data may strategy and seek a major strategic partnerships as well as potential district- cause asset failure, purchase unexpected replacement wide economic benefits. timeframes and costs ● Health and Safety Act 2015 Seek additional external funding for key open space upgrades, thereby reducing may add additional cost to Reduces the risk of limited maintenance and the operational component of certain services by volunteers, upgrades of facilities. affecting the amount of work areas and freeing up money for other they can do management initiatives

Anticipated response - Where possible the Council will need to account for any funding streams that will be closing off (e.g. development contributions) and will need to ensure that effective operations and maintenance activities are recovered through other funding processes.

Issue Options Implications

Asset failure: Continue to impose health risks to the users and Do nothing staff and loss of ability for the community to ● Damage to assets poses health utilise the open spaces and facilities. and safety risks to users, staff and contractors Fixing damage to assets with minor Increased costs to meet quality standards as well repairs to enable assets to be as maximising social, economic and returned to public use in the short environmental benefits. to medium term

Focus on fixing assets to avoid Ability to utilise assets by the public, staff and similar events to occur in the contractors without any potential hazards and medium to long term reduce costs of long-term damages.

Anticipated response - A proactive response to management and renewals of Reserves and Open Spaces is required to ensure cost effective maintenance. If the Council was to move to a fix on failure model it would be more expensive and potentially put some of its more vulnerable community members at risk.

99 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Prospective capital expenditure 3.7 ACTIVITY MANAGEMENT 25,000 STRATEGY - RESERVES AND OPEN SPACES 20,000

15,000 $'000 Funding Strategy 10,000

5,000 Renewal Expenditure: 0 2021- 2026- 2031- 2036- 2041- 2046- A move to an Open Spaces asset 2026 2031 2036 2041 2046 2051 management database inventory Capital Expenditure - Renewal Capital Expenditure - LoS Capital Expenditure - Growth system for assets combining location, condition, materials and lifecycle Figure 40: Reserves and Open Spaces prospective CAPEX information has seen a more comprehensive planning and Table 32: Summary of Reserves and Open Spaces capital and operating expenditure decision- making process evolve. This has resulted in robust decision- making and a more systematic approach, especially to depreciation planning in renewal of assets.

100 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.7 ACTIVITY MANAGEMENT STRATEGY - RESERVES AND OPEN SPACES

Table 33: Significant Reserves and Open Space Capital Projects 2021-2051

Funding Strategy Major Capital Expenditure

Key Uninflated Description 2021/26 2026/31 2031/36 2036/41 2041/46 2046/51 Driver Cost ($m)

Renewal Expenditure: District-wide community Renewal 1 infrastructure A move to an Open Spaces asset management database inventory District-wide playground Renewal 0.5 system for assets combining location, renewals condition, materials and lifecycle District-wide public toilets Renewal 1 information has seen a more renewals comprehensive planning and decision- making process evolve. This District-wide coastal structures Renewal 1.2 renewals has resulted in robust decision- making and a more systematic District-wide park improvements LOS 0.52 approach, especially to depreciation planning in renewal of assets. North Kaipara Ancient Kauri Trail LOS 5 improvements

101 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.8 KEY ASSUMPTIONS Financial Assumptions

That all expenditure has been stated on 01 July 2019 The LTP will incorporate inflation factors. This could have a New Zealand dollar values (GST exclusive) and no significant impact on the affordability of the AMPs if allowance has been made for inflation. inflation is higher than allowed for, however the Council is using the best information practicably available from Asset valuations are in 2018 New Zealand dollar Business and Economic Research Limited (BERL). values. Discussion Key assumptions are a work in Assumptions progress. Finance team to confirm and update. Levels of Service

Asset management activity aims to maintain a Although service levels may vary for a number of reasons, consistent Levels of Service across the district. the aim is to maintain assets to the levels noted in the AMPs. Discussion Assumptions Assumptions

Growth Forecasts

Kaipara District Council uses a set of Medium-High If growth deviates from what has been projected, it will series population projections provided by have a significant impact for infrastructure planning. If Infometrics as an indication of future growth. higher, the Council may need to advance capital projects. If it is lower, the Council may have to defer planned works. This projected growth will slow over 2020 and 2021 with softer net migration and a decline in The Council plans its infrastructure (e.g. size of water pipes) employment as a consequence of COVID-19. to have sufficient capacity for the population it is Population growth is projected to pick up from 2022 anticipated to serve over its design life. If population onwards, with the district growing steadily to reach exceeds the designed capacity, there will be additional a population of 32,600 in 2051. costs.

Most growth is projected to be centred in the The amount of development is a key consideration for the Mangawhai area (as it has been historically) with Council when planning how it will fund the required Discussion

Assumptions Assumptions other southeast areas such as Kaiwaka also growing infrastructure. If growth falls short of that projected, it may rapidly. result in a shortfall of income.

Strong growth is also projected for the northwest of the District though not to the same extent as the southeast.

102 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.8 KEY ASSUMPTIONS Network Capacity

Current knowledge of network capacity and If the network capacity is lower than assumed, the Council condition is largely unknown, however it is may be required to advance capital works projects to assumed that much of the district’s piping is old address congestion. The risk of this occurring is low; and regularly fails and will require however, the impact on expenditure could be large. If the repair/replacement. network capacity is higher than assumed, the Council may be able to defer works. The risk of this occurring is low and is likely to have little impact. Discussion

Assumptions Assumptions There is a degree of uncertainty regarding network capacity with increased severity of rainfall events and risk of freshwater flooding, increased frequency of coastal inundation and flooding, and increased drought.

Natural Hazards

Climate change will bring an increase in the Network capacity may be insufficient. There will be an frequency and severity of extreme weather events. increase in costs to maintain and repair exposed assets. Capital works projects may need to be altered or advanced to account for increased exposure and vulnerability. Discussion Assumptions Assumptions

103 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.8 KEY ASSUMPTIONS

Population Fluctuations

The populations of some coastal settlements in The capacity of the Council infrastructure needs to be Kaipara fluctuate considerably throughout the year capable of meeting the needs of the peak population and with regular influxes of holidaymakers. not just the usually resident population. If the peak Comparisons of the number of occupied dwellings population increases beyond the planned capacity of the and unoccupied dwellings, as well as comparisons infrastructure, there may be operational issues and of wastewater volumes, suggest that the combined unforeseen costs. population of Mangawhai Village and Mangawhai A key downward driver on the proportion of holiday Heads can more than double during holiday homes in Kaipara’s settlements is New Zealand’s aging periods. population and their desire to retire by the sea. In Population fluctuations are expected to continue to addition, former holiday homes are increasingly being be a feature of Kaipara’s coastal communities. taken up by young families seeking more affordable However, the level to which they fluctuate is housing. These drivers appear unlikely to change.

anticipated to decrease over time. A trend towards Discussion

Assumptions Assumptions The proportion of holiday homes in Kaipara’s coastal a greater proportion of occupied dwellings versus settlements may be driven up if the level of disposable unoccupied dwellings is already evident in income available to the working age population in Mangawhai and this is anticipated to continue. This neighbouring Auckland and Whangarei increases. is partly driven by Mangawhai’s improving Substantial increases in disposable income could allow commutability to Auckland and improving services. more people to purchase a holiday home in Kaipara. However, in Mangawhai and across the district, this Similarly, rising house prices make developing and trend is being perpetuated by the aging population investing in property more attractive. However, retiring to lifestyle destinations. In addition, some Infometrics economic forecasts suggest that disposable traditional bach communities are emerging as income, house prices and consumer confidence are all satellite suburbs of growing parent settlements, likely to fall over the near term due to the COVID-19 such as Baylys Beach which is easily commutable to recession. Dargaville. This suggests that a reversal in the trend towards lower population fluctuations is unlikely over the near planning horizon.

104 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 3.8 KEY ASSUMPTIONS Strong Growth Activity in the East

Future economic and growth data scenarios point To support anticipated demand, there should be a focus towards the towns of Mangawhai, Maungatūroto on investigating, designing and consenting the and Kaiwaka as anticipated main growth area, with infrastructure needed to enable sustainable development, land identified for rezoning as part of recent spatial while fulfilling clear environmental standards, within the plans. first 3-6 years of the LTP. Discussion Assumptions Assumptions

Partnerships Will be Formed to Assist in Delivery of Infrastructure

The Council already has a strong working Further partnerships will need to be formalised, relationship with the Ministry of Business, particularly in the development of the Northland to Innovation and Employment (MBIE) in delivering Auckland Corridor programme, Kaipara Harbour project the Kaipara Kickstart programme and will continue development, iwi-led projects and large development to foster this partnership in the programme’s proposals. implementation. It will also continue to collaborate with Northland councils to shared knowledge and Discussion Assumptions Assumptions help each other in the climate change challenge.

105 Resilio Studio | AR+Associates PART 4 - IMPLEMENTATION

106 Kaipara District Infrastructure Strategy 4.0 INTRODUCTION

Part 4 covers Infrastructure Strategy implementation through a series of Principal Options. It also discusses the funding impact of these options and the key frameworks the Council will be employing to manage infrastructure over the next three years ahead of the next LTP review. Part 4 aims to give a clear picture on the significant infrastructure decisions that will have the largest impact on rates associated with infrastructure. These decisions are not finalised and still require further investigation to understanding their implications fully. This will make up approx. x% of the Council’s overall financial expenditure and therefore require appropriate levels of scrutiny. The following are discussed in this section: ● The principal options that the Council wishes to raise with the community ● The framework for how infrastructure will be managed, including procurement ● The overall funding approach across all activity areas ● The implementation summary (to be completed following selection of significant decisions and the funding approach)

107 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 4.1 PRINCIPAL MANAGEMENT ADAPTIVE PLANNING FOR RAUPO, DARGAVILLE AND TE KŌPURU OPTIONS ADAPTIVE PLANNING FOR CLIMATE Principal Options Options Advantages Disadvantages CHANGE EVENTS 1 Adaptive planning for Do nothing - accept that climate Prioritise investment in Risk of wholesale loss of Adaptive planning helps to Raupo, Dargaville and change events will occur and leave other parts of the drainage districts, resulting avoid poor decisions regarding Te Kōpuru the land drainage districts to District. in loss of arable land and continue as they are. No extra adverse economic impacts. climate change that lock Climate change data funding required for stopbank Insurance cover may not be communities into a trajectory indicates that the Council upgrades, floodgates etcetera. able to be secured (see Granity, West Coast). that may not be viable in the will see higher sea levels long term. Such plans are used Costs will increase as coupled with more storms are likely to get to determine a combination of intense storm events. more intense. low-regrets options that use This requires conscious environmental (or service level) decisions to be made Prioritise water storage/retention By investing in water It is difficult to protect all storage systems there areas, even with cues to identify timing of around which areas need and stopbank improvements over will be methods to improvements to flood to be protected and the next 6 years, ideally partnering infrastructure upgrades. reduce the flood damage control measures. with external agencies to help Moreover, methods such as which areas will require in 1-500 events. Considerable investment options analysis processes are adaptive planning to protect Raupo to Ruāwai and Increasing the height of may be required to protect Dargaville to Te Kōpuru. used which can be determine communities' stopbanks and these towns and productive future responses. improving the sluice areas. implemented at a range of gates will increase scales, and incorporate resilience over the long uncertainty of timing and term. severity of climate impacts into Increase heights of all stopbanks and Increases the resilience Substantial cost to upgrade long term planning. upgrade all sluice gates and of most of the towns. and maintain; may cause associated infrastructure for all our unintentional effects vulnerable towns and rural land. further down the catchment where there are no flood protection measures.

Significant Intention Statement: The Council will work with drainage district partners in Raupo, Dargaville and Te Kōpuru to investigate further protection measures over the following 6 years, including raising of stopbank levels and water storage/retention as possible adaptation response options.

108 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 4.1 PRINCIPAL MANAGEMENT NEW WALKING AND CYCLE TRAILS IN KAIPARA OPTIONS TRANSPORT

Principal Options Options Advantages Disadvantages

1 Development of new Do nothing - defer the Prioritise other areas of Enabling and promoting safe walking and cycling implementation of the walking investment. and healthy walking and cycling The Council has been trails and cycling strategy. trails will not be able to occur for young people through to investigating the feasibility and seniors. funding for three walking and To implement the Kaipara District Walking Lack of support for the cycling projects. Funding has diversity of the Kaipara and Cycling Strategy, been secured for the economy, especially the Mangawhai Shared Path and there are several projects tourism sector. further funding applications that have been identified Still requires Council have been submitted for the to benefit residents and Prioritise three walking and cycling Connectivity between attract visitors to the projects, when there is a towns (KRT) and within contribution. Additional Kaihu Valley Trail and the maintenance cost to maintain District. These are the substantial external funding the towns themselves Dargaville River Trail. infrastructure. Kaihu Valley Trail (KVT), portion covering the majority of (MSP & DRT). Increase Mangawhai Shared Path the investment. the number of new (MSP) and Dargaville walkers and cyclists in River Trail (DRT). the District.

Increased tourism dollars which circulate within the host community.

Prioritise more trail upgrades More certainty of Loads additional borrowing through increased Council delivery with confirmed burden on existing ratepayers contribution. funding. to cover the cost of the upgrades.

Significant Intention Statement The Council will progress walking and cycling projects when there is a confirmed 95% external funding portion.

109 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 4.1 PRINCIPAL MANAGEMENT PRIORITY ON THE UNSEALED ROAD NETWORK OPTIONS TRANSPORT

Principal Options Options Advantages Disadvantages

The Kaipara Unsealed Roads 2 Prioritising the Do nothing - NTA to apply a bare Reduced expenditure of Increased safety risk. Ride Centre of Excellence was unsealed road network minimum maintenance regime as this item. comfort reduces established through the over sealing roads. similar to the previous LTP. considerably. Increased Provincial Growth Fund maintenance costs for sponsored Kaipara Kickstart NTA has developed an vehicles. Unsealed Network Programme. This programme Unsealed programme includes Prioritised renewals and No sealing component to has and is rolling out $8.06m of Centre of Excellence to regular planned and unplanned maintenance around a bring roads up to a higher unsealed network manage the District’s maintenance to keep all unsealed monitored asset Levels of Service. improvements this year and unsealed road network. roads to good condition categorised management system. next year. 72% of Kaipara around the amount of usage. District roading network is Combination of limited unsealed and Increases the amount of Reduced Levels of Service unsealed which requires a sealed programme. sealed road network. for unsealed network. considerable investment each year to the prescribed condition rating.

Significant Intention Statement The Council will support NTA and focus maintenance on the unsealed road network. NTA will only seal new roads where there is either external funding commitment (e.g., Pouto Road) or a group within an area who can contribute 100% of the expected cost.

110 Resilio Studio | AR+Associates Water Security and Supply for Kaipara’s Growth Towns Kaipara District Infrastructure Strategy 4.1 PRINCIPAL MANAGEMENT Principal Options Options Advantages Disadvantages OPTIONSWATER SECURITY 1 Mangawhai water supply Do nothing - requires Lower operating costs for Limited firefighting capacity if AND SUPPLY FOR KAIPARA’S and reticulation individual households to residents during non-drought there is a major fire event in built- GROWTH TOWNS manage their own water years. up areas. Mangawhai does not have system. If there are drought conditions, a public reticulated water Reuse of rainwater which there is a high cost and long supply - water tanks are reduces the impact on the waiting list for tanker water Water security for Kaipara’s currently the primary stormwater system. supply. towns is one of the Council’s water supply solution. Public health risk if there is not a key challenges and the Council Changing climate robust management system for has a variety of options to conditions are putting large organisations/facilities (e.g., address how to: increasing pressure on local school). homeowners as droughts ● match the communities’ increase in frequency and Reticulated water supply Bulk line could be installed from New growth areas and main expectations duration. Costs to install in a staged manner by Mangawhai Heads to the Village commercial areas will likely ● design within new more water reservoirs partnering with external and provide for potable water, comprise initial stages, while Government legislation would fall back on parties. firefighting capacity and reticulation to existing areas may ● ensure affordability for homeowners if they have resilience. be de-prioritised due to current and future the space available. Ability to open dialogue with significant costs of retrofitted developers about offsetting costs reticulation. May make existing Auckland and Whangarei generations by providing needed rain tanks obsolete unless there is were able to provide water infrastructure - recover costs a dual system plumbed into the This section covers the different to cartage contractors through development house or business. options for the towns of through recent summer contributions to relieve financial May increase wastewater seasons. Mangawhai; Kaiwaka and burden from individual production due to anticipated Maungatūroto; and Dargaville, This is unlikely to continue communities, while creating increase in communal water Baylys Beach and Te Kōpuru. in the face of increased opportunities for the Council to supply usage. levels of drought/water proactively add value to local shortages, without serious communities. Help facilitate and investment into direct growth and densities of appropriate infrastructure. developments as they occur.

Targeted rate and Firefighting resilience; water Costs are levelled at those people development supply system secured for the who gain the most benefits. The contribution funded future to allow for anticipated targeted rate could be a water system introduced growth. significant increase in rates, in Mangawhai to supply especially for people on fixed reticulated water. incomes.

Significant Intention Statement The Council will seek to provide reticulated water supply in a staged manner. As major developments are implemented it would be beneficial to partner with developers or seek external funding options where applicable to be able to construct the initial stages of water supply and treatment. 111 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 4.1 PRINCIPAL MANAGEMENT Principal Options Options Advantages Disadvantages OPTIONS WATER SECURITY 2 Maungatūroto and Do nothing - requires the Maungatūroto Maungatūroto AND SUPPLY FOR KAIPARA’S Kaiwaka water supply individual households to There are no Future connections may be declined if there is not GROWTH TOWNS and reticulation. manage their own water significant changes to a more reliable water solution found, thereby system at Kaiwaka. the metered rate to reducing the ability for future development. Maungatūroto has a cover project costs. public water supply and Water security for Kaipara’s reticulation network to towns is one of the Council’s the existing community. Kaiwaka Kaiwaka Lower operating Limited firefighting capacity if there is a major fire key challenges and the Council Kaiwaka does not have a costs for residents event in the built-up areas. has a variety of options to during non-drought If there are drought conditions, there is a high public reticulated water address how to: years. cost and long waiting list for tanker water supply. supply, with water tanks Reuse of rainwater Public health risk if there is not a robust ● match the communities’ the primary water supply which reduces the management system for large expectations solution. impact on the organisations/facilities (e.g., local school). ● design within new stormwater system. Government legislation ● ensure affordability for Joint project to source, Collaborate with a New growth areas and main commercial areas treat and reticulate water large development will likely comprise initial stages, while reticulation current and future in a staged manner by partner to secure a to existing areas may be de-prioritised due to generations partnering with external water treatment and significant costs of retrofitted reticulation. parties. supply solution that May make the existing rain tanks at Kaiwaka This section covers the different can be rolled out obsolete unless there is a dual system plumbed options for the towns of progressively with into the house or business. Mangawhai; Kaiwaka and new growth areas. May increase wastewater production due to Maungatūroto; and Dargaville, anticipated increase in communal water supply usage. Baylys Beach and Te Kōpuru.

The Council could Firefighting resilience. Maungatūroto potentially fund bulk Water supply system Council becomes the infrastructure banker and upgrades for secured for the therefore must take the risk on when Maungatūroto and claim future to allow for development may occur and the payback period. back from future anticipated growth. developers. Targeted rate Kaiwaka funded water system Costs are levelled at the people who gain the introduced in Kaiwaka to most benefits. The targeted rate could be a supply reticulated water. significant increase in rates, especially for people on fixed incomes.

Significant Intention Statement The Council will undertake an options assessment to identify a safe and reliable water supply for the towns of Maungatūroto and Kaiwaka, as a joint project and seek to partner with external parties to reduce the rates burden.112 Resilio Studio | AR+Associates Principal Options Options Advantages Disadvantages Kaipara District Infrastructure Strategy PRINCIPAL MANAGEMENT 4.1 3 Dargaville, Baylys Do nothing - requires Dargaville/Baylys Beach Dargaville/Baylys Beach OPTIONS WATER SECURITY Beach and Te Kōpuru the individual Investment can be prioritised on other Large employers may have to water storage, supply households to areas e.g. renewing existing water pipes. reduce output and request that AND SUPPLY FOR KAIPARA’S and reticulation manage their own staff work from home (if they live GROWTH TOWNS water system at Te outside the town). Future Dargaville and Baylys Kōpuru, with no connections may be declined if Beach source their additional capacity to there is not a more reliable water Water security for Kaipara’s water from be planned for solution found, thereby reducing towns is one of the Council’s Waiparataniwha Dargaville and Baylys the ability for future development. Stream, near Kaihu, Beach. key challenges and the Council while Kaihu River is Te Kōpuru Te Kōpuru has a variety of options to used as a secondary Lower operating costs for residents during Limited firefighting capacity if there address how to: source. These sources non-drought years. Reuse of rainwater is a major fire event. have multiple water which reduces the impact on the If there are drought conditions ● match the communities’ takes and during dry stormwater system. there is a high cost and long expectations years this can cause waiting list for tanker water supply. Public health risk if there is not a design within new problems securing ● enough water to robust management system for Government legislation service the towns. large organisations/facilities (e.g. ● ensure affordability for local school). current and future Te Kōpuru does not generations have a public reticulated water Nga Mahi a Wai Maori Additional capacity is supplied for Requires significant contribution This section covers the different supply - water tanks - water storage and Dargaville, Baylys Beach and Te Kōpuru to from Government and NRC. are currently the reticulation of water service additional growth and provide May make existing rain tanks options for the towns of primary water supply supply by partnering resilience during drought years. Provides obsolete unless there is a dual Mangawhai; Kaiwaka and solution. with external parties. greater firefighting resilience for each of the system plumbed into the house or Maungatūroto; and Dargaville, communities. Improves public health with a business. Baylys Beach and Te Kōpuru. Due to pressures consented and well-managed public system. May increase wastewater mounting on the water production due to anticipated supply system for For Te Kōpuru, water is supplied for increase in communal water supply Dargaville and Baylys irrigation for new horticultural enterprises. usage. Beach, the Council needs to start seeking alternative supply The Council starts the Ability to deliver upgrades in a timely Costs are levelled at the people sources. This will process to identify manner, with potential to recover some who gain the most benefits. The mitigate hardships water locations and costs through development contributions. increase in rates could be a from future droughts implements a water Increased firefighting resilience. Water significant increase, especially for and help the towns supply and treatment supply system secured for the future to people on fixed incomes. grow and support system of its own. allow for anticipated growth. businesses.

Significant Intention Statement The Council will seek to optimise opportunities to secure reliable safe water supply for Dargaville, Baylys Beach and Te Kōpuru through partnerships with external agencies, where possible. As this may not be the only viable option there will be a requirement to continue to seek out opportunities to find a secure water supply for these townships.113 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 4.1 PRINCIPAL MANAGEMENT OPTIONS NGA MAHI A WAI MĀORI – WATER STORAGE AND USE PROJECT CASE STUDY

The NRC and MBIE have partnered with KDC to explore the potential for converting our high-quality soils for higher value horticulture production. This water storage and use project seeks to hold water for irrigation purposes to enable a transition to growing crops like kumara and avocado. Additional employment opportunities could be created both on farms and in processing plants in the towns of Dargaville and Ruāwai. The Council would like to utilise this project to ensure water security for the towns of Dargaville and Te Kōpuru, whose potable water supplies almost depleted Figure 41: Water Storage Project details due to the drought conditions in 2019. This is considered a significant decision as it signals significant investment for both economic development and town water supply purposes.

Resilio Studio | AR+Associates 114 Kaipara District Infrastructure Strategy New Disposal Solution for Mangawhai Community Wastewater Scheme 4.1 PRINCIPAL MANAGEMENT Principal Options Options Advantages Disadvantages OPTIONS NEW DISPOSAL New Disposal Solution for Discharge to field ● Acceptable by tangata ● Area required is up to 1.5x SOLUTION FOR MANGAWHAI 1 Mangawhai Community Acquisition or lease of whenua and greater than the application COMMUNITY WASTEWATER Wastewater Scheme additional land to environmental groups area SCHEME supplement current ● Does not load the ● Requires land acquisition The MCWWS was constructed disposal field at Browns harbour with treated ● Odour effects on neighbours in 2009 and was originally Road. This Includes effluent ● New rising main required sized for 20 years of growth. In upgrade to treatment ● Medium capital cost subsequent years, the scheme The Mangawhai Community works and new rising has had several small main and pumps. Wastewater Scheme (MCWWS) upgrades and additional land is reaching the end of its purchased for treated effluent Discharge to sea outfall ● Future-proofing ● Compromised marine consentable limits and is in land disposal (25ha to 65ha). Rising main of around opportunities conditions need of additional treated The draft Mangawhai Spatial 4km, as well as ocean ● Existing land disposal can ● Construction location at beach effluent disposal solution to Plan proposed land use outfall of around 3km be retained access changes to increase the out from Mangawhai ● High capital cost continue to receive future capacity for serviced Heads Beach. Includes ● Ongoing maintenance cost connections post-2032. wastewater from the current upgrade of treatment ● Cost uncertainty works. This significant decision population of 5,000 to 15,000- ● Unfavourable public perception 17,000 by 2043 (under a ● Write-off of farm assets relates to which option the medium growth scenario). The ● Pipelines may require Council should continue to current scheme is expected to directional drilling investigate as this will dictate reach its irrigation field ● Least acceptable option for the upgrades to the plant capacity by 2032 (averaging 70 tangata whenua and new connections per year). environmental groups required to match the Technical reports also predict disposal option, including the that the Council could exceed advantages and their consenting limits for Discharge to estuary ● Most affordable option ● Unfavourable public perception disadvantages for each. nitrogen removal as early as Rising main around 1km, ● Existing land disposal can ● Requires highest standard of the summer of 2026. There is potential gravity main. be retained effluent (but feasibly therefore a need to investigate Total flow can be ● Best quality discharge to manageable) future disposal solution diverted to estuary. minimise ecological options for accommodating Includes upgrade to impact anticipated growth. treatment works. ● Possibility for upgrades on existing site Filtered through a vegetated bed before release into the estuary.

Significant Intention Statement The Council will investigate the Mangawhai Community Wastewater Scheme - discharge solution via an irrigation to field disposal option for environmental, cultural, community and economic reasons.

115 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 4.1 PRINCIPAL MANAGEMENT FOCUS ON INCREASING THE USE OF RECYCLE PRODUCTS OPTIONS WASTE MINIMISATION

Principal Options Options Advantages Disadvantages

Focus on reducing Do nothing - do the bare minimum Reduced short term Councils, communities residual waste to in managing our recycled system expenditure. and operators will suffer landfill by investing in following international market financially long term. crisis. composting and processing Seek to formalise further This will avoid recycled Circular economy equipment such partnerships with qualified materials ending up in business models are as washing and enterprises e.g. involve landfills. harder to develop as most shredding plant for manufacturers and distributors to Incentivise better are currently under a have greater responsibility for linear economy logic. plastics. design and material products through their lifecycle. To implement the choices. Waste Minimisation A move towards a Strategy, there are circular economy. several investments Pre-treatment: engage and Reducing the amount Relying on the public that require the Council educate the public on how to of waste being sent alone may not be the to create viable reduce waste production through to landfill will directly most effect way to products simple day-to-day choices. have an environmental, manage waste financial and social minimisation. positive impact. Conserving resources to make new material Creating a sustainable future generation.

Significant Intention Statement The Council will seek to partner with suitable qualified enterprises to store, process and distribute Kaipara District recycling to encourage new reuse markets, Councils in the North are actively seeking to form collaborative partnerships to share knowledge, resources and access to markets.

116 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy Dargaville Civic Facilities Future Options 4.1 PRINCIPAL MANAGEMENT OPTIONS FACILITIES Principal Options Options Advantages Disadvantages

1 Dargaville Civic Facilities Do nothing - defer the decision Prioritise investment in other May result in the closure of the future direction until the next LTP due to the high areas. Northern Wairoa War Memorial Dargaville’s Civic Facilities, capital cost. Hall due to health concerns To implement one of the associated with a leaky building. including the existing Council Dargaville Spatial Plan key Library cannot cater for children and young people due to a lack Offices, Dargaville Library, moves of reinforcing the of space. The library continues to Northern Wairoa War Memorial heart and celebrate have poor accessibility issues. Hall and the heritage listed heritage, the Council has three options to consider Municipal Chambers are all for addressing its Demolish 1990s addition to the Addresses primary issues of Large amount of time and staff suffering from a combination of deteriorating civic building Northern Wairoa War Memorial lack of library space and resources to raise capital and weathertightness issues, situation. Hall and replace with new weathertightness issue in the keep the community motivated earthquake-proneness and poor community hub including library, Northern Wairoa War to achieve the community hub meeting spaces and courtyard Memorial Hall. Utilises goal. design not meeting modern (for ANZAC services and Council reserve with new standards/uses. The cost to fix community events). public toilets and playground relocation. Opportunity to these issues are in the vicinity Establish a Friends of the Library group to drive design and partner with other agencies $6m, which essentially replaces fundraising with large Council and groups in project. like-for-like but does not address seed grant. Improves the overall Civic Precinct building standard the design flaws or modernise Lease or sell existing Council and increases opportunities the facilities. building and seek funding for for commercial operators to seismic upgrade of the Municipal establish new businesses. building. The Council owns the following buildings in the Dargaville Civic Retrofit existing Council building Adequate off-street parking. Repairing Northern Wairoa War to convert into public library with Utilises Council-owned land Memorial Hall roof and rain Precinct communal spaces for community and property. Upgrades damage does not address design service organisations. Repair would bring all Council flaws with building including ● Existing Council Offices Northern Wairoa War Memorial buildings up to minimum heating, windows and overall ● Northern Wairoa War Hall and seismic upgrades to building and earthquake code functionality. Existing Council Municipal building. Sell or lease requirements. offices may need substantial Memorial Hall existing library. investment to make them fit for ● Municipal heritage building purpose as a library facility. containing the art gallery Significant Intention Statement and movie theatre The Council will seek to partner with external groups and agencies to deliver a fit for purpose library and community hub, by ● Dargaville Library demolishing part of the existing War Memorial Hall and utilising part of the adjacent reserve.

117 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 4.2 HOW WILL WE MANAGE Nga Pou E Wha - The Four Pillars INFRASTRUCTURE

Customer-centric Circular Economy Te Aranga Design Managing Demand Design Principles

This section looks at the Infrastructure can enable The world’s dominant The key objective of the Te We aim to make the best use of principles of how the Council and support the wider economic model can be Aranga Principles is to enhance the infrastructure we have by approaches its work (Nga Pou e outcomes our community characterised as ‘take, the protection, reinstatement, using technology and data as Wha) and the strategies it is looking to achieve. This make and waste’. In a development and articulation the basis for our renewals and engages to assist it to achieve its principle seeks to be circular economy, of mana whenua cultural capital upgrade programme. goals. inclusive and involve the resources are never landscapes, enabling all of us to The process of demand community during the abandoned to become connect to and deepen our management provides Council The Council’s response to the design phase of projects, so waste. Our 2017 Waste ‘sense of place’. These with a high-level tool to identify identified trends, challenges and that integration of Minimisation Strategy principles were developed in where infrastructure growth is opportunities is built around community, partners and signals the first step in Te Aranga marae in Hawke’s likely to occur over a period. It Nga Pou e Wha - the four pillars. stakeholders are reducing our disposal to Bay by Māori design enables a natural, structured These four pillars have a basis in considered alongside other landfills in Kaipara. We will professionals as a framework growth of the public system to the four well-beings - social, drivers in the decision- look for opportunities to for people not familiar with the occur. Without this type of cultural, environmental and making process. We reduce waste and support te ao Māori - the Māori assessment, ad hoc economic. In this case, a recognise that projects circular material use in worldview - to engage and development of localised assets “Kaipara-focused” lens has been should not happen in our operational and learn. We will seek to engage occurs and can leave a isolation but should be part capital works activities. early, especially on projects that applied. The relevance of these burdensome, somewhat of a wider place-based This will help us to see the are sensitive to mana whenua redundant legacy for Council to pillars to the Councils' work is approach (refer to Kaipara possibilities around our and establish how best we can operate and maintain. Demand explained in the adjacent table. Spatial Plans). This more waste and maintenance ensure that adequate time and management strategies provide The third and fourth pillars (Te collaborative, partnership- operations so that we are resources are set aside for alternatives to the creation of Aranga Principles and Managing based type of approach will reducing the impact on meaningful, fruitful dialogue new assets in order to meet Demand) relate to how the be key to providing a more our environment and and follow-up actions. demand and look at ways of Council seeks to fulfil its Treaty integrated infrastructure creating our own Kaipara modifying customer demands partnership obligations and the response. circular economy. so that the utilisation of existing assets is maximised and the mechanism by which it manages need for new assets is deferred demand in its activity or reduced. programmes.

118 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 4.2 HOW WILL WE MANAGE INFRASTRUCTURE - THE PMO

The Programme Management Office (PMO) aims to centralise all KDC projects by aligning them to the governance framework and being responsible for collecting and coordinating all related information to measure and define project delivery. The Council has focused on the standardisation of all project deliverables and the methodology of how projects should be approached and delivered using best practice principles and tools.

The objectives of the PMO are: ● Implement a common methodology and governance ● Standardised terminology and deliverables ● Introduce effective repeatable project management processes ● Provide common supporting tools ● Improve levels of project Figure 42: The PMO Framework - how the Council manages projects success within the organisation.

119 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy ● The Procurement team will oversee 4.2 HOW WILL WE MANAGE Kaipara Procurement Objectives: ● We will seek to create critical pre-qualification requirements, INFRASTRUCTURE mass and thus achieve greater while also focusing on relationships ● Deliver safely - a commitment to efficiency. This could be utilising with approved suppliers and reducing harm to us and the people regional buying power to vendors. The level of pre- PROCUREMENT STRATEGY involved in our supply chain increase what we buy in a single qualification required will be activity, or packaging work in ● Creating and demonstrating public related to the level of risk of the one given area value through our activities with given activity. ● We will generate collaborative particular focus on: ● Procurement Plans will be opportunities by improving our Our Procurement Strategy 2019 ○ Good price developed and will include relationships with our Regional details how the Council seeks to ○ Good quality and weightings to reflect Procurement Councils, suppliers and other conduct its procurement ○ Good outcomes. Objectives; consider opportunities agencies. activities. Procurement is one of ● Improve the efficiency of the way we for packaging of work to provide the most important aspects of progress projects through their stronger pipelines of work; and the Council’s role in facilitating lifecycle to deliver the capital incorporate safety expectations delivery of infrastructure programme through each project’s lifecycle. services and activities that ● Increase the ability of our Iwi, communities and businesses’ in promote community wellbeing PROCUREMENT STRATEGY - BROADER OUTCOMES Kaipara to participate in Council in Kaipara. The Council has activities; sought to align its procurement ● Increase the size and skill level of the approach with good practice supply chain delivering work in expectations set out by central Kaipara; government. ● Support reduced greenhouse gas emissions and promote sustainable The way in which the Council use of resources. conducts its procurement activities for infrastructure How will we implement our paves the way for broader Procurement Objectives? cultural, economic, environmental and social ● The Procurement team (within Infrastructure Services) will be outcomes in Kaipara. This is responsible for the implementation of encapsulated by its Broader the Procurement Strategy and will Outcomes, shown in the ensure strong oversight, governance adjacent figure. and direction.

Figure 43: Broader Outcomes of Procurement Strategy 120 Resilio Studio | AR+Associates Kaipara District Infrastructure Strategy 4.3 THE OVERALL FUNDING Kaipara’s infrastructure – its Infrastructure is the Council’s upgrades APPROACH roads, water, wastewater, biggest investment. The funds ● development and stormwater, solid waste, open needed to provide and keep financial contributions spaces, and flood protection – this infrastructure working ● targeted rates for Four are its backbone, making it mainly come from: Waters infrastructure - easy to live in functional and ● your rates water supply, Consistent with the Local connected communities, and ● NZTA subsidies for road stormwater, Government Act 2002 (LGA), the supporting thriving maintenance and wastewater and land Council budgeting process is communities working drainage. iterative. Initial budgets are set together. with consultation between senior management and managers which is then Provisional Capital Expenditure workshopped with Council elected members. At the end of Table 34: Major Capital Expenditure the LTP workshops, the Council agrees the draft budget it feels Costs ($m) Inflated Description is in line with community 2021/26 2026/31 2031/41 2041/51 Cost ($m) expectations and is prepared to Stormwater send out for public 7.129 16.717 6.39 4.466 34.700 consultation. Based on Water Supply 9.693 10.185 39.044 18.309 77.231 submissions received from members of the community, Wastewater 10.561 27.016 43.612 12.534 93.723 feedback is sent back to the Transport 100.115 114.328 241.433 172.756 628.633 Council for final ratification before being formally adopted Flood Protection and Control 14.437 38.255 51.793 5.791 110.277 in June 2021. Waste Minimisation 1.565 3.209 1.968 2.441 9.182

Reserves and Open Spaces 20.033 8.271 10.301 11.486 50.092

121 Resilio Studio | AR+Associates