Strategic Planning & Policy Committee Agenda

Strategic Planning & Policy Committee Agenda - 1 December 2020 - Agenda

Strategic Planning & Policy Committee Agenda - 1 December 2020 Council Chambers Waipa District Council 101 Bank Street, Te Awamutu

Chairperson SC O’Regan

Members His Worship the Mayor JB Mylchreest, EM Andree-Wiltens, EH Barnes, AW Brown, LE Brown, PTJ Coles, RDB Gordon, ML Gower, MJ Pettit, EM Stolwyk, CS St Pierre, M Tauroa (Te Kanohi Representative), BS Thomas, GRP Webber

01 December 2020 09:00 AM - 03:00 PM

Agenda Topic Presenter Time Page

1. Apologies Chairperson 09:00 AM-09:01 AM 3

2. Disclosures of Members' Interests Chairperson 09:01 AM-09:03 AM 4

3. Late Items Chairperson 09:03 AM-09:04 AM 5

4. Confirmation of Order of Meeting Chairperson 09:04 AM-09:05 AM 6

5. Confirmation of Minutes Chairperson 09:05 AM-09:07 AM 7

5.1 Strategic Planning & Policy Chairperson 09:07 AM-09:10 AM 8 Committee Unconfirmed Minutes 3 November 2020

6. Maungatautari Ecological Island Trust - Phil Lyons 09:10 AM-09:40 AM 18 Sanctuary Mountain Update

7. Community Services Quarterly Report to 30 Sally Sheedy 09:40 AM-09:55 AM 53 September 2020

Morning Tea Break 09:55 AM-10:15 AM

8. Review of the Waipā District Council Trade Graham Pollard 10:15 AM-10:45 AM 67 Waste Bylaw 2011 and the Waipā District Council Wastewater Drainage Bylaw 2011

9. Finalisation of the Hamilton Waikato David Totman 10:45 AM-11:05 AM 78 Metropolitan Spatial Plan

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10. Delivery of the Enviroschools Programme in Kristina Barnes 11:05 AM-11:35 AM 126 Waipā District for the 2019/20 Financial Year

11. Update on Covid-19 Recovery Debbie Lascelles 11:35 AM-11:55 AM 138

12. Meeting Schedule for 2021 Chairperson 11:55 AM-11:56 AM 232

13. Resolution to Exclude the Public Chairperson 11:56 AM-11:58 AM 233

2 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Apologies

APOLOGIES

Recommendation That a) the apologies of Councillors Gower, O’Regan and Thomas for non-attendance be received; and b) that [insert name] be nominated and elected to chair the meeting in Councillor O’Regan’s absence.

3 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Disclosures of Members' Interests

DISCLOSURE OF MEMBERS’ INTERESTS

Members are reminded to declare and stand aside from decision making when a conflict arises between their role as an elected member and any private or other external interest they may have.

4 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Late Items

LATE ITEMS

Items not on the agenda for the meeting require a resolution under section 46A of the Local Government Official Information and Meetings Act 1987 stating the reasons why the item was not on the agenda and why it cannot be dealt with at a subsequent meeting on the basis of a full agenda item. It is important to note that late items can only be dealt with when special circumstances exist and not as a means of avoiding or frustrating the requirements in the Act relating to notice, agendas, agenda format and content.

5 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Confirmation of Order of Meeting

CONFIRMATION OF ORDER OF MEETING

Recommendation That the order of the meeting be confirmed.

6 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Confirmation of Minutes

To: The Chairperson and Members of the Strategic Planning and Policy Committee From: Governance Subject: CONFIRMATION OF MINUTES Meeting Date: 1 December 2020

1 EXECUTIVE SUMMARY

To confirm the open minutes of the Strategic Planning and Policy Committee meeting held on 3 November 2020.

2 RECOMMENDATION

That the open minutes of the Strategic Planning and Policy Committee meeting held on 3 November 2020, having been circulated, be taken as read and confirmed as a true and correct record of that meeting.

3 ATTACHMENTS

Strategic Planning and Policy Minutes – 3 November 2020

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Time: 9.00am Date: Tuesday 3 November 2020 Meeting: Council Chambers, Waipa District Council, 101 Bank Street, Te Awamutu

PRESENT

Chairperson SC O’Regan

Members His Worship the Mayor JB Mylchreest, LE Brown, PTJ Coles, RDB Gordon, ML Gower, MJ Pettit, EM Stolwyk, CS St Pierre, BS Thomas, GRP Webber.

1 APOLOGIES

RESOLVED 02/20/65 That the apologies for lateness from Mayor Mylchreest and apologies for non- attendance from Councillors Andree-Wiltens, A. Brown, Barnes and Committee Member Tauroa be received. Councillor St Pierre / Councillor Thomas

[Mayor Mylchreest arrived at 9.02am]

2 DISCLOSURE OF MEMBERS’ INTERESTS

Councillor Coles declared an interest in item 10 ‘Quarterly District Growth Report’ regarding the stormwater discharge pipe in Cambridge North .

3 LATE ITEMS

There were no late items.

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4 CONFIRMATION OF ORDER OF MEETING RESOLVED 02/20/66 That the order of the meeting be confirmed. Councillor L. Brown / Councillor Webber

5 CONFIRMATION OF MINUTES

RESOLVED 02/20/67 That the open minutes of the Strategic Planning and Policy Committee meeting held on 6 October 2020 having been circulated, be taken as read and confirmed as a true and correct record of that meeting. Councillor Gordon / Councillor St Pierre

6 UPDATE FROM SPORT WAIKATO

Matthew Cooper and Amy Marfell of Sport Waikato presented on changes to the organisation by way of PowerPoint presentation and answered questions of the Committee.

RESOLVED 02/20/68 That a) The report titled ‘Update from Sport Waikato’ (document number 10503882) of Debbie Lascelles, Group Manager Strategy & Community Services be RECEIVED. Councillor St Pierre / Councillor Thomas

7 PUBLIC FEEDBACK AND STAFF RECOMMENDATIONS ON THE DRAFT LAKE TE KOO UTU CONCEPT PLAN

Reserves Planner, Tofeeq Ahmed and Senior Reserves Planner, Anna McElrea presented the report by way of PowerPoint presentation and answered questions of the Committee.

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The draft Lake Te Koo Utu Concept Plan (draft plan) was approved by the Strategic Planning and Policy Committee on 5 May 2020 for public consultation. Individuals and organisations were able to provide feedback both online and via hard copy forms over an eight-week period from 18 May to 13 July 2020.

The purpose of the staff report was to provide a summary of community feedback on the draft plan and to seek endorsement of staff’s recommended changes to the draft plan in response to the feedback received. The draft plan will then be presented to the Strategic Planning and Policy Committee for adoption in February 2021.

A high level of interest was shown in the draft plan, with 220 forms of feedback received. The majority of the respondents were very supportive of the key components of the draft plan. Improving the water quality of the lake was a clear priority for the community; with high levels of support for the proposed initiatives to achieve this including the creation of a western lake wetland, the integration and enhancement of all outlets flowing into the lake, daylighting and riparian planting of piped waterways. There were also high levels of support for protecting and restoring all the heritage features, and restoring and enhancing the reserve banks through planting indigenous vegetation.

Some concerns were raised that the proposed mārā hūpara play trail and the meeting place would detract from the natural beauty of the reserve, create additional parking demand and potentially create conflicts between visitors walking dogs and other users. Others noted the need to consider improving accessibility of the reserve and stormwater quality prior to it entering the lake.

The staff report also summarised the findings of the investigation into the proposed flushing of the lake, and based on these findings, recommended retaining the proposed lake water quality improvement projects.

The staging and prioritisation to implement the draft plan will largely be determined through the Waipā District Council 10 Year Plan 2021 – 2031 and subsequent budget processes, however, it is noted Council will also be seeking external funding to implement aspects of the draft plan.

The staff recommendation was amended to include water quality improvement actions as set out in the concept plan and to investigate funding opportunities with the Waikato River Authority.

RESOLVED 02/20/69 That the Council’s Strategic Planning and Policy Committee:

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a) RECEIVE the report titled ‘Public Feedback and staff recommendation on the Draft Lake Te Koo Utu Concept Plan’ from Tofeeq Ahmed, Reserves Planner (Doc ID Set 10468901); b) ENDORSE staff recommended changes to the draft Lake Te Koo Utu Concept Plan as set out in appendices 3 and 4 (Doc ID Set 10480114); and c) ENDORSE staff recommendation to not progress any further investigations into the option of flushing the lake to improve its water quality and to progress the water quality improvement actions set out in the concept plan; and d) INVESTIGATE funding opportunities with the Waikato River Authority Councillor Gordon / Councillor Thomas

8 CIVIL DEFENCE EMERGENCY MANAGEMENT QUARTERLY REPORT

Presented by Emergency Management Operations Manager, Dave Simes, the purpose of the report was to provide the Committee with a quarterly update on matters relating to civil defence emergency management (CDEM) in the Waipā District. This included matters arising at national, regional and district levels including emergency management activities under the shared service arrangement between Waipā, Ōtorohanga and Waitomo District Councils.

RESOLVED 02/20/70 That the Strategic Planning and Policy Committee RECEIVE report ‘Civil Defence Emergency Manager Quarterly Report’ (document number 10470811) of David Simes, Emergency Management Operations Manager. Councillor Pettit / Councillor St Pierre

9 QUARTERLY DISTRICT GROWTH REPORT

Presented by Group Manager District Growth & Regulatory Services, Wayne Allan, the purpose of the staff report was to provide the Committee with a quarterly update on matters relating to growth in the Waipā District. This included matters arising at national, regional, sub-regional and district levels. It was noted that matters pertaining to capital projects and their associated risks will be separately reported to Council’s Service Delivery and Audit & Risk committees respectively.

RESOLVED

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02/20/71 That the Strategic Planning and Policy Committee receive the report titled ‘Quarterly District Growth Report’ (document number 10469435) of Wayne Allan, Group Manager District Growth and Regulatory Services. Councillor Coles / Councillor Gordon

10 PROPOSED PLAN CHANGE 15 – PERMEABLE SURFACES

Presented by Policy Advisor District Plan, Julie Taylor, the staff report sought approval from the Strategic Planning and Policy Committee to notify Proposed Plan Change 15 – Permeable Surfaces.

A full Section 32 evaluation report was prepared in accordance with the requirements of the Resource Management Act 1991 (‘the Act’). It outlined the issues and evaluated the options considered.

Proposed Plan Change 15 is a matter for district wide notification and it was proposed to notify this Plan Change in December 2020. Following the notification process it is anticipated Proposed Plan Change 15 hearings will occur in March/April 2021.

RESOLVED 02/20/72 That: a) The report titled ‘Proposed Plan Change 15 – Permeable Surfaces’ (document number 10481992) from Julie Hansen – Policy Advisor District Plan, be received; and b) The Strategic Planning and Policy Committee RESOLVE TO RECEIVE the Proposed Plan Change 15 – Permeable Surfaces Report incorporating Section 32 Evaluation (document number 10477465); and c) The Strategic Planning and Policy Committee RESOLVE TO NOTIFY Proposed Plan Change 15 to the Waipa District Plan (Appendix 1 of this report - document number 10477465) in accordance with Clause 5 of the First Schedule of the Resource Management Act 1991; and d) The Strategic Planning and Policy Committee RESOLVE THAT prior to notification, the Chief Executive; Group Manager District Growth and Regulatory Services; or Manager District Plan and Growth, be delegated authority to make any final necessary changes to Proposed Plan Change 15 that may arise from stakeholder or iwi feedback.

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Councillor Pettit / Councillor L. Brown

11 PROPOSED PLAN CHANGE 16 – TECHNICAL IMPROVEMENTS

Presented by Policy Advisor District Plan, Julie Taylor, the staff report sought approval from the Strategic Planning and Policy Committee to notify Proposed Plan Change 16 – Technical Improvements.

A full Section 32 evaluation report was prepared in accordance with the requirements of the Resource Management Act 1991 (‘the Act’). It outlined the issues and evaluated the options considered.

Proposed Plan Change 16 is a matter for district wide notification and was proposed to notify this Proposed Plan Change in December 2020. Following the notification process it is anticipated the Proposed Plan Change hearing will occur in March/April 2021.

RESOLVED 02/20/73 That: a) The report titled ‘Proposed Plan Change 16 – Technical Improvements’ (document number 10482599) from Julie Hansen – Policy Advisor District Plan, be received; and

b) The Strategic Planning and Policy Committee RESOLVE TO RECEIVE the Proposed Plan Change 16 – Technical Improvements Report incorporating Section 32 Evaluation (document number 10464167); and

c) The Strategic Planning and Policy Committee RESOLVE TO NOTIFY Proposed Plan Change 16 to the Waipa District Plan (Appendix 1 of this report - document number 10464167) in accordance with Clause 5 of the First Schedule of the Resource Management Act 1991; and

d) The Strategic Planning and Policy Committee RESOLVE THAT prior to notification, the Chief Executive; Group Manager District Growth and Regulatory Services; or Manager District Plan and Growth, be delegated authority to make any final necessary changes to Proposed Plan Change 16 that may arise from stakeholder or iwi feedback. Councillor Webber / Mayor Mylchreest

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12 PROPOSED PLAN CHANGE 18 – BEEKEEPING IN RESIDENTIAL ZONES

Presented by Planner, Simone Williams, the staff report sought approval from the Strategic Planning and Policy Committee to notify the Proposed Plan Change 18 – Beekeeping in the Residential Zones.

A full Section 32 evaluation report was prepared in accordance with the requirements of the Resource Management Act 1991 (‘the Act’). It outlined the issue and evaluated the options considered.

This Proposed Plan Change is a matter for district wide notification and was proposed to notify this Proposed Plan Change in December 2020. Following the notification process it is an anticipated the Proposed Plan Change hearing will occur in March/April 2021.

RESOLVED 02/20/74 That: a) The report titled ‘Proposed Plan Change 18 – Beekeeping in Residential Zones’ (document number 10483763) from Simone Williams – Planner, be received; and

b) The Strategic Planning and Policy Committee RESOLVE TO RECEIVE the Proposed Plan Change 18 – Beekeeping in the Residential Zones Report incorporating Section 32 Evaluation (document number 10475695); and

c) The Strategic Planning and Policy Committee RESOLVE TO NOTIFY Proposed Plan Change 18 to the Waipa District Plan (Appendix 1 of this report - document number 10475695) in accordance with Clause 5 of the First Schedule of the Resource Management Act 1991; and

d) The Strategic Planning and Policy Committee RESOLVE THAT prior to notification, the Chief Executive; Group Manager District Growth and Regulatory Services; or Manager District Plan and Growth, be delegated authority to make any final necessary changes to Proposed Plan Change 18 that may arise from stakeholder or iwi feedback. Councillor L. Brown / Councillor Thomas

13 PROPOSED PRIVATE PLAN CHANGE 12 – SANDERSON GROUP LIMITED & KOTARE PROPERTIES LIMITED – T2 GROWTH CELL REZONING, TE AWAMUTU

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Presented by Manager District Plan & Growth, Tony Quickfall, the purpose of the report was to inform the Committee of a request that was received for a private plan change (PPC12) and that a decision was made to publicly notify the plan change by Wayne Allan (Group Manager District Growth and Regulatory Services) under delegated authority.

Private Plan Change 12 is proposing to rezone the T2 Growth Cell located at Frontier Road, Te Awamutu from deferred residential to a residential zone in order to enable the development of a retirement village and residential subdivision.

RESOLVED 02/20/75 That the report titled ‘Proposed Private Plan Change 12 – Sanderson Group Limited & Kotare Properties – T2 Growth Cell Rezoning, Te Awamutu’ (document number 10483195) from Tony Quickfall, Manager – District Plan & Growth, be received. Councillor Coles / Councillor O’Regan

14 27-19-04 DISTRICT WIDE SEWER PIPE RENEWALS – INCREASE TO APPROVED CONTRACT SUM

Presented by Project Engineer, James McKinnon, the District Wide Sewer Pipe Renewals Contract (27-19-04) was awarded by an Executive Committee in October 2019 to Reline NZ Ltd. The Contract is for the relining of sewer mains and manholes in Cambridge and Te Awamutu.

The works have progressed well, however due to factors outside of the contractor’s control, including the Covid-19 lockdown, the contract has extended past its original completion date, and additional costs have been incurred.

Staff recommended that the contract sum be increased to align with the cost to complete the works, with the variation funded from the District Wide Sewer Pipe Replacement (PR2339) budget.

RESOLVED 02/20/76 That a) The report titled ’27-19-04 District Wide Sewer Pipe Renewals – Increase to Approved Contract Sum’ (document number 10485409), of James McKinnon, Project Engineer – Water Services, be received;

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b) The Strategic Planning and Policy Committee approves the increase to the approved contract sum for Contract 27-19-04 District Wide Sewer Pipe Renewals from ONE MILLION, TWO HUNDRED AND EIGHTY THREE THOUSAND, THREE HUNDRED AND TWENTY EIGHT DOLLARS AND THIRTY SEVEN CENTS ($1,283,328.37), excluding GST, to ONE MILLION, TWO HUNDRED AND EIGHTY SIX THOUSAND DOLLARS ($1,286,000.00), excluding GST, to be funded from Project Code PR2339 District Wide Sewer Pipe Replacement budget. Councillor Pettit / Councillor L. Brown

15 REPORT ON THE SEPTEMBER 2020 AUDIT AND RISK COMMITTEE MEETING

Council’s Audit and Risk Committee met on 14 September 2020, and in an extraordinary meeting on 28 September 2020.

Presented by Group Manager Business Support, Ken Morris, the staff report provided a summary of the key matters discussed and the outcomes of the meeting.

The staff recommendation was amended to replace references to ‘Council’ with ‘The Strategic Planning & Policy Committee’ in items b) and c) of the recommendation.

RESOLVED 02/20/77 That – a) The ‘Report on the September 2020 Audit and Risk Committee meeting’ (document number 10503881), of Ken Morris, Deputy Chief Executive / Group Manager Business Support, be received; b) Council adopts the ‘2020/21 Year Top Risks’ (document 10504437), as attached in Appendix 5 and as recommended by the Audit and Risk Committee; and c) Council adopts the ‘Risk Appetite Statement’ (document 10456973), as attached in Appendix 6 and as recommended by the Audit and Risk Committee. Councillor O’Regan / Councillor St Pierre

16 RESOLUTION TO EXCLUDE THE PUBLIC (Section 48, Local Government Official Information and Meetings Act 1987)

RESOLVED 02/20/78 THAT the public be excluded from the following parts of the proceedings of this meeting.

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The general subject of the matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject Reason for passing this Ground(s) under section 48(1) for of each matter to resolution in relation to the passing of this resolution be considered each matter 17. Confirmation Good reason to withhold Section 48(1)(a) of Public Excluded exists under section 7 Minutes Local Government Official Information and Meetings Act 1987 This resolution is made in reliance on section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by Section 6 or Section 7 of that Act, which would be prejudiced by the holding of the whole or relevant part of the proceedings of the meeting in public, are as follows: Item No. Section Interest 17. Section 7(2)(j) To prevent the disclosure or use of official information for improper gain or advantage.

Councillor Webber / Councillor Coles

There being no further business, the meeting closed at 11.33am.

CONFIRMED AS A TRUE AND CORRECT RECORD

CHAIRPERSON:

DATE:

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To: The Chairperson and Members of the Strategic Planning and Policy Committee From: Manager Community Services Subject: MAUNGATAUTARI ECOLOGICAL ISLAND TRUST – SANCTUARY MOUNTAIN UPDATE Meeting Date: 1 December 2020

1 EXECUTIVE SUMMARY

Maungatautari Ecological Island Trust (MEIT) manages Maungatautari Scenic Reserve through a service level agreement with Waipā District Council. MEIT provides regular updates to the Maungatautari Reserve Committee on both operational and strategic matters for Sanctuary Mountain.

Phil Lyons, Chief Executive and members of the Sanctuary Mountain team will be present at the 1 December 2020 Strategic Planning and Policy Committee to provide an update on Sanctuary Mountain Annual Report 2020 and future work programme.

The following appendix accompany the report: . Appendix 1: Sanctuary Mountain 2020 Annual Report (Document number 10513809)

2 RECOMMENDATION

That a) The report titled Maungatautari Ecological Island Trust – Sanctuary Mountain Update (document number 10514390) of Sally Sheedy, Manager Community Services be RECEIVED and; b) The update from Phil Lyons, Chief Executive Sanctuary Mountain and team is RECEIVED.

10514390

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Sally Sheedy MANAGER COMMUNITY SERVICES

Approved by Debbie Lascelles GROUP MANAGER STRATEGY AND COMMUNITY SERVICES

Report to Strategic Planning & Policy Committee – 1 December 2020 MAUNGATAUTARI ECOLOGICAL ISLAND TRUST – SANCTUARY MOUNTAIN UPDATE Page 2 of 3 10514390

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Appendix 1 Sanctuary Mountain 2020 Annual Report (Document number 10513809)

Report to Strategic Planning & Policy Committee – 1 December 2020 MAUNGATAUTARI ECOLOGICAL ISLAND TRUST – SANCTUARY MOUNTAIN UPDATE Page 3 of 3 10514390

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PRESENTED BY MAUNGATAUTARI ECOLOGICAL ISLAND TRUST 21 ANNUAL REPORT2019 – 2020 Share themauriandmanaofmaunga Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

CEO REPORT

In early 2019, Sanctuary Mountain® Maungatautari (SMM) began to align reporting of our outcomes to the United Nations (UN) Sustainable Development Goals (SDG’s) framework. SDG’s are the global and local blueprint to achieve a better and more sustainable future.

This new focus has expanded our understanding of our ‘why?’. As inspired kaitiaki, we are here to share the mauri and mana of the maunga. Clearly, our core business of ecological and cultural restoration underpins all that we do. However, our impact is significantly greater than this.

Early in 2020, SMM was presented with an opportunity to be part of a movement to achieve a more environmentally sustainable, prosperous, and inclusive Waikato region by 2030. This movement is known as the Waikato Wellbeing Project, a regional movement that will, over the next ten years, deliver on a collective responsibility to achieve a better and more sustainable tomorrow.

The Waikato Wellbeing Project has embedded the UN SDG’s into its systems approach to foster change and collective impact.

As Aotearoa New Zealand’s most ambitious and inspirational restoration project, we are proud to report that the maunga continues to contribute to this collective impact by bringing success for kiwi, takahē, kōkako and other indigenous fauna groups.

Again, this proved to be a huge draw card, with record visitor numbers to February 2020. This growth was attributed to increases in retail guided tour and inbound tour operator visitor numbers of 87% and 64% respectively. This translated into strong revenue streams derived from goods and services (tours, merchandise, and visitor self-guiding passes) and an increase in funding from grants.

22 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

In March 2020, visitors to Sanctuary • Kiwis for kiwi; and importance of equality and peoples’ Mountain® Maungatautari stopped. • Supporters, families, and individuals rights, whilst at the same time and equally, New Zealand and the rest of the world recognizing the rights of Planet Earth. This support has enabled our organisation went into lockdown due to restrictions to maintain operational momentum This opportunity translates into key imposed, as we grappled with, the and contribute to vital capital projects, areas of future action for SMM. We are COVID-19 pandemic. This presented including $627,000 funding, ($300,000 fostering change and collective impact by significant financial and operational Trust Waikato and $327,000 Lotteries contributing to a world where: challenges. As inspired kaitiaki, our Environment and Heritage Fund), for the • Maungatautari is a sacred source team rallied and continued to provide proposed education centre. of spiritual pride and prestige for the essential services necessary to safely Waikato Māori and the wider Waikato The Education Centre construction is maintain the integrity of the sanctuary. The communities. due to start in late 2020 and will be government wages subsidy also enabled • Endangered native fauna, waterways built adjacent to the new carpark that SMM to retain 100% of our team in full- and flora are thriving, was also completed in 2020 thanks time employment. • Forest recreational activities enhance to contributions from the Ministry of Although, 2020 will be indelibly etched the physical, mental, and spiritual Business Innovation and Employment in minds and hearts of our community, wellbeing of children, adults, and (MBIE) and Transpower. we are proud to report that despite these older adults in our region. With international tourism unlikely for the challenges, this has been another year • Mana whenua actively connect with immediate future and domestic tourism of significant outcomes, delivered by the and use their land for social, cultural, working to re-establish itself, we are now determination, skill, and dedication of our and economic wellbeing. in a time that requires collaboration, and team of volunteers, contractors, partners • Jobs are created and education and strong leadership. and staff. tourism contribute to the Waikato Newly formed partnerships are enabling economy by telling our ecological and This report details the accomplishments exciting collaborative opportunities, cultural story, of our community, the many individuals, including: Toi Ohomai Institute of • Our tamariki understand the partners, and groups who have Technology, the foundation partner in our importance of their role as future contributed to our continued success. new ranger apprenticeship programme; kaitiaki. In 2020, these have included: Kiwis for kiwi, who have significantly • Our dedicated volunteers; 2020 has been volatile, uncertain and expanded the conservation programme • Waipā District Council; at times complex and even ambiguous. of Western brown kiwi to • Waikato Regional Council; Despite this, SMM continues to include monitoring; Convex Innovative • Ministry of Business, Innovation and gain momentum by nurturing an Packaging, who have committed to Employment; organisational culture where change and funding the planting of native trees on the • Lotteries Commission; continuous improvement are embraced maunga for the next 10 years; Pirongia • Te Puni Kōkiri; and welcomed as the new norm. Te Aroaro o Kahu Restoration Society, • Iwi partners: Ngāti Koroki Kahukura, who are leading an exciting and bold Ngāti Hauā, Waikato Tainui and collaboration to plant the Maungatautari Raukawa; to Pirongia ecological corridor; and • Landowners; a number of community aged care • Prolife Foods Ltd, Mother Earth; facilities who have contributed to the • Our ‘family of funders’– Trust Waikato, Phil Lyons development of wellness programmes WEL Energy Trust, NZ Community Chief Executive Officer soon to be launched on the maunga. Trust; and DV Bryant Trust; • Manaaki Whenua-Landcare Research; Post COVID, opportunity is presented • The Department of Conservation; by a world that places emphasis on the

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CO-CHAIR UPDATE

We write this as part of the team of inspired Tukua mai kia piri Tukua mai kia tata kaitiaki who comprise our Maungatautari Tukua mai ki a Ranginui, ki a Papatūānuku Ecological Island Trust board. We are ki Maungatautari very proud that we can report a solid hei korowai year’s performance by our enterprise. hei whakaruruhau This is particularly significant following the Tuturu ka whakamaua kia tina. unprecedented disruption in New Zealand Tina, haumi e, hui e, taiki e! and around the world created by the Let us come together, let us draw near. COVID-19 pandemic. In this respect we Let us come closer to Father Sky and Mother Earth. in New Zealand are fortunate to operate To our Mountain Maungatautari, within a space of visionary leadership to provide a korowai, founded on professional advice and to protect these children of Tane Mahuta. dedicated public sector workers. We We are committed to this purpose. It will be done! are grateful for the timely, targeted wage E ngā mana, e ngā reo o tēnā koutou katoa. support provided by government when, Nau mai, haere mai like so many other businesses, our visitor Whakarongo mai ki te pūrongo o ngā business shut down during the lockdown. Tia Tangata takirua o te poari a Maungatautari This solid performance is a true testament to the inspiring leadership provided by our management and our wonderful resilient team of staff and dedicated volunteers, our landowner partners, our mana whenua, our species recovery partners and our family of funding supporters and our sponsors. We really are an interconnected collaboration of many inspired kaitiaki.

We are inspired that Sanctuary Mountain® Maungatautari (SMM) has in the last year continued to build our national role in growing resilience for the biodiversity of Aotearoa New Zealand. In this report you will hear about some of our successes: kiwi call monitoring, kōkako counts and our contributions to takahē population growth, as well as the exciting possibilities that we can grow with our emerging partnership with the Kākāpo Recovery Group: all practical illustrations of the natural heritage value we contribute to Aotearoa New Zealand and internationally. These strong environmental gains are a result of the steady well-planned biodiversity strategy which is guided by our Scientific and

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United Nations Sustainable Development education, natural heritage, research, Goals1 where everything that we do and hosting opportunities. revolves around the betterment of the Every year we are presented with environment and people. Accordingly, challenges. However, inspiring our board is working to diversify our teamwork this year continues to deliver deliveries to include more green jobs to improved performance and resilience build resilience of our local communities on many fronts. Our CEO Phil Lyons, an and to foster the mental and physical inspired and transformational leader in wellbeing for our communities. The his own right continues to play an integral maunga provides a sense of place and role in this. Our people are vital to our belonging, while actively sequesters Technical Advisory Panel and performance. implemented by our people. carbon, improves environmental quality Finally, we offer a huge thank you to while also growing our biodiversity halo We view our enterprise as a shining all our supporters. You inspire us and ‘beyond our fence’. Further, we are beacon of optimism in a world where give us the courage to achieve what determined to ensure that the unique the global environmental agenda is we have for all New Zealanders. Your cultural history of the maunga and the taking centre stage. As humans we are support remains critical in our ability to tikanga of our mana whenua can both be observers, but more importantly we achieve what we do. You have helped to celebrated in our community and add are contributors, to the rapid decline create the foundation which underpins value to the special experience of all who of mother nature: unprecedented in our ability to improve the sustainability visit SMM. human history, accelerated by lifestyle, of New Zealand’s unique biodiversity Our intention is that growing our commercial and industrial activities and grow diverse deliveries from our measurement of authentic delivery in across the globe. We have clear enterprise for the benefit of all. memories of the growing clarion calls these areas will support compelling In closing we wish to thank our fellow this past year by global environmental rationale for new sources of revenue board members for your contributions, leaders, spelling out the need for to grow the financial sustainability of skills, courage, and support. We look fundamental reorganisation across our project. Our strategy over the past forward to another productive year technological, economic, and social years has been to deliberately build and working together as inspired kaitiaki of systems to act to reverse these threats strengthen our capability and resilience our unique sanctuary. to provide for world-wide sustainability. so that our organisation continues to Thought leaders, including youth, are evolve. This year has seen Phil and our Nga manaakitanga imploring the global community to team continue to embed a structure of commit to change. They remind us that systems and processes to underpin our mounting evidence continues to identify enterprises capacity. In the next two years our focus will continue this organisational nature as the most enduring, effective, Poto Davies development journey; and cost-efficient solution to many of the Co–Chair MEIT worlds emerging challenges. • 2021 Growing systems and processes to support this structure. Our board are very proud that Sanctuary • 2022 Transformation into a high- Mountain® Maungatautari, the largest performing organisation that secure inland pest free island in the Don Scarlet continually demonstrates excellence world, constitutes a unique opportunity Co–Chair MEIT to exhibit strategic leadership, regionally We are also excited to report that we and nationally, by turning our strategy have now secured sufficient funding for to authentically deliver on many of the our long-awaited facility to grow our

1 https://sdgs.un.org/goals 5

25 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

MEIT VISION AND STRATEGIC GOALS 2018 – 2026

Goals OUR VISION Share the mauri and the mana of the maunga

Sanctuary Mountain® Maungatautari is widely recognised as a world class conservation project.

By 2026 we will have:

• Improved our ability to keep the fenced reserve essentially free of pest mammals.

• Re-established breeding populations of native species historically present.

• Consistently monitored changes and facilitated research to improve our understanding of the maunga.

• Shared the ‘lessons from the maunga’ so others may benefit from our experiences.

• Contributed to the ‘halo’ of interconnected habitat across the Waikato landscape.

• Maintained a motivated and diversely skilled group of volunteers. Vision and Strategic Vision

26 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

2 3 4

Maungatautari is an internationally Productive partnerships are a feature Sound financial management by the recognised eco-tourism destination. of our success. Trust and continued donor support, underpins increasing economic By 2026 we will have: By 2026 we will have: viability of the Sanctuary Mountain® ® • Developed a set of guided and • Consolidated Sanctuary Mountain Maungatautari project. interpreted tours that evocatively Maungatautari as a model of effective By 2026 we will have: weave the ancient story of co-governance in which kawa and Maungatautari. tikanga of mana whenua is reflected • Improved the financial viability of in all that we do. the project through continuing to • Encouraged and supported our hosts meet the requirements of our current and guides in telling Maungatautari • Maintained strong relationships with donors and encouraging further stories to consistently high standards our neighbouring landowners, based organisations to so that they will be enjoyed and on mutual understandings of shared join our family of donors, contributing remembered long after visitors have interests. to our strategic goals. departed. • Nurtured skills and confidence of • Grown the diversity of our revenue • Facilitated and contributed to a our volunteers as conservation streams to support our sustainable, Sanctuary Mountain® Maungatautari professionals, recognising they are viable enterprise. education programme to bring about the lifeblood of our organisation and an awareness in conservation and underpin the on-going success of • Secured additional funds for key ecological restoration. Sanctuary Mountain® Maungatautari. capital investments and maintenance, visitor facility development, • Encouraged and facilitated regular • Continued to encourage and education facility development, visitation by local residents, ensuring facilitate inputs and support from our upgrading of tracks and other vital their continued engagement in, and partners, ensuring that their interests infrastructure. support for our project. are appropriately reflected in our directions and activities. Our family • Consistently applied appropriate • Created necessary infrastructure and of partners and donors will have business practices and demonstrated maintained it at a very high standard grown, reflecting recognition of the transparency and accountability to enabling visitors to get the best opportunities provided by Sanctuary our partners and stakeholders. possible experiences, be safe, and Mountain® Maungatautari, and the leave having been entertained and perceived value in partnering. well informed.

• Promoted Sanctuary Mountain® Maungatautari as a premier destination in the itineraries of inbound tourism operators.

27 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update 1 Conservation Sanctuary Mountain® Maungatautari is an outstanding example of restoration and one of the most biodiverse forest areas on mainland New Zealand. Indeed, the sheer quality and scale (3363 hectares) of the protected area and habitat, significantly increases the viability for rare populations of fauna and flora to become self-sustaining.

This year has been another successful year, with important conservation outcomes. The following provides narrative in relation to four key projects; the Kiwis for kiwi initiative; Takahē recovery programme; Hihi recovery plan; and Kōkako recovery plan. World Class

28 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

HIHI/STITCHBIRD (Notiomystis cincta)

narrow field of view and time delay between recordings. She also found that the hihi 47 birds in visiting the mountain feeders are different 2018/2019 to those visiting the southern enclosure feeders, important to know for our onsite increased to 132 management. birds in 2019/2020

The hihi survey conducted by the Hihi Conservation Officer in spring 2019 had some fantastic results with an estimated total population of 132 birds – the highest ever recorded at Maungatautari. This was due to a bumper breeding season that year and we Conservation status are hopeful these excellent results continue Threatened – nationally vulnerable. in 2020. We were delighted to learn that the Hihi Conservation Trust secured funding Sanctuary Mountain® Maungatautari, for the continuation of this position for three 2019/2020 the year that was years via the DOC Community Fund in Translocations of hihi (Notiomystis cincta) 2019, which means SMM will be one site to to SMM occurred from 2009 to 2011 and benefit from her amazing survey skills for the the birds continue to be supported with following three years. supplementary sugar water feeding via four We were thrilled to receive funding from the feeding stations on the ‘over the mountain’ Milestone Foundation that enabled us to track and three stations within the southern purchase six new hihi feeders which means enclosure. This year, a collaboration between we could upgrade all our feeding stations SMM, Waikato Regional Council and the on the maunga. These are easier to clean, University of Waikato funded a research easier to catch birds, and provide improved intern from the University of Waikato during visibility – for both hihi and observers. the summer months to monitor the feeder usage by hihi. The research intern found that manual recordings of hihi visits to the hihi were more accurate than the camera traps – mainly due to fast shutter speed,

29 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

30 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

WESTERN BROWN KIWI (Apteryx mantelli) western taxon

SMM supported the transfer by sending two species staff to assist with disease screening 73 kiwi chicks and and upskilling their vet volunteer in kiwi blood juveniles released sampling. The release was celebrated with pōwhiri for representatives from Rotokare local iwi Ngāti Tupaia, RSRT, and Taranaki Kiwi Trust, Kiwi calls tripled who were welcomed by Maungatautari mana whenua to bless the kiwi at their release. It was great to collaborate with another sanctuary and share skills and resources to help each other.

We also welcomed back kiwi dog handlers Conservation status for a few days of kiwi search in the southern At risk – declining. enclosure, as part of the original two year plan to find kiwi founders and their offspring from Sanctuary Mountain® Maungatautari, the southern enclosure and release them to 2019/2020 the year that was the main mountain. The dog handlers found It was another big year for brown kiwi (Apteryx five more kiwi, including one important mantelli), with the second breeding season Waimarino founder ‘Pikiriki’. We predict there for the SMM kōhanga project, meaning 73 are now less than eight brown kiwi remaining additional kiwi chicks and juveniles were in the southern enclosure, including one pair released to the maunga. Whilst COVID-19 still on transmitters. halted many kiwi activities, we were lucky For the second year running we have posted to reach Alert Level 2 in time to proceed acoustic recorders around the sanctuary at with some important kiwi work at the very predetermined listening sites with our kiwi end of the season. This included 17 kiwi ranger utilising software to analyse the data. translocated from Rotokare Scenic Reserve The average kiwi call count per hour almost Trust (RSRT). This was a historic occasion with tripled this year compared to the previous Rotokare celebrating the first transfer of kiwi year. This year an average of 3.8 kiwi calls were out of their reserve after a decade of work. recorded per hour compared to an average of Maungatautari was one of two recipients 1.4 calls per hour the previous year. and these important chicks contribute to the founding population on the maunga.

31 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

32 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

TAKAHĒ (Porphyrio hochstetteri)

This year’s chicks were named Wiripoai, Koha, Rangitatara and Māhina. The ceremony Four takahē was brief, but it was wonderful to hear the chicks successfully background stories of the names, which now hatched connect these chicks forevermore to the whakapapa of Maungatautari iwi. These four takahē chicks, along with last year’s chick ‘Rob’ are destined for the Burwood Bush rearing facility where they will learn further foraging skills before being sent to their future release sites.

The year ahead Conservation status We were delighted to learn from the takahē Nationally vulnerable. Recovery Group (TRG) that the takahē at Sanctuary Mountain® Maungatautari, SMM have some of the highest productivity 2019/2020 the year that was in the country. To take full advantage of this, the TRG plan to swap out the two current This season, four new South Island takahē males for higher genetic quality newcomers. (Porphyrio hochstetteri) chicks were With only 418 takahē left in the world the successfully raised by our two resident TRG carefully matches takahē pairs based breeding pairs – a stellar effort by the takahē on birds’ rarity and relatedness, to optimise and our teams of caring staff and volunteers. genetic diversity and breeding productivity. The chicks were named at a ceremony in July with representatives from mana whenua Ngāti Koroki Kahukura, Ngāti Hauā and Raukawa, who all contributed names to the beautiful chicks.

33 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

34 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

NORTH ISLAND KŌKAKO (Callaeas wilsoni)

announcements occurring this July. Thankfully, we were successful for the first part of the bid, Funding secured which was to fund the annual census in August for annual census 2020. As there will be two years of breeding since the last count, it is likely that we will surpass another kōkako milestone by reaching Should surpass 25 25 pair. pair in next census

The Kōkako Specialist Group (KSG) recommends that once 25 pair are established, survey effort can be reduced to every four years. Along with the numbers of pairs, we are also seeking to establish how Conservation status many banded birds have bred – these are At risk – recovering. the known founders. With Maungatautari proposed to be a source site of kōkako Sanctuary Mountain® Maungatautari, for transfers to other sites in future, it is 2019/2020 the year that was important that we have genetic diversity in North Island kōkako (Callaeas wilsoni) were the population: the KSG recommends 38-40 initially translocated to Maungatautari 2015- founders to establish healthy genetic diversity. 2016, with a total of 40 birds sourced from Therefore, the census in 2020 will also help Mangatutu in the Pureora forest. The 2018 us determine the numbers of kōkako needed annual census showed an increase of kōkako for a top-up translocation proposed in 2021 settling into territories with 44 territorial birds or 2022. It is exciting to think that in just a few including 19 pair. For the 2019/2020 season, years’ time the entire maunga will have pairs of we were unsuccessful in securing funding to kōkako, who are thriving in the ngahere. perform the kōkako census and had to delay for a year. In early 2020 we applied for DOC Community Funding with our ‘Sovereign of the Sanctuary’ project, with the funding

35 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

36 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

NORTH ISLAND KĀKĀ (Nestor meridionalis) INVERTEBRATES

Kākā are noisy, inquisitive and love a bit The SMM Restoration Plan outlines key and live juveniles found this season. of sugar water. This year we welcomed goals for many species that reside on Volunteers that cleaned Artificial Mahoenui more kākā hatched onsite, in natural tree the maunga and invertebrates have Cover Objects (ACOs) in the tuatarium giant wētā cavity nests on the maunga – one nest not been forgotten. The following last summer found six juveniles from sightings was found close to the old southern five species have been earmarked as approximately 9-13cm in length, as well tripled enclosure entry gate. We have just ‘missing’ from the maunga and have as several skinks that we have yet to over 30 banded kākā in our database, potential for translocation. However, identify but are likely to be copper skinks most of which were bred and released we need to survey to ensure they are (Oligosoma aeneum) or ornate skinks onsite, but we don’t yet know if there not already present and rebounding (O. ornatum). We have also been working are enough kākā breeding at SMM to with the restoration of the forest. with the lizard expert at Waikato Regional be genetically diverse, or where they go The five species are: Council to create a monitoring plan for when the majority leave Maungatautari • Forest Ringlet (Dodonidia helmsii) lizards in the southern enclosure. This has each winter. At risk – relict meant initiating a new volunteer team • Giraffe weevil (Lasiorhynchus and a permanent survey plot will be set This past year there have been barbicornis) up in the southern enclosure in spring discussions on how to monitor and Not threatened 2020. In the meantime, photographs potentially increase kākā founders at • Stag beetle (Geodorcus auriculatus) from SMM staff of geckos on the SMM, with two possible projects in the At risk – relict fenceline have been confirmed to be pipeline. One option is to soft-release • Giant Stick Insect /Bristly Stick Insect forest gecko (Mokopirirakau granulatus) (hold temporarily in aviaries) captive (Argosarchus spp.) and elegant (green) gecko (Naultinus bred juveniles: The North Island kākā • Velvet worms (Peripatus species) elegans). captive management group is favouring Maungatautari as a top release site Already with anecdotal observations by Mahoenui giant wētā have been sighted in the coming breeding seasons. staff, volunteers and visitors, and formal every year in the past three years and Another option is to radio-track kākā research conducted by University of are reported to MWLR. MWLR noted in the Waikato and see whether they Waikato staff and students, we know that in mid-2019 that the sightings had are dispersing and mixing with other we have at least three of those species tripled, which matched the expected populations: Manaaki Whenua Landcare present – giraffe weevil, giant stick insect establishment phase for Mahoenui giant Research (MWLR) may be conducting and velvet worms. We have some great wētā. Whilst two Mahoenui giant wētā some tracking studies in the future in the research coming up in the next year that have been found deceased in this time Waikato, for which we are volunteering will shed further light on some of these (one adult and one juvenile), the good to assist. fascinating invertebrates. news is that the presence of a juvenile means they are breeding onsite.

OTHER SPECIES Giant kōkopu (Galaxias argenteus) and The rifleman translocation was banded kōkopu (Galaxias fasciatus) postponed for a year due to COVID-19 were released to streams in the southern restrictions. Surveys were completed for enclosure and Tautari Wetland pond in both planned capture sites (Pirongia and 2007. There have been no formal surveys Pureora) with both sites having hundreds. and we are due to conduct surveys in 2021. There have been repeated Tuatara (Sphenodon punctatus) are sightings particularly in the wetland a certain sight at the Tautari Wetland pond. Tuatarium and are breeding at our other release site, with more hatched eggs

37 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

PEST Weasels by vegetation impacting or becoming In July and August of 2019, weasels entangled in the surveillance wire atop MANAGEMENT were found in DOC traps at Rahiri 14 the fence. Pre-emptive trimming of Sanctuary Mountain® Maungatautari, and Te Akatarere 24, respectively. In vegetation near the fence line, particularly 2019/2020 the year that was: May 2020 weasels were also found in of tree ferns, continues to be a focus for There were 13 incursions of pest species DOC traps at Quad 54 and Brooks 12. the Natural Heritage and Operations to our sanctuaries in the 2019/2020 Incursion responses for all weasels were teams. In support of these efforts a hedge financial year including five incursions put in place, including the additional trimmer was brought to the maunga in of mice, four incursions of rats, and four deployment of DOC traps, camera May 2020 to clear vegetation near the incursions of weasels. traps, and tracking cards, but no further fence in several areas. Arborists have also tracking occurred, and no additional been contracted to identify trees that are Mice weasels were trapped. Following likely to fall and impact the fence in the In July 2019, a mouse was trapped in the 2019 captures three mustelid near future and the work to fell these trees the Tautari Wetland ending an incursion detection dog handlers were brought continues, particularly along the northern that had begun there in June. In February to the maunga. One handler reported fence line, where significant patches of 2020 mouse tracking was identified in a moderate indication for mustelid dead Mangeao have been identified. the southern enclosure, and, in March presence on the quad track, but no 2020 mouse tracking also occurred in Fence damage further evidence of weasels was found. the northern enclosure, Tautari Wetland, Only four sections of the sanctuaries With the assistance of Waikato Regional and the QEII block. Incursion responses Xcluder fence were destroyed in the Council staff, samples were taken from were established, and all enclosures are 2019/2020 financial year which is a all weasels captured and supplied once again mouse free. In the northern significant reduction from the nine to Eco Gene to undergo relatedness enclosure slumping of a culvert pipe, sections destroyed in the previous year. analysis. Although the potential for and erosion of the road above looked However, there were four instances of sibling relationships was reported to have been the point of entry for the damage to the fence hood, an increase between two pairs of the samples, no mice. Similarly, in the QEII block mice from one in the previous financial year. strong parent offspring relationship appear to have entered through a The reduction in catastrophic damage could be established. culvert when a culvert screen became to the fence is attributed to the proactive detached. vegetation work which is being carried out across the sanctuary. The fact that Rats there were no instances of damage to Rat tracking occurred in the QEII block the fence between November 2019 and in April 2020 and at Waterfall 23 in May September 2020 appears to support 2020. Two Norway rats were trapped this conclusion. in the Gorsenet area (Fence 244a and 251a) in May 2020, and one ship rat Track repairs and maintenance was trapped on the south east fence line Repair work to several areas of the (Fence 126a) in June. Incursion responses sanctuaries access roads were conducted for all rats identified were established, in the 2019/2020 financial year. In March and, after no further trapping or tracking 2020 approximately 100 tonnes of metal are now complete. The fact that rat were lifted to a site near Maungatautari tracking occurred at Waterfall 23 was FENCE summit on the quad bike track and urgent work to maintain the quad bike track has concerning as no rat had previously AND TRACKS been identified more than 200m from been conducted in several places. Work ® the fence. In response a rodent dog Sanctuary Mountain Maungatautari, on the perimeter road in the south east handler was contracted to carry out 2019/2020 the year that was: (approximately fence 104 to 126a) and in the south west (approximately fence 250 surveys in the Waterfall track and in Fence callouts to 264) was conducted over the summer the Gorsenet areas in June 2020. This Staff attended a total of 90 call outs in the and this work will continue in the coming handler reported no strong indications 2019/2020 financial year, an increase on financial year. for the presence of rats in these areas. the total of 77 call outs from the previous year. Most of these call outs were caused

38 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

SCIENTIFIC RESEARCH Ongoing and new research projects for Maungatautari in the past year have ® AND TECHNICAL Sanctuary Mountain Maungatautari, included: 2019/2020 the year that was: • Tree phenology (University of ADVISORY PANEL The DOC Tier 1 Monitoring Team Waikato) Sanctuary Mountain® Maungatautari, visited SMM twice in early 2020 2019/2020 the year that was: to complete their monitoring as • A comparison of manual observations As in previous years, the Scientific part of the nation-wide biodiversity and trail camera detection of hihi and Technical Advisory Panel (STAP), monitoring that began in 2011, with at supplementary feeders in the has representatives from mana whenua, SMM contributing operations support. southern enclosure, Sanctuary universities, DOC, Manaaki Whenua All data is uploaded to the Manaaki Mountain® Maungatautari. (University Landcare Research, Hamilton Zoo and Whenua Landcare Research National of Waikato, Waikato Regional local councils and gives scientific and Vegetation Survey databank: www. Council) technical advice to the MEIT Board landcareresearch.co.nz/tools-and- • Sexual selection in the New Zealand to inform their decisions about SMM resources/databases/national- giraffe weevil (University of Waikato) management. The terms of reference vegetation-survey-nvs-databank • Understanding predation dynamics for STAP were valuably updated in A recent publication from Manaaki of ugly bugs: do large jaws increase May 2020, and late in the year, retiring Whenua Landcare Research confirms predation costs for New Zealand chair Alan Saunders (Waikato Regional that tui have spilled over from the main wētā? (University of Waikato) Council) was replaced by John Innes mountain sanctuary to increase the • Novel discriminatory tests for E. coli (Manaaki Whenua Landcare Research). population in the surrounding area – to improve water quality assessments STAP this year commented on the new particularly up to 10km from the fence (Agresearch) draft Waipā District Council Reserve line, validating that sanctuaries have Management Plan and gave ongoing significant effects on the surrounding advice as the new maunga Restoration biodiversity (Fitzgerald N, Innes J, Plan was worked by MEIT staff into Mason NWH, 2019). Pest mammal a summarised version and a new eradication leads to landscape-scale Monitoring Plan. STAP also advised on spill over of tui (Prosthemadera scope of the Biosecurity Plan review novaeseelandiae) from a New Zealand that commenced this year. Pest and mainland biodiversity sanctuary species management and research are (Notornis 66(4): 181-191). core STAP agenda items, including this year’s kōkako and takahē successes, possible kākāpo return, kiwi monitoring and management, GIS opportunities for pest and fence management, myrtle rust, and numerous other matters.

39 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update 2 Destination COVID-19 impact

With the visitor centre closed for two full months, including the Easter school holidays, and based on trends until closure and comparisons from the previous two years we would suggest we lost around 4,100 visitors due to the COVID-19 pandemic in the 2019/2020 financial year.

Year-end summary 2019/20 2018/19

Total visitors 14,070 17,078 NZ Visitors 10,555 13,387 International visitors 3,515 3,691 Education programme 2,817 4,672 Ecotourism

40 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

VISITOR SERVICES

Visitor numbers were tracking well for the 2019/2020 year with total visitors at end of 64% increase in February (11,835 YTD), 5% ahead of the same guided tour numbers period in 2018/2019 (11,264 YTD).

Our retail guided tour numbers YTD at end 86.9% increase in of February 2020 were 1200 v 642 for the ITO guided tours 2018/2019 year. This was an impressive 86.9% increase with Inbound Tour Operator (ITO) guided tours YTD 598 v 364 (2018/2019) a 5% increase in 64% increase. A significant portion of these overall visitor reflects Overseas Adventure Travel adding their numbers AZO (Australia/New Zealand) schedule to our existing NNZ (New Zealand only) schedule for Guiding the season. This year the development of two new tour It was at this time we began to feel the products has increased the regular schedule beginning of the COVID-19 pandemic, with of tour offerings we have available. The first, international education and ITO groups a seasonal highlights tour provides a shorter from China, USA and Japan cancelling their introductory tour experience that focuses bookings. on seasonal features of either the southern enclosure or wetland. These tours provide an March was looking to become another record informative insight into the Sanctuary Mountain® month for visitors until accelerating booking Maungatautari project before visitors continue cancellations of; group visits, ITO tours, and to self-guide and experience more within the education programmes proceeded and southern enclosure. The second, a unique continued after the closure of Manu Tīoriori kiwi experience tour. Offered during the Visitor Centre on Saturday, 21 March 2020. kiwi hatch and release season, visitors are At that stage (YTD 13,265) visitors were still less invited to be part of a kiwi chick’s journey than 1% down on 2018/2019 (YTD 13,375). towards release on Maungatautari. This tour We reopened the visitor centre on Wednesday, provides the opportunity for kiwi conservation 20 May and guided tours recommenced on 23 advocacy as part of our partnership with Kiwis May - weekends only with 22 people on tours for kiwi as a Kōhanga kiwi site. over four days. We had an encouraging 615* Our dedicated team of expert guides has also visitors in June, which was a good re-start given grown this year as we welcomed five new the education programme was not running. volunteer guides. Each new volunteer guide is working at their own pace through a mentored training programme and spending time gaining personal experiences of the sanctuary to prepare to share the mauri and mana of the maunga with our visitors.

*June numbers in 2019, excluding the school 21 programme, were 440.

41 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

42 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

TOURISM/MARKETING

For six years our TripAdvisor status has been Marketing highlights five-stars, giving a clear indication that our • NZ Life & Leisure – Back full-page article visitors are having experiences that exceed • Young Adventuress visit – Travel influencer their expectations. with 201,000 followers on Instagram • The Style Jungle visit – Travel influencer We receive feedback from visitors through with 12,500 followers on Instagram Rezdy (booking programme) too, and • Sunday TV Show – War of the Wild this shows that 97.7% are very satisfied to • Air NZ Safety Video – Seen on YouTube extremely satisfied with their visit. 0% of 1.8 million times people were not satisfied. • Mother Earth Partnership – product on As part of this survey we also ask people to supermarket shelves nationwide answer the question “How likely is it that you • What Now – Our Kiwi Ranger taking a ® would recommend Sanctuary Mountain young host on a kiwi experience to a friend or colleague?”. The result of • School Holiday specials – over 900 this question provides the Net Promoter bookings and 400 people going through Score (NPS). The NPS measures customer the enclosure over four days. experience and can predict business • Feature articles with Stuff – 2 x full page growth. This proven metric transformed spreads in Sunday Star times and online the business world and now provides the • Meditation on the Maunga – Two events core measurement for customer experience sold out management programmes the world • Christmas on the Maunga – Over 300 ® round. The score for Sanctuary Mountain people visited in one day Maungatautari for 2019/2020 is 86, which is excellent considering the global benchmark for the year is 31.

Social media 30 June 2020 30 June 2019 Difference

Facebook 7,250 6,396 854 new likes or 13.4% increase Instagram 1,799 1,301 498 new likes or 37.3% increase Twitter 948 873 75 new followers or 8.6% increase

Website 2019/2020 2019/2020 Difference

Total users 46,168 35,669 +10,499 or 29.43% Pageviews 204,992 174,451 +30,541 or 17.51% 23

43 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update 3 Partnerships Productive

44 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

Waikato Regional Council recognises Sanctuary Waipā District Council has clearly demonstrated Mountain® Maungatautari as its commitment to protecting and restoring a regionally significant project. It has supported the environs of Maungatautari and this year the Maungatautari Ecological Island Trust in its extended its financial support for an additional management of the project since 2009. The three years. Waipā remains committed to Council continues its involvement with the administering and managing the reserve and Trust as a partner, providing funding to support giving effect to the principles of the settlement the maintenance of the enclosed area as an between the Crown, NKK and stakeholder iwi essentially pest-free sanctuary. In addition to and will continue to resource these endeavours. contributing to the development of this strategic Council has established an advisory committee plan Council staff also provide technical advice to assist with this purpose. Maungatautari today through appropriate forums, including the remains a significant site of natural heritage and Scientific and Technical Advisory Panel and the represents a very significant percentage (around Maungatautari Reserve Committee. 46%) of the remaining intact indigenous forest in the Waipā District. Waipā District Council remains committed to the protection and restoration of this ‘community asset’.

Sanctuary Mountain® Maungatautari (SMM), given the nature of the project, will make a significant long-term contribution to increase the population of New Zealand’s national bird, Thank you to Mother Earth for their support North Island Western brown kiwi. The Kiwis for of our education programme. Support from kiwi (K4K) strategy is to reverse the estimated Mother Earth has helped enable the continued 2% annual decline in the kiwi population to a 2% development of our programme and our increase, by releasing 500 kiwi chicks into the ability to provide fully facilitated educational sanctuary by 2022. These chicks will be hatched experiences. from eggs lifted through Operation Nest Egg A highlight this year has been the Kaitiaki (ONE) from wild kiwi across Taranaki, Tongariro Film Competition. Together with Mother and Whanganui, which is the natural range of this Earth, SMM encouraged schools to send us kiwi species. Released onto predator-free SMM, a short film telling us about what they were they will grow and by three years old, find a doing to look after their local environment mate and start breeding. They will remain on the and why conservation is important to them. maunga as a permanent breeding population. Congratulations to the two winning schools, Glenview Primary School and Point England School. Both winning schools have been invited to join us for a special kiwi release experience

The Department of Conservation (DOC) has provided technical advice and support to the Trust since its inception. In 2019, DOC awarded $92,000.00 towards fence maintenance by way of the community contestable fund. Over the years, the commitment from DOC has been significant in terms of staff time and internal resource allocation. This has included technical advice and support to the Scientific & Technical Advisory Panel and staff have also contributed significant time into both takahē and kōkako translocations. 25

45 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

Our Volunteers

Sanctuary Mountain® Maungatautari (SMM) cannot function without the fantastic commitment from our volunteers who cover a broad range of activity from pest monitoring, weeding, and planting to visitor centre hosting.

This year, volunteer contributions were impacted by COVID-19. In 2019 SMM volunteer hours decreased by 50%.

Our goal for 2020 will be to recruit new volunteers and provide a skills-based volunteer programme which will enable more opportunities for involvement, social interaction, and learning.

46 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

OUR VOLUNTEERS

The sincere passion of our wonderful Committee and work-team participation on volunteers rapidly advanced the the other hand, has increased a remarkable Maungatautari project to cutting-edge status 320%. Tour guide hours has improved by across the world. Today, after 12 years plus of 118% in under three years. Another area dedicated service, most of these generous that has increased extensively is species supporters are past retirement age and are related work. The establishment of another now seeking less strenuous tasks to fill their takahē pen has required more attention days. This regrettably leaves fewer team-mates from their fantastic caretakers and a number to continue the journey. On 30 June 2020 of volunteers put in some long hours when we had less than 300 regular volunteers, fostering a couple of injured kākā over several a decrease of 7% from 2019. Another weeks. We also undertook a couple of bird contributing factor for the decline, has new counts and surveys. Last year, we introduced prospects considering time and travel costs the kiwi courier programme where volunteers and then choosing to volunteer closer to travelled through to Rotorua or Taupō to pick home. We are aware of the need for a strong up kiwi. Similarly, they have and will continue succession and recruitment plan and further to be responsible for kiwi travel to other acknowledge that health and safety protocols approved areas. are high priority for the Trust. We are currently Te Awamutu College continue to include focussed on a Volunteer Plan that started last Sanctuary Mountain® Maungatautari as part year when a Memorandum of Understanding of their Education Outside the Classroom was rewritten for volunteers by our volunteer programme and Puahue School remains team leaders. This plan is a work in progress a part of our southern enclosure pest requiring considerable effort from volunteers monitoring programme. Last year, the and staff alike. Waikato Science Club replaced the Waikato An overall 50% decrease in annual volunteer Historical Society Group to monitor in the hours can be attributed to other major northern enclosure. Unfortunately, they had shifts as well as travel costs and the global just started when public access from the end COVID-19 pandemic. The areas of most of Hicks Road was disputed. decline are administration, corporate groups, As always, positive word-of-mouth guarantees events, general light duties, natural heritage, continuance where no job is ever too tough. trustees, visitor hosts and weed control. Although, many of our volunteers are aging, More staff and contractor input has reduced our Volunteer Plan will hopefully see lots of volunteer contributions for events and new recruits prosper and grow like those general light duties. Weeds have noticeably before them. And again, it will be this spread across the mountain, but access deep-rooted passion that keeps them issues have restricted where the spray truck coming back year after year. can operate safely. Our visitor host numbers have been dwindling for the last few years and the reduction of Trustees from 16 to nine has reduced meeting hours considerably.

47 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

SANCTUARY MOUNTAIN® 4 IS DEPENDENT UPON MULTI STAKEHOLDER SUPPORT

The main aspects of our funding drive include:

Revenues generated via eco-tourism visitor experience With the introduction of the visitor services team leader, our focus has shifted to developing our visitor experience. Proactive marketing of authentic mana whenua cultural product is critical to the success of developing our domestic and international visitor market.

In May and June 2019, multi-year funding was secured from Trust Waikato and WEL Energy Trust respectively. This supports the appointment of a marketing person, education programme team leader and volunteer co-ordinator.

Relationships with local government As a nationally and internationally significant conservation project, we are extremely grateful to both Waipa District and Waikato Regional Council’s for providing significant multi-year funding commitments. This commitment, re-enforced in 2019 by Waipa District Council’s renewal of support for an additional three years, reflecting a wider understanding and support of the conservation, economic and social outcomes Sanctuary Mountain® Maungatautari brings to the people of our region.

Central government We are extremely grateful to the Department of Conservation for the funding received this year via the Community Conservation Partnerships Fund. Viable Enterprise Viable Corporate citizens Business understands the importance of Sanctuary Mountain® Maungatautari and, as a good corporate citizens, has supported Sanctuary Mountain® Maungatautari in 2019. Of particular note was our newly formed partnership with Mother Earth. Support from Mother Earth has helped enable the continued development of our programme and our ability to provide fully facilitated educational experiences. It is hoped that these partnerships can be further developed into the future.

Community Trusts Significant contributions have been made in 2019 by a number of Trusts. This support continues to be a vital source of funding for our project.

48 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

Environmental factors ecological habitat improvements 2019/20 2018/19 Change

Fence maintenance KEY Number of responses this year 90 77 13 Sectors of fence flattened 4 9 –5 PERFORMANCE Pest management INDICATORS Number of breach responses implemented 11 9 2 Total number of pests trapped (excl. mice) 7 7 0 Financial reporting period from Positive flora outcomes 1st July to 30th June Number of plants planted around the maunga: Wetlands 0 38 –38 Southern enclosure 0 0 0 Visitor centre 21 49 –28 OTM 0 0 0 Gorsenet 529 515 14 Other 1,567 1,786 –219 Total plants planted 2,117 2,388 –271

Positive fauna outcomes Total kiwi released on to main mountain since July 2012 210 136 74 Number of kiwi imported 73 38 35 Number of kiwi exported 0 13 –13 Kiwi chicks hatched in Te Tūi ā Tāne 0 14 –14

Social factors Community Education visits (students only) 2,404 3,921 –1,517 Education visits (teachers and parents) 494 751 –257 Volunteers 291 348 –57 Volunteer hours 8,277 14,456 –6,179 Volunteers full time equivalent (1664 hours per year) 4.9 8.5 –3.6

Visitor experience Number of people on guided tours 2,127 1,912 215 Total visitor numbers (incl. guided tours/excluding education) 11,253 12,342 –1,089

Employees Number of staff employed 14 13 1 Gender diversity 75% 62.50% 0.125% Employee turn over 14% 23% –0.09%

Health and safety Accidents with absenteeism – – –

Governance factors Gender diversity Board of Trustees 66% 50% 16% Finance committee 20% 20% 0%

49 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

FINANCIAL REPORT – YEAR ENDING 30th JUNE 2020 Graham Scott F.C.A.

An interesting end to the financial year with COVID-19 affecting our visitor revenue. The good news is that because most of our visitors are from New Zealand, recovery has been good, and numbers are ahead of last year for first quarter of the 2021 year. In summary: • The Trust has recorded a surplus of $48K after depreciation • This is mainly due to the funding received for capital projects • Facilities fees (from visitors) were down 11% to $93K compared with $105K in 2019

Operating expenses are down around $33K compared with 2019; • This is despite an extra $50K being spent on deferred track and fence maintenance • A reshuffle of the contractors took place, and the savings are starting to show through in the total contractors/salaries/wages being paid.

Revenue Year ended Year ended 30/6/20 30/6/19

Funding/Grants 1,093,139 1,111,414 INCOME AND Donations, fundraising & other similar revenue 291,947 149,906 EXPENDITURE Revenue from providing goods or services 315,262 265,819 Other income 85,844 124 ACCOUNT Total revenue 1786,192 1,527,263

Expenditure Expenses before depreciation Administration 155,307 140,190 Field Overheads 100,169 53,538 Marketing 24,907 27,245 Natural Heritage 72,111 87,697 Operations 92,134 100,069 Salaries/Wages/Contractors 920,792 975,749 Visitors 14,401 28,332 Total expenditure (bef. deprec) 1,379,821 1,412,819

Depreciation and amortisation 358,406 363,698 Total expenditure (inc.deprec) 1,738,228 1,776,517

Surplus/(deficit) before depreciation 406,371 114,444

Surplus/(deficit) after depreciation 47,964 (249,254)

50 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

Cash Situation; • As at 30/06/2020, the trust had $535K in the bank including Term Deposits, compared with $30K the previous year • While most of this is tagged funding for the new Education Centre, there were still operating funds available of $59K • This is the strongest cash position the Trust has been in for a long time! • The multi-year funding agreements in place and some commercial sponsorship agreements have put us in this position • It also helps that all bank loans were paid off during the 2020 financial year. • The Finance, Audit and Risk committee continue to monitor the next six months cash-flow forecast at their monthly meetings

Assets As at 30/6/20 As at 30/6/19

Fixed assets 9,173,861 9,296,581 BALANCE Current assets SHEET Bank accounts 535,203 29,672 Other current assets 43,015 30,887 Total current assets 578,218 60,159 Total assets 9,752,079 9,365,740

Liabilities Current liabilities Accounts payable 105,251 63,815 Other current liabilities 367,066 94,528 Total current liabilities 472,317 158,343

Loans 33,400 (0) Total liabilities 505,717 158,343

Total current assets less total current liabilities (Working capital) 105,901 (98,184) Total assets less total liabilities (Net assets) 9,246,362 9,198,397

Accumulated funds Capital contributed by owners or members 50 50 Accumulated surpluses or (deficits) 9,246,312 9,198,347 Total accumulated funds 9,246,362 9,198,397

51 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Maungatautari Ecological Island Trust - Sanctuary Mountain Update

We would like to acknowledge our current and retired trustees for the year 2019-2020 . ®

Current Trustees Poto Davies (Co-chair) Don Scarlet (Co-chair) Aaron Barnsdall Andrew Peckham Graham Parker Maryanne Sambells Nico Mouton Rahui Papa

Retired Trustees Keri Thompson Maungatautari is a registered trademark of Maungatautari Ecological Island Trust of Maungatautari Ecological trademark Maungatautari is a registered ® Sanctuary Mountain Physical Address 99 Tari Road, Pukeatua 3880 New Zealand

Postal Address PO Box 476, Cambridge 3450 New Zealand +64 7 870 5180 [email protected] www.sanctuarymountain.co.nz Photo Credits: John Parker (Maddox Photography), Sheree Kershaw Photography, Phil Brown, Kseniia, Debs Smith and Sanctuary Mountain Phil Brown, Photography, Kershaw Sheree Photography), (Maddox John Parker Photo Credits:

52 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Community Services Quarterly Report to 30 September 2020

To: The Chairperson and Members of the Strategic Planning and Policy Committee From: Manager Community Services Subject: COMMUNITY SERVICES QUARTERLY REPORT TO 30 SEPTEMBER 2020 Meeting Date: 1 December 2020

1 EXECUTIVE SUMMARY

The purpose of this report is to provide information on the activities pertaining to the Community Services Unit to 30 September 2020 (YTD). This report contains matters that are of a purely administrative nature or information that does not require a decision from Council. As such, this report does not address any matters that are significant in terms of Council’s obligations as set out in the Local Government Act 2002.

The following appendices provide further detailed information in support of the activities outlined in the report:

• Appendix 1 – Library supporting information • Appendix 2 – Museum and Heritage supporting information • Appendix 3 – Cemeteries supporting information

2 RECOMMENDATION

That;

a) The Community Services Quarterly Report to 30 September 2020 (document number 10504015) of Sally Sheedy, Manager Community Services, be RECEIVED.

3 COMMUNITY SERVICES TEAM UPDATES

3.1 Community Facilities Public Conveniences

10504015

53 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Community Services Quarterly Report to 30 September 2020

Two new toilet facilities have been installed. A two pan unit was installed at Centennial Park in July. Staff ran a ‘design a dunny’ competition, inviting local artists and photographers to enter their masterpiece. Kihikihi artist Teresa Siemonek (Treezart) was the winner of the competition with their acrylic painting showing Tui and Kotare resting in native fauna. The artwork will add a splash of colour to the park!

The second facility was the renewal of the public toilets on Franklin St, Pirongia. The facility provides five unisex pans and a room of six urinals. The exterior has been designed to align with the neighbouring historic buildings. These toilets were built with the support of the Tourism Infrastructure Fund to assist with high volumes of domestic and international (once COVID-19 border restrictions lift) tourists stopping in town.

Staff will continue to monitor water demand at the lakeside reserves where the water supply is at risk due to its unreliable nature. A business case has been developed for consideration during the 2021-2031 Long Term Plan, to review and upgrade water supply to public conveniences.

Waikato Regional Sport Season Transition Plan for Community and School Sport Sport Waikato is leading a Collective Agreement across Councils and Regional Sports Organisations within their catchment to create defined winter and summer season windows. The seasonal windows and transition periods align to national directives (Balance is Better) and Moving Waikato 2025, to focus on growing participation and enhance the quality of sporting opportunities for people and communities across the

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region. In October, Waipa District Council (WDC) staff signed an MOU with Sport Waikato to provide our support to the Collective Agreement.

Central Waikato Sub-region Sports Field Capacity and Demand Study Working with neighbouring Hamilton City and Waikato District Council’s, the sports field capacity and demand study has been completed, and will soon be shared with the wider community. The preliminary findings of the study helped to inform projects put forward for consideration in the 2021-2031 Long Term Plan.

Centennial Park Concept Plan Refresh Staff are currently working to refresh the Centennial Park concept plan which was originally developed with the Te Awamutu Community Board. Staff are working with Te Awamutu local Regan McFall who is engaging the community to fund a bike skills track (similar to the Cambridge Pump Track) and a new skate facility. The refresh will update what has been completed on site and include spaces for these community aspirations to provide staff with direction for future development at the park.

Yardstick update Recently staff participated in Yardstick 2020. Yardstick provides insights into the parks industry in New Zealand and how Waipa District Council fits. The 2020 benchmark included 35 Council’s from across Aotearoa with WDC comparing positively in regards to sport field provision (which aligns with the data from the recently completed Central Waikato Sub-region Sports Field Capacity Study), street tree provision and garden/horticultural planted beds. The benchmark tool showed further provision work is required in Actively Maintained Parkland, Trails/Paths and Playgrounds. WDC also scored favourably in Management Best Practice, scoring 5% better than the median score.

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Feedback from the Yardstick team was very positive, with one of the consultants asking if they can share what WDC has done in parks asset management with other Council’s.

Contract Management An update on individual contracts is as follows:

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56 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Community Services Quarterly Report to 30 September 2020

Contract Update Tree Maintenance There has been six new variations to contract to maximise Contract the contract rates. There were 19 trees removed, 468 trees pruned and no storm related call outs. The contractor has continued to maintain their work schedule through the last quarter with no issues arising. The contract has a new Engineer to Contract – Koos Lelieveld. COVID-19 Alert Level 2 through August had no impact on the contract. Rural Open Space New areas of open space to be added to the contract – Contract mainly from the Waters and Transportation areas. Minor contract administrative issues are being worked through. The contractor has had some minor performance penalties deducted from their contract payments. The contract has a new Engineer to Contract – Koos Lelieveld. COVID-19 Alert Level 2 through August had no impact on the contract. Public Convenience There was a minor issue with the Cambridge Superloo not Cleaning Contract having the quarterly clean completed and leaf litter removed, which has been resolved. Staff audits have identified minor improvements only, with most toilets being cleaned as per the agreed LOS. The contract has a new Engineer to Contract – Koos Lelieveld. COVID-19 Alert Level 2 through August had no impact on the contract.

3.2 Libraries 1 July – 30 September 2020 Library Statistics • 484 new patrons registered across both libraries • 36,240 total library membership • 123,673 items issued • 1,468 eBooks and 316 eAudiobooks were issued.

Further details of the Library statistics can be found in Appendix 1.

From 1 July the libraries team stopped sending out paper notices and have moved fully to SMS and email notices. This was advertised in the library for the year prior to implementation.

Online Catalogue We have been notified the current online catalogue is being discontinued as at 30 December 2020. As a result, the Libraries team are working on a new catalogue platform, which with added features will be introduced later this year.

New Zealand National Library Partnership Fund The New Zealand National Library received central government funding to support communities through Covid-19. WDC Libraries have been successful in gaining funding for two fixed term positions until 20 June 2022 to support our communities during this

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57 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Community Services Quarterly Report to 30 September 2020

time of uncertainty. These positions will help the community through digital literacy, reading, and general COVID-19 recovery programmes.

COVID-19 Impact on Waipa District Libraries during quarter 1 COVID-19 Alert Level 2 was in place from 11 August to 22 September 2020. This limited library opening hours, required quarantining of all returned library books for 72 hours and the ability to hold events and run programmes. In the first 2 days of Alert Level 2, issue numbers were 6,572 at both libraries, while our patrons prepared for further restrictions.

COVID-19 has also affected delivery times of new stock to the libraries, with delays ranging from 4 - 6 weeks for the majority of stock arriving. We expect this to continue until sometime in 2021.

During this time the libraries held two holiday programmes. Due to COVID-19 restrictions, these activities were very different to normal. Patrons (numbers limited) could pick up activity packs from each library and complete the crafts at home with online instructions provided. Despite these changes, the holiday programmes were very popular. 3.3 Museum and Heritage 1 July – 30 September 2020 Museum and Heritage Statistics • 1,094 visitors at Te Awamutu Museum • Undertook programmes for over 561 students, in the Museum and at significant sites. During July and August the whole of Te Awamutu Intermediate visited the Museum across 16 sessions to undertake a Wearable Art Programme. • Exhibitions: th o Celebrating 100 years of Secondary Education in Te Awamutu – 5 Sept – 3rd October in the Front Porch Gallery o Te Kopuni Kura Exhibition created in conjunction with Te Wananga o Aotearoa - celebrating the rich collection of their students and teachers artworks. Gavin Gifford Gallery 1 July – 19th Sept. • Matariki workshops with Oriwa were held during the July School Holidays. Programmes included; making coloured Matariki Stars, learning to weave stars with harakeke/flax, designing your own Matariki star.

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58 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Community Services Quarterly Report to 30 September 2020

• In celebration of Te Wiki o Te Reo, 2 sessions of Ti Rakau Stick Game were held at the Museum Saturday 19th September • Processed 5 new collection acquisitions • Assisted with over 56 research enquiries.

Further detail regarding Museum Statistics can be found in Appendix 2.

Te Ara Wai Journeys • 1,759 new users totalling 7,388 users.

COVID-19 Impact on Te Awamutu Museum during quarter 1 During the COVID-19 Alert Level 2 between 12 August – 22 September 2020, no school programmes were able to be run at the Museum. This resulted in several cancellations and rescheduling, as unfortunately not all programmes were able to be run at a later date. Several Zoom sessions with classes were developed and held during this time as an alternative to visiting the Museum

3.4 Parks, Reserves and Cemeteries Operations Cambridge Parks • The winter annual bedding received a lot of comments, in particular harvesting of the vegetables. Due to the location of the plants within the road corridor harvesting was not advised. All of the plants were recycled into the garden mix, so did not go to waste. • Key changes to the Cambridge clock timing (i.e. daylight savings) and regular maintenance is now being managed by a professional clock company. The Cambridge Parks team continue to wind the clock twice a week. • The team has provide assistance to Elise Badger, Cambridge Community Board with her community garden project to grow an edible garden for public use. A pilot garden is currently underway next to Thompson Street playground.

Te Awamutu Parks • The team have been working with the ‘Friends of Memorial Park’ volunteer group to support the work they are want to complete through managing health and safety requirement and provide guidance on safe work areas within the Park. The garden team continue to remove large amounts of Chinese fan palms from Memorial Park, which have been self-seeded throughout the park becoming a weed. • The Garden team have replanted the bank at the Sculpture Park carpark, as this was overgrown with a large amount of weeds and now is planted with native shrubberies. • Alexandra Street has had infill planting throughout the perennial gardens to refresh these gardens. The turf on Alexandra Street has been improved with

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compost to increase the moisture and nutrient holding ability of the soil for better grass health. • Winter Rose pruning and composting on the beds has been completed. This is the main pruning for the roses and takes a full team effort to complete.

In both Cambridge and Te Awamutu we completed a broadleaf spray programme on sports fields and amenity parks with Onehunga weed (prickles) and Cape Daisy areas.

Cemeteries The Cemetery Team have received two utility vehicles with cranes to manage the grave shoring liners required for burials. This equipment improves work processes for grave preparation, removing the current process of manually lifting the grave shoring liners into and out of burial plots. Historically this required four staff to safely lift, with the new equipment removing manual lifting and requiring only two staff. This will provide a time saving of approximately two labour hours per burial.

Unfortunately, there was a break in at Te Awamutu Cemetery on the 18 - 19 of September. The offenders burnt through two locks to get into the shed, from which they stole over $7,000 of small plant (including hand mowers, blowers, line trimmers, water blaster and an air compressor). We are currently in discussions with Te Awamutu Police to improve safety at the cemetery.

Overall, burial numbers are down for the first quarter compared with 2019/20 by 12. Head stone permits are tracking above and ash interments are the same. Please refer to Appendix 3 for further graphs representing cemeteries statistics.

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3.5 Pools Visitor numbers for Te Awamutu Events Centre (TAEC) were tracking well in July with school holidays. Unfortunately visitor numbers were significantly impacted due to COVID-19 Alert Level 2 from 12 August to 22 September 2020. This alert level limited the numbers of people allowed within TAEC, increased cleaning requirements and impacted programmes. There was no stadium use during this time.

With respect to projects, GoWaipa have been concentrating on the Cambridge Pool development, developing an establishment plan and organising fixtures, furniture and equipment to align with the construction project. This will be a priority for the GoWaipa team this year.

3.6 Reserves Planning Key accomplishments during quarter 1 • Parks plans: - Amendments to draft concept plan for Lake Te Koo Utu endorsed by community board and council - Analysis of feedback on draft concept plan for Memorial Park reported to community board and council - Draft Maungatautari Reserve Management Plan adopted by council and sent off to Minister of Conservation for ministerial approval - Cemeteries provision plan progressed • Subdivision and land use consents - Progressed reserve acquisition, development discussions and business cases for the following growth cells: T1, T2, C2, C4, Cambridge North and Ngahinapouri - Progressed reserve acquisition discussions for peat lake reserve margins and Te Awa cycleway - Provided Community Services comments on 8 subdivision and land use consents. • Legislation and strategy reviews - Waikato Pekapeka (Bat) Plan initiated together with mana whenua representatives, WRC, DOC, HCC and Waikato DC; and follow up huis scheduled • Reserve activation - Provided input and/or led discussions on requests for numerous new leases and licences on reserves - Processed 2 MEIT concessions • Spring weed and pest plant control; and plant releasing of this year’s and previous years’ restoration plantings in conservation reserves

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• Management of Council’s partnership with Waikato Regional Council for the Enviroschools Programme has been taken over from Strategy Team • Spatial mapping of trap lines for predator control and restoration plantings on Council owned land completed • Peat Lake and Wetland Accord hui was held in September led by Community Service staff and attended by representatives from NITOW, WRC, DOC, Fish & Game, NZ Landcare Trust and National Wetland Trust • Attendance of regular partnership meetings: MEIT Scientific and Technical Advisory Panel, Rotopiko Operational Committee, Maungatautari to Pirongia Ecological Corridor Project (former Lower Mangapiko Streamcare Group)

Sally Sheedy MANAGER COMMUNITY SERVICES

Approved by Debbie Lascelles GROUP MANAGER STRATEGY & COMMUNITY SERVICES

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62 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Community Services Quarterly Report to 30 September 2020

APPENDIX 1 - LIBRARY SUPPORTING INFORMATION 1 JULY – 30 SEPTEMBER 2020

Membership numbers • During the quarter 1 the libraries registered 275 new patrons at Cambridge Library and 209 at Te Awamutu Library. • At the end of this period the number of registered patrons were recorded as: o Cambridge – 20,106 o Te Awamutu – 15,088 o Family count – 1,046 (number of patrons who are recorded as not having their own card and are using a family member’s card)

Total number of issues Issues by type 1 July - 30 Sept 2020 (physical)

50000

40000

30000

20000

10000

0 Adult Children/Teen Non-Book Other

Cambridge Te Awamutu

Material type Cambridge Te Awamutu Adult 28775 13878 Children/Teen 47266 29346 Non-Book 2434 1942 Other 24 8 Total 78499 45174

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63 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Community Services Quarterly Report to 30 September 2020

eResource issues quarter 1 • eBooks = 1468 • eAudiobooks = 316

Programmes – quarter 1 Over 3,509 patrons attended sessions during this time. It is noted, not all activities count attendees due to the nature of the activity. For this year the activities / events and programmes were:

• Wriggle and Rhyme (once a week in both • Father’s day cards (virtual) libraries during term time) • Lyceum • Toddler Time (once a week in both • MGL x 2 libraries during term time) • Manuka honey standards demystified • Makerspace (twice a week in Cambridge • Zumba and once a week in Te Awamutu during • Altrusa term time) • Te Awamutu Gardening club • Holiday craft programmes (July and • Book sale September/October) • Tumeke • Book club – quarterly in both libraries • Mini Whinny • Blaze in both libraries (book launch) • Knitting group – Make give love • Teddy bear’s picnic in both libraries • Get active • Ko Matariki mai Te Ko Utu Kohanga Reo • Hell reading challenge • Film Night (2 sessions held, rest cancelled • Get lit! due to Covid-19)

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APPENDIX 2 – MUSEUM AND HERITAGE SUPPORTING INFORMATION Exhibitions held Quarter 1 • Gavin Gifford Gallery • Te Kopuni Kura – Celebrating the collection of Te Wananga o Aotearoa • Front Porch Gallery • Queen Victoria Lithograph – fascinating object from the Museum Collection • Celebrating 100 Years of Secondary Education in Te Awamutu Public Programmes provided Quarter 1 • Matariki Workshops with Oriwa • Te Wiki o Te Reo – Ti Rakau Stick Game

General Visitor Numbers 2018 2019 2020 January 1,073 512 650 February 532 423 447 March 506 623 231* April 704 764 0** May 500 656 40*** June 580 426 188 July 359 613 585 August 441 308 179**** September 478 507 330**** October 684 933 679 November 330 463 December 281 397 Total 6,468 6,625 3,329 to date COVID-19 impact - *closed 23/3, ** closed, *** reopened 25/5 **** Level 2 – 12/08 to 22/09/20

LEOTC Students 2018 2019 2020 January 0 0 0 February 674 440 516 March 384 988 154* April 59 306 0** May 739 755 0*** June 201 206 100 July 16 0 340 August 419 136 184 **** September 596 408 37 **** October 224 50 November 101 57 December 87 0 Total 3,500 3,346 1331 to date COVID-19 impact - *closed to public 23/3, ** closed, *** reopened 25/5 **** Level 2 – 12/08 to 22/09/20

Report to Strategic Planning & Policy Committee – 1 December 2020 COMMUNITY SERVICES REPORT TO 30 SEPTEMBER 2020 Page 13 of 14 10504015

65 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Community Services Quarterly Report to 30 September 2020

APPENDIX 3 - CEMETERIES SUPPORTING INFORMATION

Report to Strategic Planning & Policy Committee – 1 December 2020 COMMUNITY SERVICES REPORT TO 30 SEPTEMBER 2020 Page 14 of 14 10504015

66 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Review of the Waip? District Council Trade Waste Bylaw 2011 and the Waip? District Coun...

To: The Chairperson and Members of the Strategic Planning & Policy Committee From: Strategic Projects Driver Subject: Review of the Waipā District Council Trade Waste Bylaw 2011 and the Waipā District Council Wastewater Drainage Bylaw 2011 Meeting Date: 1 December 2020

1 EXECUTIVE SUMMARY

The Waipā District Council Trade Waste Bylaw 2011 (document number 5293308 attached as Appendix 1 of this report) and the Waipā District Council Wastewater Drainage Bylaw 2011 (document number 5628800 attached as Appendix 2 of this report) are due for their 10-yearly review under sections 159 and 160 of the Local Government Act 2002 (LGA).

This review is an opportunity to reduce the number of Waipā District bylaws by consolidating the two existing bylaws into a single bylaw. This would give Waipā District consistency with Hamilton City which has a single bylaw for these functions. As Waipā and Hamilton share trade waste services, a unified approach to bylaws in this area would be appropriate.

When reviewing a bylaw, a local authority must first determine whether the bylaw is the most appropriate way of addressing the perceived problem (sections 155(1) and 160 LGA). For the reasons set out in the report, following analysis, staff have concluded that a bylaw remains the most appropriate way of addressing the perceived problems that the Bylaws address.

Following this determination, a Local Authority must then determine whether the bylaw is the most appropriate form of bylaw, and whether it gives rise to any implications under the New Zealand Bill of Rights Act 1990 (sections 155(2) and 160 LGA). For the reasons set out in this report, it is recommended that the Bylaws’ terms are reviewed and then consolidated. This would give Waipā District consistency with Hamilton City, which has a single bylaw for these functions.

The proposed timetable for the review and implementation of the consolidated bylaw is:

10506992

67 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Review of the Waip? District Council Trade Waste Bylaw 2011 and the Waip? District Coun...

. The Committee to approve draft bylaw and Statement of Proposal for public notification – 2 March 2021. . Consultation period – May to June 2021, timed to avoid the LTP consultation. A Trade Waste Bylaw must have a minimum consultation period of 2 months. . Hearing of submissions – 6 August 2021. . Council adoption of final bylaw – 31 August 2021. The current bylaws will remain operative until the new bylaw is adopted.

The following documents are included as appendices to this report:

. Appendix 1 – Waipā District Council Trade Waste Bylaw 2011 (document number 5293308). . Appendix 2 – Waipā District Council Wastewater Drainage Bylaw 2011 (document number 5628800).

2 RECOMMENDATION

That –

a) The report ‘Review of the Waipā District Council Trade Waste Bylaw 2011 and the Waipā District Council Wastewater Drainage Bylaw 2011’ (document number 10506992) of Graham Pollard, Strategic Projects Driver, be received;

b) The Committee determines that a bylaw is the most appropriate mechanism to address issues relating to the management of trade waste and wastewater drainage in the Waipā District, pursuant to sections 160(1) and 155(1) of the Local Government Act 2002; and

c) The Waipā District Council Trade Waste Bylaw 2011 and the Waipā District Council Wastewater Drainage Bylaw 2011 be reviewed in accordance with the requirements of the Local Government Act 2002 and a proposed consolidated bylaw be developed for the Committee’s consideration.

3 OPTIONS AND ASSESSMENT

The Waipā District Council Trade Waste and Wastewater Drainage Bylaws 2011 were last reviewed in 2011 using the special consultative procedure as set out in the Local Government Act 2002, and are due now for their 10 yearly reviews.

Report to Strategic Planning & Policy Committee – 1 December 2020 Review of the Waipā District Council Trade Waste Bylaw 2011 and the Waipā District Council Wastewater Drainage Bylaw 2011 Page 2 of 11 10506992

68 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Review of the Waip? District Council Trade Waste Bylaw 2011 and the Waip? District Coun...

The purposes of the current Trade Waste Bylaw are: . Protect the health and safety of all people working in the wastewater system . Protect receiving waters from toxic substances originating from trade waste discharges . Protect the wastewater system and wastewater treatment plants from damage due to harmful substances from trade waste sources . Assist the Waipā District Council to meet relevant environment and other regulations . Assist the Waipā District Council wastewater processing operations to produce effluent and biosolids of an acceptable quality . Encourage waste minimisation and cleaner production in the commercial and industrial sectors . Encourage water conservation . Allow recovery of reasonable costs . Allow for the allocation of a wastewater system’s capacity including determination of further system optimisation and development.

The purpose of the current Wastewater Drainage Bylaw is to control wastewater discharges from both domestic and trade premises to Waipā District Council’s wastewater system.

Are Bylaws The Most Appropriate Way of Addressing the Problem? Under sections 155(1) and 160(1) of the LGA before a bylaw is reviewed, a local authority must first determine whether a bylaw is the most appropriate way of addressing the perceived problem. For the reasons set out below, staff consider that it is.

Trade Waste – Key Problem

Wastewater discharges from trade premises, also known as trade waste, can place more load, by volume and concentration of contaminants, on our wastewater system than is placed by domestic wastewater.

As a result, Council needs to have controls in place to control and manage the impacts of these discharges and allow for equitable allocation of the costs for their collection, treatment and disposal.

Under section 196 of the LGA the occupier of trade premises may discharge trade waste from the premises into the Council’s wastewater system either with the consent of the Council, or without consent if the discharge is permitted by trade waste bylaws.

This provision isn’t considered sufficient enough to manage trade waste discharges as it does not facilitate the existing risk-based classification of trade waste or provide an adequate framework for Council consents.

Accordingly, it is considered is considered that a bylaw would adequately address this problem. This is in line with the approach of other Councils. Report to Strategic Planning & Policy Committee – 1 December 2020 Review of the Waipā District Council Trade Waste Bylaw 2011 and the Waipā District Council Wastewater Drainage Bylaw 2011 Page 3 of 11 10506992

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Wastewater Drainage – Key Problem

Wastewater drainage issues raises issues of importance in terms of public health and safety, distress and nuisance to the community and protecting the wastewater system from damage or misuse.

It is also important that the type and volume of discharges to the wastewater network can be controlled and managed to prevent damage to the wastewater system, because this has the potential to adversely impact on public health and the wider environment.

It is considered that existing legislative safeguards are insufficient to deal with this issue; therefore a bylaw is necessary. This is in line with the approach of other Councils.

Issues and options

Following determination that a bylaw is the most appropriate way of addressing the perceived problem, under sections 155(2) and 160 of the LGA, a local authority is required to determine the most appropriate form of bylaw and to determine whether the proposed bylaw gives rise to any implications under the New Zealand Bill of Rights Act 1990. The following options have been identified to help make this determination:

Option 1 – Review and update existing bylaws

This option is not recommended

These two bylaws allow staff to effectively deal with the problems associated with the management of trade waste and wastewater drainage, and are considered by staff to be appropriate mechanisms, but not ideal to remain as separate bylaws. This is because :

1. Waipā has two bylaws dealing with similar issues 2. Trade waste services are shared with Hamilton City Council; Hamilton City has a single bylaw covering trade waste and wastewater drainage 3. Council’s current trade waste consenting structure needs to be refined and aligned with Hamilton City Council’s consenting structure to enable Waipā to gain the full benefit of the shared service arrangement 4. The Waipā District bylaws include provisions additional to Hamilton City and which are considered as no longer being relevant. Specifically, Council’s bylaws repeat Waipā District Plan rules and Building Act 2004 powers, as well as other statutes; these do not need to be repeated in a bylaw.

Council’s shared service partner, Hamilton City Council, has a single combined bylaw and the staff opinion is that it is operationally beneficial to have bylaws that are as consistent with partner councils as possible. Two bylaws in Waipā and one in Hamilton does not achieve this.

70 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Review of the Waip? District Council Trade Waste Bylaw 2011 and the Waip? District Coun...

Option 2 – Merge bylaws and update

This option is recommended.

Council wishes to reduce the number of bylaws over time and this review is an opportunity to do so while still providing an enforcement mechanism to address the issues identified. Furthermore, Council manages its Trade Waste services in conjunction with Hamilton City Council in a shared service arrangement. Hamilton City Council last reviewed its relevant bylaw in 2016 and created a single bylaw for trade waste and wastewater drainage. Staff consider it appropriate that Waipā District has a similar, single, bylaw so there is greater consistency of regulation and service provision across the shared service. A single bylaw will be considered to be a “new bylaw” which will need to be reviewed within 5 years; this places Waipā’s bylaw review schedule on exactly the same timescale as Hamilton City’s bylaw which is advantageous for the shared service.

Next Steps

If option 2 is chosen, then staff will progress with reviewing the current provisions of the bylaws and establish a merged bylaw. In accordance with section 156 of the LGA, the draft bylaw will then be subject to the Special Consultative Procedure in accordance with the following proposed timetable:

Local Government Act 2002

The proposed bylaw aligns with the purpose of local government as defined in the LGA section 10(1)(b) that relates to promotion of the social, economic, environmental and cultural well-being of communities in the present and the future. Provision of trade waste and wastewater drainage are vital services that are best managed by local government to ensure consistency and affordability of the service.

Section 145 of the LGA provides for making of bylaws by local authorities for the purpose of:

. Protecting the public from nuisance; . Protecting, promoting and maintaining public health and safety; and . Minimising the potential for offensive behaviour in public places.

71 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Review of the Waip? District Council Trade Waste Bylaw 2011 and the Waip? District Coun...

Financial status

The cost of developing and reviewing the bylaws is already budgeted for in the operating budget for the Wastewater activity. No additional budget is requested in relation to this review.

Fees and charges associated with a bylaw can either be prescribed within the bylaw, or separately. The review of the fees and charges must follow the special consultative procedure and are proposed to be incorporated into Council’s fees and charges schedule rather than prescribed within the bylaw.

COVID-19 response

The review of these bylaws will have no implications for Council’s response to COVID- 19.

Graham Pollard STRATEGIC PROJECTS DRIVER

Reviewed Kirsty Downey MANAGER STRATEGY

Reviewed Diana Aquilina LEGAL COUNSEL

Approved by Ken Morris DEPUTY CHIEF EXECUTIVE (IN THE CHIEF EXECUTIVE’S ABSENCE)

72 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Review of the Waip? District Council Trade Waste Bylaw 2011 and the Waip? District Coun...

SUPPORTING INFORMATION: ASSESSMENT OF PROPOSAL

1 Statutory and policy requirements

Legal and regulatory considerations

Local Government Act 2002

In accordance with section 145 of the LGA territorial authorities are authorised to make bylaws. The LGA sets out requirements for the creation and review process for bylaws in sections 155, 156 and 158. Sections 83 and 86 outline the special consultative procedure used to draft or review bylaws.

The purpose of local government is defined in section 10 of the LGA, as follows:

“10 Purpose of local government (1) The purpose of local government is— (a) to enable democratic local decision-making and action by, and on behalf of, communities; and (b) to promote the social, economic, environmental, and cultural well-being of communities in the present and for the future. (2) In this Act, good-quality, in relation to local infrastructure, local public services, and performance of regulatory functions, means infrastructure, services, and performance that are— (a) efficient; and (b) effective; and (c) appropriate to present and anticipated future circumstances.”

“Section 78 Community views in relation to decisions (1) A local authority must, in the course of its decision-making process in relation to a matter, give consideration to the views and preferences of persons likely to be affected by, or to have an interest in, the matter. (2) [Repealed] (3) A local authority is not required by this section alone to undertake any consultation process or procedure. (4) This section is subject to section 79.” Section 78(2): repealed, on 27 November 2010, by section 9 of the Local Government Act 2002 Amendment Act 2010 (2010 No 124).

“Section 145 General bylaw making power for territorial authorities

73 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Review of the Waip? District Council Trade Waste Bylaw 2011 and the Waip? District Coun...

A territorial authority may make bylaws for its district for 1 or more of the following purposes: (a) protecting the public from nuisance: (b) protecting, promoting, and maintaining public health and safety: (c) minimising the potential for offensive behaviour in public places.”

“Section 155 Determination whether a bylaw made under this Act is appropriate (1AA) This section applies to a bylaw only if it is made under this Act. (1) A local authority must, before commencing the process for making a bylaw, determine whether a bylaw is the most appropriate way of addressing the perceived problem. (2) If a local authority has determined that a bylaw is the most appropriate way of addressing the perceived problem, it must, before making the bylaw, determine whether the proposed bylaw— (a) is the most appropriate form of bylaw; and (b) gives rise to any implications under the New Zealand Bill of Rights Act 1990.” (3) No bylaw may be made which is inconsistent with the New Zealand Bill of Rights Act 1990, notwithstanding section 4 of that Act.

“Section 158 Review of bylaws made under this Act or the Local Government Act 1974 (1) A local authority must review a bylaw made by it under this Act (other than a bylaw deemed to be made under this Act by section 293) no later than 5 years after the date on which the bylaw was made. (2) A local authority must review a bylaw made by it under the Local Government Act 1974 (other than a bylaw deemed to be made under this Act by section 293)— (a) no later than 1 July 2008, if the bylaw was made before 1 July 2003; and (b) no later than 5 years after the bylaw was made, if the bylaw was made after 1 July 2003.” Section 158: substituted, on 28 June 2006, by section 19 of the Local Government Act 2002 Amendment Act 2006 (2006 No 26).

“Section 159 Further reviews of bylaws every 10 years A local authority must review a bylaw made by it under this Act or the Local Government Act 1974 no later than 10 years after it was last reviewed as required by section 158 or this section.” Section 159: substituted, on 28 June 2006, by section 19 of the Local Government Act 2002 Amendment Act 2006 (2006 No 26).

74 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Review of the Waip? District Council Trade Waste Bylaw 2011 and the Waip? District Coun...

“Section 160 Procedure for and nature of review (1) A local authority must review a bylaw to which section 158 or 159 applies by making the determinations required by section 155. (2) For the purposes of subsection (1), section 155 applies with all necessary modifications. (3) If, after the review, the local authority considers that the bylaw— (a) should be amended, revoked, or revoked and replaced, it must act under section 156: (b) should continue without amendment, it must— (i) consult on the proposal using the special consultative procedure if— (A) the bylaw concerns a matter identified in the local authority’s policy under section 76AA as being of significant interest to the public; or (B) the local authority considers that there is, or is likely to be, a significant impact on the public due to the proposed continuation of the bylaw; and (ii) in any other case, consult on the proposed continuation of the bylaw in a manner that gives effect to the requirements of section 82.” (4) For the purposes of subsection (3)(b), the local authority must make available — (a) a copy of the bylaw to be continued; and (b) the reasons for the proposal; and (c) a report of any relevant determinations by the local authority under section 155. (5) This section does not apply to any bylaw to which section 10AA of the Dog Control Act 1996 applies.”

Section 160: substituted, on 28 June 2006, by section 19 of the Local Government Act 2002 Amendment Act 2006 (2006 No 26).

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APPENDIX 1

Waipā District Council Trade Waste Bylaw 2011 (document number 5293308)

76 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Review of the Waip? District Council Trade Waste Bylaw 2011 and the Waip? District Coun...

APPENDIX 2

Waipā District Council Wastewater Drainage Bylaw 2011 (document number 5628800)

77 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

INFORMATION ONLY

To: The Chairperson and Members of the Strategic Planning & Policy Committee From: Principal Policy Advisor Subject: Finalisation of the Hamilton Waikato Metropolitan Spatial Plan Meeting Date: 1 December 2020 File Reference: 10520446

1 EXECUTIVE SUMMARY

The purpose of this report is to inform the Committee that on 10 September 2020, the Future Proof Implementation Committee approved finalisation of the draft Hamilton- Waikato Metropolitan Spatial Plan (MSP). The Future Proof Implementation Committee, also approved that the MSP be embedded into the Future Proof Phase 2 review, along with the Hamilton to Auckland Corridor Shared Statement of Spatial Intent.

The Future Proof Phase 2 review is currently underway and is scheduled for public consultation in 2021.

The following appendix accompanies this report: . Appendix 1 – Hamilton-Waikato Metropolitan Spatial Plan (document number 10520699)

2 RECOMMENDATION

That the Completion of the Hamilton-Waikato Metropolitan Spatial Plan report 10520446 of David Totman – Principal Policy Advisor be RECEIVED.

3 BACKGROUND

The preparation of the Hamilton-Waikato Metropolitan Spatial Plan (MSP) had its origins in the implementation of the Hamilton to Auckland Corridor Spatial Intent (H2A) in 2019.

Document: 10520446

78 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

The H2A corridor planning which was completed in early 2019 identified the need for the preparation of a spatial plan for the wider Hamilton area as an important and immediate follow-on focus area project.

Work on preparation of the Hamilton-Waikato Metropolitan Spatial Plan (MSP) began in the latter part of 2019 and continued through 2020. The work was led by the reconstituted Future Proof partnership following the addition of Central Government, Auckland Council, Auckland/ Hauraki Iwi and the Franklin Local Board, on 15 August 2019.

Work on the draft MSP was reported on to the Cabinet on 10 August 2020 where Cabinet acknowledged the work being done.

The Hamilton-Waikato Metropolitan Spatial Plan was presented at the Future Proof Implementation Committee (FPIC) meeting on 10 September 2020 and was approved for finalisation and publication following any feedback from members of the Committee.

The next and final step will be the incorporation of the MSP along with the Hamilton to Auckland Corridor Shared Statement of Spatial Intent document and requirements of the National Policy Statement on Urban Development, into the Phase 2 Future Proof review.

Future Proof

In September 2020 there was a transition of Future Proof Implementation Advisors from Ken Tremaine, who retired from the position, to Peter Winder. This transition has led to Peter Winder carrying out a thorough review of the purpose and work that Future Proof does for the partnership.

Peter Winder’s review was based on a series of workshops held with staff of the partner organisations during October 2020. His review has led to his recommending the following actions for the partnership.

. Reconfirming the value and purpose of Future Proof

. Shifting from strategy to implementation

. Optimising the structure of Future Proof

. Developing a revised work programme to 2024

Peter Winder is proposing a more streamlined structure for Future Proof and a revised work programme which he will present to Nga Karu Atua o te Waka and the Future Proof Implementation Committee for consideration and adoption.

I will provide the Strategic Planning and Policy Committee meeting with a more comprehensive report on Future Proof at its next meeting.

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79 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

David Totman PRINCIPAL POLICY ADVISOR

Reviewed by Kirsty Downey MANAGER STRATEGY

Debbie Lascelles GROUP MANAGER STRATEGY & COMMUNITY SERVICES

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Appendix 1 Hamilton-Waikato Metropolitan Spatial Plan Final (document number 10520699)

Report to Strategic Planning & Policy Committee – 1 December 2020 Finalisation of the Hamilton Waikato Metropolitan Spatial Plan Page 4 of 4 10520446

81 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

HAMILTON- WAIKATO METROPOLITAN SPATIAL PLAN

82 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

This document presents version 1 of the Document information Hamilton-Waikato Metropolitan Spatial Plan. This document has been prepared Document Title Hamilton Waikato Metropolitan Spatial Plan with every effort to map, understand, consider and record all constraints and File Name 20201028_MSP_Final.pdf opportunities. Much of the data is available at a regional level. What is proposed is Approved by Future Proof Implementation Committee subject to further investigation, analysis Approval date 10 September 2020 and business case development as well as stakeholder engagement and consultation.

Note: This document is intended to be read as a double page spread.

83 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

Contents

Executive Summary 4 Figures Tables Part 1 - Context, Challenges and Opportunities Figure 1: Metro spatial plan map 6 Table 1: Urban growth context 8 1.1 The metropolitan area in context 8 Figure 2: Metro area context map 8 Table 2: Growth management performance 8 1.2 Challenges and opportunities 10 Figure 3: H2A corridor map 8 Table 3: Current and future urban growth areas 32 Part 2 - Desired Future State Figure 4: Extent of the Waikato River 9 Table 4: Urban Growth Programme - Tier One Implementation Initiatives 40 2.1 The growth scenario 12 Figure 5: Waahi toituu map 19 Table 5: Priority development areas - Northern corridor 41 2.2 Objectives and outcomes 13 Figure 6: Blue-green network map 21 Table 6: Priority development areas - Central corridor 41 2.3 People, place and community 14 Figure 7: Public transport schematic 23 Table 7: Priority development areas - Ruakura-Central City-Te Rapa- 2.4 Growth management approach and directives 15 Figure 8: Strategic transport corridors map 24 Horotiu-Ngaaruawaahia Economic Corridor 41 Part 3 - The Spatial Plan Figure 9: Centres map 25 Table 8: Priority development areas - Southern corridor 41 3.1 Waahi toituu 19 Figure 10: Indicative Metro Centre development 26 Table 9: Definitions 43 3.2 Waikato River and blue-green Figure 11: Indicative Greenfield Town Centre development 26 network 21 Figure 12: Indicative Business Centre development 27 3.3 Transport 23 Figure 13: Indicative Town Centre TOD development 27 3.4 Centres 25 Figure 14: Metropolitan economic corridor 28 3.5 Growing jobs and an economic corridor 28 Figure 15: Three waters, community and other infrastructure 3.6 Three waters infrastructure 30 map 31 3.7 Community and other infrastructure 31 Figure 16: Current and future urban areas map 33 3.8 Current and future urban areas 32 Figure 17: Envisioned housing growth intensity across the metro area 34 3.9 Rural areas 36 Figure 18: Future growth areas map 35 Part 4 - The Implementation Plan Figure 19: Envisioned future employment priority areas 35 4.1 Implementing the MSP 38 Figure 20: Rural areas map 36 4.2 Urban Growth Programme 39 Figure 21: Priority development areas map 41 4.3 References 42 4.4 Definitions 43

84 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

Executive Summary

Introduction Why is this plan being prepared? out and the National Policy Statement on Urban • A radical transport shift - a multi-modal The Hamilton Waikato Metropolitan Spatial The MSP is a tool to shape how Hamilton City Development 2020. It supports the Hamilton- transport network, connecting the metro area Plan (MSP) is a vision and framework for how and the neighbouring communities within Waipā Auckland Corridor (H2A) connecting two of and facilitating a radical shift to using public Hamilton City and the neighbouring communities and Waikato districts grow and develop in the New Zealand fastest growing cities and ensuring transport through the establishment of a rapid within Waipā and Waikato districts will grow and long-term. It will help us address the current and well-functioning urban areas for all people, and frequent public transport network shaped develop over the next 100 + years creating one of future challenges faced by the metro area from communities and future generations. around where and how our communities will the most liveable places in New Zealand. declining water quality in the Waikato River and its grow. major tributary the Waipā River, to environmental Key features of the MSP The Hamilton-Waikato metro area is an urban sub- deterioration, increasing housing costs and The MSP enables iwi aspirations through • A vibrant metro core and lively region of the Waikato. Hamilton is at the core of demands placed on our infrastructure including focussing on the Waikato River and supporting metropolitan centres - growing Hamilton this metropolitan area which extends from Taupiri from the number of cars on our roads to our the ongoing recognition of the strategic central city as our civic, administrative, cultural in the north to Te Awamutu and Cambridge in the public transport options. economic and housing centres at Ruakura and and commercial metro core, alongside lively south. Hopuhopu. It also includes recognition of the role metropolitan centres, well connected by Carefully planning how the metropolitan core marae play. public transport and safe walking and cycling The MSP sets out how and where Hamilton City and its centres grow means we can ensure a networks, where people can afford to live, and the neighbouring communities within Waipā population scale and distribution that supports Important environmental attributes or constraints work and play. and Waikato districts should grow, develop the delivery of transformative infrastructure for our and hazards (waahi toituu) are identified so and move around long-term to ensure social, area from metro-scale wastewater management development can be directed away from them • A strong and productive economic corridor economic and environmental prosperity. solutions to a high-quality public transport and a blue-green network is introduced with - establishing an economic corridor that links network planned around where and how the Waikato River at its heart providing for the highly productive employment areas It celebrates a healthy Waikato River at its heart, environmental, recreational and place-making between Ruakura, Hamilton central city and connected to a vibrant metro core in Hamilton communities will grow. Carefully managed growth will also limit negative outcomes including further benefits, influencing the shape of future urban north to Horotiu and Ngaaruawaahia. city and lively metropolitan centres all serviced by development in the metro area. rapid and frequent public transport. It plans for environmental deterioration, increasing housing • Iwi aspirations - enhancing the environmental a place where our natural and built environment costs and CO2 emissions from transport, and will Development is shaped around a multi-modal health and wellbeing of the Waikato River in coexist in harmony and our people thrive with contribute to restoring the health and well-being rapid and frequent transport network and the accordance with Te Ture Whaimana o Te Awa o easy access to recreational spaces, employment, of the Waikato River and the environment MSP identifies a range of opportunities for both Waikato – Vision and Strategy for the Waikato education, health facilities and affordable homes. The MSP targets future population growth areas urban intensification and expansion, providing for River, while supporting iwi in embracing social population growth and development that is both and economic opportunities within the metro Strategically located at the heart of the upper suitable for medium to high density housing and mixed-use areas. These are purposefully up and out, addressing housing affordability and area with a specific emphasis on Hopuhopu North Island our area is the third fastest growing housing choice. and Ruakura. urban centre in New Zealand. Over the next located alongside current and future transport 50-100 years, the population of the metro area infrastructure that can provide a high-quality Centres for growth and a core economic corridor • Thriving communities and neighbourhoods is expected to nearly double. Most people will transport network whether that be walking, at the heart of the metro area support economic - enabling quality denser housing options live in Hamilton, but significant growth will also cycling or by rapid and frequent public transport development and jobs while also recognising that allow our natural and built environments happen in Ngaaruawaahia, Cambridge and Te connections. important business areas such as Te Rapa, Horotiu, to coexist in harmony increasing housing Awamutu. For the MSP to be realised we need reliable Ruakura, Taupiri, Hautapu and Hamilton Airport. affordability and housing choice to meet the needs of growing and changing communities. The MSP is delivered through the Future Proof transport options that move people, goods and Transformational Moves services efficiently to and through the metro area partnership between Waikato-Tainui, Tainui Waka There are six transformational moves for change: Implementing the MSP - making it real Alliance, taangata whenua, Central Government, and a successful public transport network that is The MSP will be brought to life through a Waikato District Council, Waipā District Council, used by many people. • Waikato River - celebrating the Waikato River comprehensive implementation approach as the defining ecological feature connecting Hamilton City Council and Waikato Regional The MSP will also deliver on objectives outlined in which consists of an urban growth programme the metro area to the heart of a blue-green Council and ensures we are prepared for this the Government’s Urban Growth Agenda (UGA) of priority actions designed to achieve network supporting environmental and growth. designed to remove barriers to the supply of land transformational change. A further detailed recreational use and creating a sense of place. and infrastructure and allow cities to grow up and programme of action will be agreed, updated and monitored through the Future Proof partnership.

4 | Hamilton-Waikato Metropolitan Spatial Plan

85 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

Hamilton-Waikato Metropolitan Spatial Plan

The MSP is made up of a series of layers, as shown in the maps below. More detail on each of these layers can be found in Part 3.

Waahi toituu - Part 3.1 Strategic transport corridors - Part 3.3 Centres - Part 3.4 Three waters, community and other Rural areas - Part 3.7 infrastructure - Part 3.7 Note Waahi Toituu, further defined in Part 3.1, are areas to protect / proceed with the greatest care.

Blue-green network - Part 3.2 Public transport network scheme - Part 3.3 Growing jobs and an ecconomic Current and future urban areas - Part 3.8 corridor - Part 3.5 Note: Public transport shown is a concept service diagram only, showing connections between future growth nodes. Further work will be required to define mode, operational requirements, and identify the most appropriate corridor for both the rapid and frequent networks. IMPORTANT: No modal options have been discounted at this stage.

Hamilton-Waikato Metropolitan Spatial Plan | 5

86 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

Hamilton-Waikato Metropolitan Spatial Plan

Taupiri Figure 1 provides the summary MSP map. Key features of the MSP are: • Enabling iwi aspirations through focussing on

the Waikato River and supporting iwi housing Ngaaruawaahia/ and economic priorities within the metro area. Hopuhopu • Providing clarity on the location and nature of waahi toituu areas that have influenced the Horotiu location of future growth areas so that new HT1 development is directed away from valued Rototuna

natural areas, environmental constraints, Metro Area Boundary hazards and risks, now and in the future. Regional centre R2 Te Rapa Proposed metro centre Chartwell • The inclusion of an extensive blue-green Rotokauri Fairfield network to assist in improving the quality Business centre Ruakura and quantity of public spaces and support Specialised centre Central University numerous environmental outcomes. City Area Existing town centre Frankton

• An urban form shaped around a multi-modal Proposed town centre Hospital rapid and frequent transport network and Rail Corridor the objective of a radical mode shift to public Nationally Strategic Routes transport and active transport modes. This will Peacocke support reduced carbon emissions, increased Metro Area Strategic Routes housing choice, more affordable housing Metro Area Minor Routes and improved access to employment and key Key Routes Connecting to Hautapu Airport amenities. Location Outside of Hamilton City (RPTP) • Enabling a wide range of urban development Frequent Public Transport Network Cambridge opportunities to enhance competitive land markets. The MSP identifies opportunities for to Auckland Rapid Network Public Transport Network both urban expansion and intensification. Future Interregional Inter-regional Network Network • The development of an economic corridor Huntly FutureFrequent UrbanNetwork Areas (Ruakura – Ngaaruawaahia) that will build on Key interchange Urban Areas: Taupiri existing economic strengths and drive higher ZonedMajor stops Urban/ Developed Land value employment growth. Ngaruawahia HT1 Indicative urban intensificationto Tauranga areas Rototuna Horotiu Ngaa wai: Te Awamutu Chartwell The Base Lakes, Rivers, Wetlands, R2 Floodzones, Swamps Rotokauri Frankton Ruakura Town Existing Green Areas: Centre Reserves, Parks, DoC Land, Dinsdale CBD Uni Significant Natural Areas Hospital

Peacocke Proposed Green Areas: Future Green Space Airport Waahi Toituu AreasCambridge Figure 1: Metro spatial plan map 6 | Hamilton-Waikato Metropolitan Spatial Plan Te Awamutu

87 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

Part 1 Context, Challenges and Opportunities

Part 1 of the MSP discusses the present state, highlights the importance of iwi within the metro area and identifies key opportunities and challenges addressed by the MSP.

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1.1 The metropolitan area in context

Regional context What growthGOING are we planningFORWARD for? The MSP has been developed to proactively plan Table 1: Urban growth context The metro area plays an important role in the The metro area’s strategic location in the heart for and manage this future growth in a way that Urban Growth Context prosperity and productivity of New Zealand. It of the upper North Island means that growth has will deliver on the Government’s Urban Growth Size (hectares) 76,515 is strongly linked to Auckland, Bay of Plenty, and historically been strong, and this trend is expected Agenda (UGA), that aims to remove barriers to the the wider Waikato region, as shown in Figure 2. It to continue. Hamilton, Ngaaruawaahia, Cambridge, supply of land and infrastructure, and the Hamilton Population (2018) 212,949 provides significant economic functions in terms of Te Awamutu andTHE the villages FIVE and rural-PART communities ONE:to Auckland STRONGER CorridorCORRIDOR (H2A) objectives CONNECTIONS guiding development between two of New Zealand’s fastest % Maaori 23.69% education, port and logistics, health, professional in between form the third fastest growing urban Direct and (re)shape future urban growth along the and technical services supporting the wider region. area in New Zealand. The population of this area is corridorgrowing through cities. significantly strengthened green open % 65+ 11.75% The metro area sits at the southern end of the expected to double inHOUSING the next 50-100 years. & space and mass transit networks. Median age 32.2 Hamilton to Auckland corridor as shown on Figure 3. Current urban growth performance Over the next 50-100years, the population of the URBAN GROWTH Existing urban growth context parameters are GDP/capita (2018) $64,059 metro area is expected to nearly double. Most shown in Tables 1 and 2. These parameters Deprivation index (10 people will live in Hamilton, but significant growth TWO: THE PAPAKURA-POKENO CORRIDOR 6.1 indicated that: highest) will also happenPROGRAMME in Ngaaruawaahia, Cambridge and Supporting and unlocking, where appropriate, the Te Awamutu • This metro area is the third least affordable Median dwelling price (2019) $542,000 significanthousing residential market and in Newemployment Zealand. development Population growth (average 2.44% potential• The andtransport iwi aspirations system isfor underperforming this string of well- last 5 years) defined, rail-linked settlements through integrated with New Zealand’s highest private vehicle Population growth (average growth management, funding and financing and key 1.84% Te Kauwhata dependency and poor safety outcomes for last 20 years) transformationalcyclists and projects. pedestrians. Table 2: Growth management performance • There are challenges across the housing Growth Management Performance Hamilton to THREE:spectrum THE RIVER – from COMMUNITIES homelessness, to the rental market, and opportunities for first home Mean dwelling price/mean Auckland Housing affordability 5.2 Corridor To Tauranga Supportingbuyers. community and iwi-led revitalisation and household income targeted growth that will realise the full value of the % 1 and 2 bedroom and Bay of Housing choice 22% Plenty natural, transport, marae and recreational networks dwellings Huntly Public transports share of that braid the area together as an asset for its people Transport choice 1% and many others who can visit and travel through. trips (2014-2018) Morrinsville Access to Estimated % of HH <30 70% Ngaaruawaahia opportunities mins travel to work or study Transport’s estimated share FOUR: THE HAMILTON-WAIKATO Climate change 53% of CO emissions Raglan METROPOLITAN AREA1 2 Hamilton Supporting and unlocking the residential and employment development potential and iwi aspirations for this fast-developing metropolitan area To Taupo through joint planning, integrated growth management and key transformational projects.

Te Awamutu FIVE: NEW TOOLS AND OPTIONS TO UNLOCK THE FULL POTENTIAL

To Taranaki Supporting the realisation of full development Otorohanga potential in the identified 10 growth clusters through the application of new planning, funding and financing tools and options for local authorities, iwi, Figure 2: Metro area context map Figure 3: H2A corridor map from H2A central government, developers and land owners. 8 | Hamilton-Waikato Metropolitan Spatial Plan 20

NOT GOVERNMENT POLICY OR THE VIEW OF ANY ONE ORGANISATION 20

89 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

Importance of iwi in the metropolitan area

Taahuhu Koorero / history headquarters of the Kiingitanga movement located In 1998 the Waikato-Tainui Deed of Settlement for area including collectively-owned assets in trusts, Taangata Whenua within the metro area descended at Tuurangawaewae Marae in Ngaaruawaahia, on the Waikato River was signed, and it received royal incorporations and other Maaori entities. Spatial from the Tainui waka, tracing their ancestry back the eastern banks of the Waikato River. It is the assent in 2010. The Waikato-Tainui Raupatu Claims priorities for iwi include Ruakura, the central city 800 years. The metro area contains significant official residence of the current Maaori King, Tuheitia (Waikato River) Settlement Act 2010 established area, and Hopuhopu/Taupiri. landmarks, including the sacred Taupiri mountain Pootatau Te Wherowhero VII. the Waikato River Authority and gave statutory and the Waikato River. It is said that Taupiri lived recognition to Te Ture Whaimana o Te Awa o While wishing to develop land in a way that sustains near Tongariro until her marriage to the mountain The British troops breached the Kiingitanga border Waikato – Vision and Strategy for the Waikato River. their economic capacity and provides opportunities chief Pirongia brought her to her new home near that the second Maaori King Taawhiao had declared for iwi members, retaining their historical role as Ngaaruawaahia. The legend is that she then became to be an aukati (a boundary not to be crossed), Iwi aspirations kaitiaki of the environment is a primary aspiration ill and sent a message asking Tongariro to deliver which started the New Zealand Land Wars in 1863. There are six significant iwi/hapuu groupings: of taangata whenua in the area. Taangata whenua THE AREA SUBJECT TO THE VISION AND STRATEGY Ngaati Maahanga, Ngaati Hauaa, Ngaati Korokii- envision a collective approach to sustainable healing waters. Tongariro sent a faithful dog to cut a Upon losing the final battle in 1865, Maaori were Kahukura, Ngaati Tamainupo, Ngaati Mahuta and land use which allows the mauri of ancestral land, pathway between Tongariro and Taupiri – said to be driven into exile in the King Country for 20 years. As the Waikato River is important to all the people of the region, the Waikato-Tainui within the metro area boundaries. waters, cultural sites, and taonga to be restored and the origin of the Waikato River. Taupiri recovered The Crown proceeded to confiscate 1.2million acres ultimate measure of this Vision and Strategy will be that the Waikato River The southern towns of Cambridge and Te Awamutu enhanced. once she was able to drink the healing waters. (approx. 500,000 hectares) of Waikato-Tainui tribal will be safe for people to swim in and take food from over its entire length. also includes additional mana whenua Ngaati land (raupatu). Throughout the post-war period the In 1858The area the that Kiingitanga the Vision and Strategy movement applies to originated is the Waikato River in from Maniapoto, Raukawa, Ngaati Apakura, Ngaati issue of raupatu dominated dealings between the the WaikatoHuka Falls to region Te Puuaha under o Waikato the and thefirst length Maaori of the Waipa King River to its Hikairo, and Paretekawa. Kiingitanga and the New Zealand Government. Pootataujunction Te with Wherowhero the Waikato River asto shown unite in the iwi map and below. halt The land Vision A key driver of the MSP is to achieve the aspirations sales.and The Strategy movement also applies tocontinues the activities into the this catchments day with affecting the the Waikato-Tainui began searching for redress in 1884 of taangata whenua. Importantly, this means Waikato River. when Taawhiao led a party to England to petition enhancing the environmental health of the Waikato Queen Victoria for a Maaori parliament and an River in accordance with Te Ture Whaimana o Te independent inquiry into the land confiscations. Awa o Waikato – Vision and Strategy for the Waikato However, his petition was referred back to the New River, while supporting iwi in embracing social and Zealand Government who dismissed it. Nonetheless economic opportunities within the metro area. Taawhiao continued to help Maaori address their Te Puuaha o Waikato concerns and petition the government. He founded Marae are the social, cultural and political hearts the Maaori parliament, Te Kauhanganui. Mahuta of Maaori communities and are considered waahi succeeded his father Taawhiao as the third Maaori tapu. At marae, taangata whenua hold traditional Lower Waikato king and leader of Te Kauhanganui. ceremonies, have intertribal encounters, debate significant issues and commemorate the deceased. Agreeing to a partial settlement in 1946, Mahuta’s They are the heart of Maaori communities and cousin Te Puea Heerangi accepted Prime Minister therefore a waahi tapu. Today, marae are often used Peter Fraser’s offer of £5,000 per year in perpetuity. for civil defence purposes and serve as a place The settlement would be administered by the newly to care for those experiencing hardship. Thirteen established Tainui Maaori Trust Board. Although it marae are located within the metro area and play a was an inadequate settlement of people’s losses, vital role in their communities, particularly in times she considered it to be a vindication and the best of crisis, hardship, debate or celebration. The MSP Waipa deal available at the time. The Trust Board invested recognises marae as an important cultural spatial Upper Waikato the money in education which was its priority. element for the metro area. In 1993 Hopuhopu and Te Rapa were returned to Maaori play a significant role in the Waikato Waikato-Tainui. On 22 May 1995 the historic Deed economy through participation in the workforce, of Settlement was signed, and the Waikato Raupatu Legend contribution to GDP, economic partnerships and Huka Falls Claims Settlement Act gained royal assent on 3 Lower Waikato-Area A ownership of assets. The Maaori economy is one Upper Waikato-Area B November 1995. The settlement package totalled Waipa-Area C of the key pillars of the region’s prosperity. There Waikato River and Waipa River $170 million.

Major lakes in the Waikato region is a significant Maaori asset base in the metro

Figure 4: Extent of the Waikato River

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1.2 Challenges and opportunities

The MSP responds to the metro area’s present state - existing settlement patterns, environmental deterioration and growth pressures. These have been identified as critical areas that need to be addressed for the metro area to reach its full potential and for the MSP to be realised. Challenges Opportunities Planning for a transformative future Through spatial planning, the MSP seeks to ensure growth is well-planned, compact and Challenge: ongoing environmental There is an opportunity to embrace the To embrace the opportunities and address the connected. Experience from around the world deterioration Waikato River and ecological areas as the challenges identified, the metro area needs a indicates that planning for this type of growth can The Waikato River is already significantly heart of the metro area. transformational shift in the approach to urban contribute to: development and infrastructure planning, and the degraded and valued ecological assets are Through providing for growth in a way that mix of instruments and levers available. • Higher value economic sectors and increased being depleted. protects and enhances valued water bodies; productivity for businesses as a result of Lack of action to protect and restore elevates the consideration of three waters A shift in urban development planning outlined grouping activities. infrastructure and restores and enhances ecological assets constrains growth and in the Government’s Urban Growth Agenda and • Better access to amenities and services ecological assets. impacts community wellbeing. National Policy Statement on Urban Development, and reduced economic costs of time spent puts spatial planning at the centre of successful travelling. urban growth management. Well-planned and managed urban growth should result in improved • More efficient use of existing infrastructure environmental, employment, transport and and improved viability of public transport Challenge: poor housing affordability housing outcomes. services. There is an opportunity to harness growth to and inequitable high transport costs make our urban areas more affordable and The benefits of spatial planning include: • Improved health outcomes through more walking and cycling and less use of cars Housing in the metro area continues to be attractive. • Better co-ordination between planning and leading to greater physical activity and health unaffordable for many. People lack choice in Through providing for a quality, vibrant metro funding agencies to identify and respond to benefits. the types of housing and its location. area where communities have choices and easy the planning challenges impacting the metro • Enhanced competitive land markets and the connections to jobs, affordable homes and area. Poor access to opportunities imposes preservation of green spaces within urban recreational opportunities. additional transport costs on households. • Provides a combined case for investment to all development. levels of Government and the private sector. • Cost savings due to reduced land, • Provides better guidance for infrastructure infrastructure, and energy demands and more investment to enable long-term growth. efficient use of urban land, reducing the need Challenge: lack of integrated There is an opportunity to improve our • Provides a coherent story and prospectus to grow into greenfield areas. infrastructure and landuse planning transport choices and the success of our to the outside world to optimise external • Concentrations of knowledge and innovative impacts the design and delivery of urban environment. infrastructure and the shape of our urban investment and jobs. activity in the core of the city. areas Through the delivery of infrastructure services • Creates a long-term approach to growth to • Greater social connectedness and vitality, (particularly three waters and transport) in a avoid changes to policy from one electoral lower crime and greater safety. Delivery of infrastructure (particulalrly three way that supports liveable neighbourhoods, cycle to another, deterring private investment. -waters and transport) and services currently community wellbeing and targeted increased • Reduced runoff from vehicles to water follows the market demand for growth. This density and high-quality urban environments. and emissions to the air and atmosphere results in an inability to plan growth in a way (though air emissions may be more locally that supports infrastructure, density and concentrated). high-quality urban environments. • Greater access to housing and jobs where Opportunities for economic productivity demand is high, in locations with good access gains are missed as growth is constrained and amenities. due to infrastructure or land supply.

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Part 2 Desired Future State

Part 2 of the MSP covers future growth as well as the objectives, outcomes and indicators in order to take advantage of opportunities. Importantly there is a strong focus on people, place and community.

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2.1 The growth scenario

A growing metro area Components of the growth scenario The MSP uses a growth scenario where the The MSP proposes an urban environment that is population of the metropolitan area is expected to a mix of higher density growth primarily around double to 500,000 people. While there is uncertainty centres, and growth along key public transport as to when, how and at what rate the metro area corridors, with increasing densities in greenfield could reach this population figure, the MSP provides areas. for an urban structure that could accommodate this population size. It is important to note this is not a Approximately 70 percent of growth will be growth target. focussed in Hamilton, with around 30 percent of growth in key townships in the Waikato and Waipā The MSP growth scenario has been developed districts. Of this growth, around 50 percent will be recognising that the metro area is one urban system provided through infill or intensification of existing where development and resources are connected urban areas. While the MSP directs growth to these and are not limited by local government boundaries. areas it is important to note that the plan assumes a limited amount of ongoing growth will occur outside of these identified areas, in line with district growth strategies and Future Proof.

Employment areas will be focussed on corridors that can be easily accessed for the movement of people and goods, with most employment focussed on existing centres, job corridors and identified greenfield industrial areas.

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2.2 Objectives and outcomes

The objectives of the MSP reflect the How do we know if we are successful? Government’s Urban Growth Agenda (UGA) that Indicators for the MSP are outlined below. Monitoring progress towards achieving these targets is aims to remove barriers to the supply of land and important not only for understanding the effectiveness of the MSP but also to inform the Government’s infrastructure - making room for cities to grow Urban Growth Agenda. The indicators provide success areas the MSP will be measured against. up and out. Also at the core is the Hamilton to Refining the indicators below and developing and agreeing targets will be necessary to understand if Auckland (H2A) Corridor, guiding development we are being successful. This will be an implementation action for the MSP. between two of New Zealand’s fastest growing cities.

The project objectives are: Environment Transport emissions in the metro area are • Improve choices for the location and type of reducing per capita. housing. • Improve access to employment, education and services. The health and wellbeing of the Waikato River and its catchment within the metro area is • Assist emission reductions and build climate improving year on year. resilience. • Enable quality-built environments, whilst avoiding unnecessary urban sprawl. Housing Housing affordability (as measured by the ratio • Improving housing affordability and choices. of average income to average dwelling purchase price / rent) in the metro area is improving. • Enhancing the quality of the natural and built environments and the vitality of Auckland and Hamilton and the communities within the corridor. There is an increasing range of housing sizes and types within the metro area. • Improving access to employment, public services and amenities. • Creating employment opportunities in the corridor. Accessibility The proportion of the metro area population living within 30 minutes of work, education and • Piloting new finance and funding tools to pay other services is increasing by using a range of for infrastructure. modes. • Trialling new urban planning tools to coordinate growth development. The proportion of trips being made by public transport and active modes (walking and cycling) • Planning in an integrated way based on is increasing. communities of interest rather than existing council boundaries.

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2.3 People, place and community

The MSP sets out critical spatial elements that green network, with the Waikato River at its Affordable housing can be provided through will help to create well-functioning, ‘liveable’ core, supporting both environmental and a range of types including private, public, urban environments where people want to live, recreational use and creating a sense of community, and emergency housing. work and play, and where they have easy access place for communities. to recreational spaces, employment, education, Enabling papakaainga housing and other health facilities and affordable homes. • Planning for a future where all new housing options that enable Maaori to express developments are focussed around their cultural traditions and norms is another key Liveability and placemaking walking and cycling and access to frequent element in providing for housing choice which “The liveability of urban areas stems from unique and rapid public transport providing aligns with the National Policy Statement on combinations of amenity values (open space, design choice and access to jobs, services and Urban Development. features and urban vegetation); historic and cultural amenities. heritage; location; and intangibles such as character, MSP approach to housing affordability and landscape, and ‘sense of place’.” 12 • Ensuring waahi toituu areas (areas to choice protect or proceed with the greatest The MSP will contribute towards reducing Liveable urban areas can make a major of care) are considered in all new the cost of supplying housing and increasing contribution towards people’s quality of life. Well- development – as a way of creating housing affordability and choice. The plan planned urban development can meet housing resilient communities where the risk primarily addresses housing affordabilty needs, provide affordable housing choices, of hazards is reduced and where local through land supply and housing improve access to employment, education and context – such as culturally and historically development in the appropraite places. In services, and support healthy, connected and important features, is respected. summary, the key elements of this approach cohesive communities. Liveable areas are resilient include: and can adapt to changes over time. • Placing the Waikato River at the heart of planning for the sub-region, enhancing • Enabling a range of locations for housing, Placemaking contributes to liveability by creating the health and well-being of the River and at a range of densities, which will provide great places which strengthen local character people’s connection with the river as a key the opportunity for a diverse range of and diversity and help develop a sense of place aspect of placemaking in the metro area. housing types. for each area. This is done through prioritising people-friendly open spaces and walkable Housing affordability and choice • Providing opportunities for housing and neighbourhoods and improving access to social Housing for all people will be critical to creating lifestyle choice, including papakaainga, infrastructure and amenities. Placemaking applies a liveable metro area. This includes meeting within defined locations, with greater as much to enhancing existing communities as it people’s housing needs and providing for emphasis on good urban design. does to developing new ones. affordable housing choices. • Identifying a range of urban development MSP approach to liveability and At present, there is a lack of sufficient housing opportunities to enhance competitive land placemaking choice and diversity, in the right locations. markets which can contribute to more The MSP seeks to ensure that new urban Demographic changes, such as projected affordable housing. development contributes to liveability and increases in numbers of single-person • Social housing will continue to be explored placemaking through implementing the households, mean that housing needs will change through the already established Waikato spatial planning layers in Part 3 and the growth over time. principles and spatial planning directions in Housing Initiative. Part 2.4. In summary, the key elements of this Enabling a range of locations for housing, at a approach include: range of densities and providing for different housing types, is an important direction of the • Providing high-quality settings for MSP to improve housing outcomes. This also community life using open spaces as a builds on the Waikato Plan’s Regional Housing core spatial feature – including the blue- Initiative vision for every person and every family in the Waikato region to be well-housed.

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2.4 Growth management approach and directives

The growth managment approach sets the Spatial Plan directives for the MSP. The directives integrate a variety of spatial elements including blue-green, transport and centres. They shape the future of the metro area to achieve the desired environmental, social, cultural and economic outcomes. Waahi toituu Waikato River and blue-green network Transport The location and nature of waahi toituu areas influences The blue-green directives aim to provide an approach The provision of rapid and frequent public transport networks the location of future growth areas, with new development to designate, restore, enhance, connect and improve the offers viable and attractive alternatives to private vehicles, directed away from constraints, minimising hazards and risks environment and open public space within the Hamilton- encourages mode-shift away from private vehicle use, and protecting assets now and for the future. Waikato metro area that meets the needs of a growing supports the diversity and vibrancy of activities within centres, population and promotes healthy communities. and enhances the safety and wellbeing of residents and the Growth is managed so that waahi toituu areas, including environment. culturally important sites, are safeguarded and their values Spatial plan directives: enhanced. Spatial plan directives: • Connect, protect, enhance and integrate the natural Spatial plan directives: environment in new urban development, promoting • Optimise the use of existing transport infrastructure, by positive biodiversity outcomes. aligning land use and development. • Identifying and planning future growth areas to ensure that they avoid waahi toituu areas. • Utilise methods such as Water Sensitive Urban Design, • Plan and protect efficient freight network operations and Low Impact Design and integrated catchment planning inter-regional corridors. • Protect existing waahi toituu areas from urban to promote clean and sustainable water outcomes in development. masterplanning and urban design. • Connect transport and resident hubs, linking major growth centres by public transport and active modes. • Avoid areas which are, in the foreseeable future, either • Recognise and respect mana whenua values in infeasible or undesirable for urban development. masterplanning and urban design, upholding and fostering • Plan and design neighbourhoods to make public transport use, walking and cycling easy and attractive. • Culturally important sites will be safeguarded and their kaitiakitanga and custodianship of urban ecosystems. values enhanced. • Apply regenerative, sustainable design techniques and principles in urban and residential developments. • Promote healthy communities in corridor and network planning and management, supproting active travel in blue-green corridors and maintaining and enhancing public access to regional and local open space assets.

Source: Landcare Trust Source: NZ Geographic Source: Te Awa Source: Stuff Hayes Peat Lakes, Waikato Waikato River Flooding (1998), Waikato Te Awa River Ride, Waikato Public bus, Hamilton

Source: Stuff Source: Waikato Biodiversity Source: RNZ Source: Stuff Source: DCN Source: Hamilton.co.nz Landslip, Waikato Wetlands, Waikato Waikato River, Hamilton Waikato River, Waikato POAL Freight Hub, Waikato Pedestrian shopping street, Hamilton

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Growth management approach and directives

Centres Growing jobs and economic corridor Three waters Development in growth centres and higher densities on multi- By focussing on established sectors in the economic corridor, Investment in three waters infrastructure and services supports modal corridors supports and enables a more diverse urban within the metro area, a concentration of economic activity can sustainable development and growth within the metro area. form across the metro area, and enables the provision of be supported enabling higher value employment growth. This Understanding that provision of infrastructure is fundamental to rapid and frequent public transport services, and diversity and will enable ongoing growth, supported by enhanced road and community and environmental wellbeing. vibrancy of activities. rail connectivity within the region and to the wider North Island. Supporting innovative, timely and responsive infrastructure Spatial plan directives: Spatial plan directives: solutions that lead to positive environmental outcomes within the catchment by taking a strong, collaborative approach • Promote an urban form that can be more easily accessed by • Strengthen connections between business services and will give effect to Te Ture Whaimana o Te Awa o Waikato – a variety of modes of transport including walking, cycling industries within the economic corridor to support the Vision and Strategy for the Waikato River, while meeting and and frequent and rapid public transport options. efficient movement of people, goods and services to and supporting current and future needs, and unlocking economic through the metro area. • Encourage people away from private vehicle use, potential across the metro area, delivering value for investment. supporting the diversity and vibrancy of activities within • Maintain the effectiveness of the wider transport network Spatial plan directives: centres. ensuring an adequate supply of land to service business and industry needs. • Application of water sensitive urban design principles that • Concentrate jobs and services at accessible locations in support and enable population growth and deliver positive urban areas to provide greater choice and accessibility to • Promote and support the ongoing intensification of jobs, environmental and cultural outcomes by taking account of opportunities, amenities and facilities. education and economic activity along the Ngaaruawaahia the three waters infrastructure investment and operational to Ruakura economic corridor. • Meet the needs of residential and employment growth requirements in assessing and planning development. through higher density development and land use. • Ensure environmentally integrated and water sensitive planning and design principles are considered at all scales. • Collaborate to give effect to Te Ture Whaimana o Te Awa o Waikato – Vision and Strategy for the Waikato River. • Seek responsive solutions that lead to positive environmental outcomes within the catchment.

Source: ISENZ Source: WBN Source: WIPLTD Source: WIPLTD Garden Place, Hamilton Proposed Te Awa Lakes Development, Horotiu Te Awa The Base, Hamilton Waikato Innovation Park, Hamilton

Source: Property Council Source: Wintec Source: WIPLTD Source: Stuff Source: HCC Source: West Construction Victoria on the Green, Hamilton Wintec Rotokauri Campus, Rotokauri Meade Building Waikato Hospital, Hamilton Hamilton City Centre, Hamilton Wastewater treatment plant, Hamilton Water pipeline, Hamilton

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Growth management approach and directives

Community and other infrastructure Current and future urban areas Rural areas The provision of community infrastructure is linked with and Future growth areas are located where current and future Protect the ability of high-quality soils to be used for productive serviced by general infrastructure and utilities. Planning for transport infrastructure can provide increased accessibility purposes, ensuring there is a clear delineation between large-scale community facilities and services is undertaken on via rapid and frequent public transport networks, as well as urban and rural land within the metro area. This will support a metro area scale to avoid duplication of resources. Access to effective road and walking and cycling connections. Compact the significant role primary industries play in the metro community, education and employment opportunities will be urban form and increased densities will be enabled in a way area’s economy whilst providing for development at a scale enhanced across the metro area. All major health, education that accommodates long-term growth and provides high consistent with existing rural and village developments. and health facilities are connected to and supported by rapid quality social, cultural, economic and environmental outcomes. and frequent public transport networks, as well as effective Growth will be supported by a variety of development types Spatial plan directives: road and walking and cycling connections. and housing types including papakaainga. • Protect high quality soils from development in the rural Spatial plan directives: Spatial plan directives: environment for productive uses. • Support urban development across the metro area, focused • Fully integrate land use, community and network • Value, maintain and enhance rural amenity and character on priority development areas, enhancing competitive land infrastructure planning at all levels. across the metro area. markets through a range of development opportunities. • Optimise access to and use of resources and facilities • Limit rural residential growth opportunities contained within • Build upon and strengthen local characteristics to create a clearly defined boundaries. across the metro area. sense of place. • Ensure community benefits are at the heart of planning for • Build on existing growth patterns, achieving a more the provision of large-scale facilities and services. compact and concentrated urban form over time, with the provision of high-quality, high-amenity built environments. • Marae will be recognised as a critical cultural and spatial element in future planning. • Locate communities and jobs around existing and new centres, supported by rapid and frequent public and active transport connections. • Meet the diverse needs of residents of the metro area through a range of housing types and safe and inclusive urban design. • Provide local employment and educational opportunities, access to green space and community facilities alongside Source: Hamilton Pools Source: Māori Maps housing, and enable high-density development around Source: Stuff Source: WRC Gallagher Aquatic Centre, Hamilton Ōmaero marae, Ōmaero access to these opportunities. Productive soils, Waikato Soil testing, Waikato

Source: University of Waikato Source: Te Awa Source: Cambridge Homes Source: Our Hamilton Source: Ray White Source: Stuff University of Waikato, Hamilton AvantiDrome, Cambridge Housing, Cambridge Parana Park, Hamilton Rural property and amenity, Horotiu Dairy farming, Waikato

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Part 3 The Spatial Plan

Part 3 sets out the spatial approach for the metro area. It recognises existing uses and identifies areas for growth, development and improvement including uses and activities, transport, blue-green network and infrastructure.

This document has been prepared as version one of the MSP. What is proposed is subject to further investigation, analysis and business case 18 | Hamilton-Waikato Metropolitan Spatial Plan development particularly surrounding land use and transport investigation as well as stakeholder and community consultation.

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3.1 Waahi toituu

Taupiri Introduction heritage sites are safeguarded, and their values The MSP identifies important environmental enhanced. attributes or constraints and hazards (waahi toituu) Future growth areas have been identified in its base layer, so development can be directed Ngaaruawaahia/ Hopuhopu away from them. Waahi toituu areas are made up regarding the extent that they avoid waahi toituu of: areas (excluding areas where substantial planning and investment has already been committed). Horotiu • Existing protected areas: areas currently, planned, or intended to be protected from HT1 Rototuna urban development. These are often areas Spatial plan directives with intrinsic environmental values, which offer R2

ecosystem services or natural capital, or reflect • Identifying and planning future growth areas Te Rapa Chartwell important historic or cultural values. to ensure that they avoid waahi toituu areas. Rotokauri Fairfield Ruakura • Constraint areas: areas where hazards, risks • Protect existing waahi toituu areas from urban Central University or other aspects are deemed to make future development. City Area urban development in the foreseeable future Frankton • Avoid areas which are, in the foreseeable Hospital either infeasible and/or undesirable, such future, either infeasible or undesirable for as high-risk flood zones or areas with land urban development. instability risk. Peacocke • Culturally important sites will be safeguarded Background and their values enhanced. The Future Proof partners have been implementing the Future Proof Strategy in the Airport metro area since 2009. Despite this sound integrated land use and infrastructure planning Cambridge approach the metro area faces some long-term / Hautapu challenges. This includes declining water quality, environmental deterioration and infrastructure demands. These challenges are likely to be exacerbated by population and economic growth in the long- term. The MSP responds proactively to challenges faced by the metro area, enabling protection and enhancement of waahi toituu areas including environmental, cultural and historical assets along with avoiding development in higher risk or constrained locations. Te Awamutu Waahi Toituu Areas MSP approach High Risk Flood Zones, Instability Risk, Significant The most extensive constraints and values that Natural Areas, Wetlands, Heritage Sites, Reserves, DoC make up the waahi toituu areas in the metro area Land, QEII Trust Covenants, Infrastructure Corridors, Outstanding Natural Features, Steep Slopes, Elite Soils are high quality soils, flood zones, and peat soils. (LUC 1), Peat Soil(>3m), Peat Lake Development in the metro area will be managed Note: to ensure it is directed away from waahi toituu Existing Urban Areas Waahi Toiora Areas (not shown) Already developed sites areas and that protected areas, such as those Moderate Slopes, Prime Soils (LUC 2 and 3), Peat with natural significance, reserves, cultural and Soils (<3m), Peat Lake Figure 5: Waahi toituu map Hamilton-Waikato Metropolitan Spatial Plan | 19

100 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

Waahi toituu

These layers form the basis of the MSP constraints and opportunities.

High risk flood zones Significant Natural Areas and gullies Existing Urban Areas Instability Risk Steep Slopes

Reserves and Doc Land Heritage sites Elite Soils (LUC 1) Peat Soil(>3m) Infrastructure Corridors

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101 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

3.2 Waikato River and blue-green network Taupiri Introduction best use of. Water capacity is already constraining The Waikato River (and its major tributary, the growth. In August 2019 there were 280 non- Waipā River) is the defining ecological feature of residential applications in the allocation queue for Ngaaruawaahia/ the MSP connecting the metro area to the heart of surface water takes in the Waikato region. These Hopuhopu a blue-green network supporting environmental applications for water take are all on a ‘first in, and recreational use, creating a sense of place first served’ wait list and are on hold as they will and shaping the growth and development of the exceed the allocation limits for catchments in the Horotiu metro area. region. Addressing the challenge of water use and HT1 availability through a collaborative and integrated Rototuna The area is characterised by low rolling hills, flat approach to land, water and community planning alluvial plains, gullies and lakes. will be critical to the sustainable development and R2 Te Rapa Chartwell The primary direction for the health and wellbeing growth of the metro area. Rotokauri Fairfield of the Waikato River is established through Te MSP approach Ruakura Ture Whaimana o te Awa o Waikato - Vision and Central University The MSP introduces a blue-green network, with City Area Strategy for the Waikato River, to achieve its the Waikato River at its heart, as a defining and Frankton restoration and protection for future generations. unique spatial concept that aims to restore, Hospital Background enhance, connect and improve the natural environment within the metro area. The network There is significant evidence that the Waikato Peacocke River and its catchment is degraded across much includes regional and local scale landscape of its length. In an urban context, the way that features, open space, rivers, gullies and their wastewater and stormwater are managed as well margins as well as and areas of ecological and conservation value across the entire metro as the allocation of water is inextricably linked Airport to the health and wellbeing of the river. Taking area. These networks shape the existing metro area and will direct and influence future urban a collective and integrated approach to the Cambridge/ management of three waters and its linkage with development. Hautapu land-use, development and transport planning and policy is critical to improving the health and wellbeing of the river. Across the metro area the natural ecosystems have been almost completely cleared or drained and much of the original vegetation cover has been removed. In contrast, most of the peat lakes remain, although their water quality is generally poor. The peat lakes and catchments Te Awamutu offer valuable opportunities for enhancement. Ngaa Wai: The banks of the Waikato and Waipā rivers are Lakes, Rivers, Wetlands, Floodzones together the best current option for restoration, Existing Green Areas: providing a continuous urban forest across the Reserves, Parks, DoC Land, Significant Natural Areas, metro area Gullies Potential Future Green Areas: The Waikato River is now regarded as being over- Future Green Space allocated during low flow summer conditions Major Cycleways and Walkways and it is clear this resource is not being made the Figure 6: Blue-green network map

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Waikato River and blue-green network

Spatial planning direction for the existing blue-green corridor Spatial plan directives The blue-green spatial plan directives aim to provide an approach to restore, enhance • Connect, protect, enhance and integrate and improve the environment within the metro area. The following outlines key moves the natural environment in new urban to ensure urban development maximises the benefit at all scales. development, promoting positive biodiversity outcomes. • Utilise methods such as Water Sensitive Urban Design, Low Impact Design and integrated catchment planning to promote clean and sustainable water outcomes in masterplanning and urban design. • Recognise and respect mana whenua values in masterplanning and urban design, upholding and fostering kaitiakitanga and custodianship of urban ecosystems. • Apply regenerative, sustainable design techniques and principles in urban and Regional Sub-regional residential developments. Enhance the wider established natural Restore and enhance the Waikato River, • Promote healthy communities in corridor areas and draw them into the metro area to tributaries and gullies to improve water and network planning and management, complement and connect ecosystems. quality, riparian ecosystems and re-establish supproting active travel in blue-green the Waikato River as the heart of the region corridors and maintaining and enhancing through integrated catchment management. public access to regional and local open space assets.

Local Human Recognise and enhance green public space Establish a green network of walking and and areas of native bush to shape the cycling connections, using best practice identity and liveability of the urban areas. urban design to treat stormwater and Provide regular, accessible, high quality reintroduce ecology into the city through an public space that meets the needs of a urban forest programme. growing population. 22 | Hamilton-Waikato Metropolitan Spatial Plan

103 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

This is a concept service diagram only, showing connections between future growth nodes. Further 3.3 Transport work will be required to define mode, operational To North requirements, and identify the most appropriate Waikato and corridor for both the rapid and frequent networks. Auckland Note: The frequent and rapid public transport network Introduction created at each hub, generating economic will be supported by local feeder and coverage The creation of a rapid and frequent multi-modal growth and redevelopment potential. services and high quality walking and biking networks. Indicative key local supporting feeder transport network is a defining feature of the Te Kauwhata public transport routes have been identified MSP. Transport is one of the largest shapers and New residential dwelling options will be created for information purposes, which will be further offering a vibrant and diverse range of living developed through Regional Public Transport influencers of land use and the metropolitan-scale Planning. network will improve access and connectivity options for the increasing population of city- dwellers. The L-shaped rapid network has Huntly The MSP does not identify specific corridors to across the metro area. Three key moves have been protect to enable the delivery of rapid and frequent been developed to make best use of existing services. Further investigation through the PBC will developed to achieve a high degree of connectivity. enable in depth evaluation and develop a process corridor infrastructure and harness large lot land for protecting transport corridors. opportunities. This spine already contains high Background Further detailed investigation is required to confirm The metro area is currently home to some of the numbers of jobs but with greater residential Taupiri mode (rail or road) and frequency of connections development, this area becomes the round- to Cambridge, Te Awamutu, Huntly and Morrinsville highest quality road infrastructure in the country, and to confirm the need for any route protection for supporting the efficient movement of freight and the-clock hub of the city. The L-shaped rapid future needs. passenger vehicles. This helps explain the popularity corridor is loosely aligned with the Hamilton to An L-shaped rapid transit corridor will connect the Auckland rail corridor and as such, there should high growth nodes of Ngaaruawaahia, Rotokauri/Te of private travel, especially for short distance Ngaaruawaahia Gordonton To Matamata, Rapa, Frankton, Central City Area, and Ruakura. The journeys, which has resulted in an increasing peak be opportunities for integration and overlap of Tauranga and preferred mode, corridor, and stop locations will be of congestion. Only approximately 5 percent of trips the services. HT1 East Waikato confirmed via further investigation. in Hamilton are made by public transport or active Rototuna Morrinsville The Rapid transit corridor will be supported by The frequent transit network will support the Horotiu an integrated network of Frequent transit services modes such as a walking and cycling. providing minimum 15 minute frequencies which rapid transit spine, extending the reach of the Te Kowhai will connect all growth nodes with a new high Chartwell public transport network to growth nodes. quality public transport network. Situated at a key location in the upper North Island R2 Focusing on key locations across the metro Te Rapa As Morrinsville is currently outside the MSP scope, (including Rotokauri Transport Hub) the metro area is well connected to the wider area will ensure residents have access to jobs, this connection requires further investigation to region, with state highway links north to Auckland, Fairfield ensure an increase in population density that would commercial, social and recreational needs within support a frequent or rapid connection. east to the Bay of Plenty and south to Taranaki. The Rotokauri Town Ruakura 30 minutes of their home. The frequent network Centre In the long term, there will be an enhanced rail North Island Main Trunk Line and the East Coast will support corridor development by providing Frankton connection between Hamilton and Auckland which Main Trunk Line provide key rail linkages to and from will terminate at the Central City Area. This could be more frequent stops along the route and transit Western Suburbs extended further east to Tauranga in the future. the metro area. These rail lines currently provide University interchanges where the corridor connects with Central City freight services. A start-up passenger rail service is the rapid network and other frequent services. A Area due to begin later in 2020, providing passenger rail Hospital focus of this network is supporting the internal Matangi between Hamilton and Auckland. commuter patterns that lie beyond the Rapid L To and over the river. These routes connect growth Whatawhata Peacocke Tamahere MSP approach areas that offer unique opportunities for front- and Raglan • Key move one: A place-shaping integrated footing segregated and high-quality urban rapid public transport network linking major Airport transit links. Local centres will be enhanced Key Routes Connecting to Location Hautapu growth centres. around high-quality transport interchanges, Outside of Hamilton City (RPTP) At the heart of the future public transport supporting a mix of residential, commercial and toto Auckland Auckland RapidRapid RapidNetwork Network Network Ōhaupō network will be a rapid transit spine linking retail development with high urban amenity. the major employment and residential hubs of FutureFutureFuture Interregional Interregional Inter-regional Network Network Network to Auckland Rapid Network Te Awamutu Horotiu, Rotokauri/Te Rapa, Frankton, the central While the MSP focuses primarily onto the Auckland strategic RapidFrequentFrequent NetworkFrequent Network Network Network HuntlyHuntly (including Kihikihi) Cambridge city area and Ruakura with fast and frequent transport network, this is a small proportion of Future Interregional Network Future Interregional Network (including Leamington) services throughout the day. Journey times the overall network. The metro area will have a KeyKey interchange interchangeLocal Nodes Huntly Frequent Network TaupiriTaupiri Frequent Network across the city will be dramatically reduced number of other finer grain active Huntlyand shared MajorMajorKey stops stops Rapid PT Enabled Growth Key interchange and reliability will be vastly improved. This will transport mode connections. These will be Key interchangeNode Pirongia NgaruawahiaNgaruawahia Taupiri HT1HT1 support higher density development focused developed to deliver dense transportTaupiri networks Major stopsKey Frequent PT Enabled Majortoto stops Tauranga Tauranga that support the strategic routes. RototunaRototuna Growth Node around transit interchanges with a variety of HorotiuHorotiu Ngaruawahia HT1 To South Waikato, new commercial and employment opportunities Ngaruawahia HT1 Indicative River Location To Otorohanga, ChartwellChartwell to Tauranga Rotorua, Taupo TheThe Base Base Rototuna to Tauranga Te Kuiti and Horotiu Rototuna R2R2 and Wellington Horotiu Wellington RotokauriRotokauri Figure 7: Public transport schematic FranktonFrankton RuakuraRuakura TownTown Chartwell CentreCentreThe Base Chartwell The Base R2 Hamilton-Waikato Metropolitan Spatial Plan | 23 DinsdaleDinsdale Rotokauri CBDCBD R2 Frankton Rotokauri RuakuraUniUni Town HospitalHospitalFrankton Ruakura CentreTown Centre Peacocke Dinsdale CBDPeacocke Dinsdale CBD Uni Hospital Uni HospitalAirportAirport Peacocke Peacocke CambridgeCambridge

Airport Airport Cambridge 104 Cambridge

TeTeAwamutuAwamutu

Te Awamutu Te Awamutu Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

Transport

Taupiri • Key move two: An appropriately scaled to public transport and amenities. The existing freight and movement road network roading infrastructure will be more efficient providing convenient and reliable access for through a rebalancing of modes, giving the region’s economic activity hubs. additional capacity to cycling and public

Upon completion of the Waikato Expressway transport. The future walking and cycling Ngaaruawaahia/ Hopuhopu and Southern Links, the metro area will feature a network will also provide direct, safe and high capacity regional ring road to direct inter- convenient first and last mile connections to the public transport network. This will enhance the regional trips and freight appropriately through Horotiu and around the urban area. The placement of overall access of the transport network to users of all ages and abilities. HT1 the proposed industrial nodes are designed Rototuna to align with the strategic freight network and there should be sufficient capacity within the Spatial plan directives R2

roading network to service the future freight Te Rapa • Rapid and frequent public transport networks Chartwell requirements. However, this is subject to the Rotokauri offer a viable and attractive alternative to Fairfield successful delivery of the active and public Ruakura transport networks, particularly the strategic private vehicles, expanding the reach of high- quality public transport. Central University corridors shown for frequent and rapid services. City Area Frankton It is this network that will ensure short distance • Plan and protect efficient freight network Hospital commuter trips are discouraged and freight operations and inter-regional corridors. corridors are protected. • Connect transport and resident hubs, linking Outside the metro area’s inner core, the road Peacocke major growth centres by public transport and network will remain largely as is, though local active modes. improvements to address safety issues will be considered as the region grows. This includes • Plan and design neighbourhoods to make Airport the outer network of roads, including state public transport use, walking and cycling easy highways that encircle the metro area, broadly and attractive. connecting Ngaaruawaahia, Te Awamutu, Cambridge/ and Cambridge. This outer network will be Hautapu monitored over time to ensure appropriate safety and network access is provided without undermining the efficiency and effectiveness of the wider transport network, including public transport.

• Key move three: an active mode network that improves the health and wellbeing of people, Note: communities, and environment. Given the transformational shift to public transport and active modes, there is adequate road corridor capacity in the inner metro area to meet future growth In the central city area, surrounding urban area and freight needs. Te Awamutu and local centres the pedestrian needs to be prioritised, creating a lively urban space that The completion of the Waikato Expressway and Southern Links, creates high Key national freight and movement routes quality corridors that connect the metro area to other economically critical encourages and supports social interaction and locations nationally. The protection of these corridors through investment in Key metro area freight and movement routes economy. alternative modes for metro trips and appropriate land development patterns is a key outcome of the MSP process and has national benefits. Metro area minor routes A connected and safe active mode network will The local road corridor between Te Awamutu and Cambridge is likely to be encourage both commuter and recreational important given the strong inter-relationship of these growth nodes. Rail Corridor activity across the city and increase accessibility Upon completion of the Waikato Expressway, corridors such as SH 1B will revert Airport to being local roads, providing a high quality route linking smaller communities. Figure 8: Strategic transport corridors map 24 | Hamilton-Waikato Metropolitan Spatial Plan

105 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

3.4 Centres

Taupiri Introduction • Regional centre Growing Hamilton central city as a metro core, A regional centre is defined as a primary alongside lively metropolitan centres is a key commercial, employment, recreational and feature of the MSP. The metro area contains civic hub with a strong residential function Ngaaruawaahia/ a variety of centres consisting of regional, which is provided at a regional scale. Hopuhopu metropolitan, town, business and specialised centres that are important areas of economic The Hamilton central city metropolitan area contains a regional centre. This centre contains Horotiu /Te HT1 activity. Rapa North Rototuna significant office, retail and other commercial

Quality, thriving centres with a range of uses give activities, education facilities including the Thomas Road people choices and can offer easy connections to WINTEC campus, a vibrant arts and museum Te Rapa Chartwell R2 jobs, houses, services, recreational activities and precinct, central library and public squares. It Rotokauri has the greatest diversity, scale and intensity Five other facilities. Crossroads Ruakura of activities in the metro area. Central Background City Area University The metro area is made up of a variety of • Specialised centres Frankton Hamilton East Dinsdale living environments, from dense urban living Specialised centres provide for one or more Hospital in apartments and townhouses, suburban one specialised uses such as, but not exclusively, Peacocke and two-storey dwellings on separate sections, health or tertiary education uses. through to rural-residential living on large blocks. The MSP identifies two specialised centres in A core focus for the MSP is growing and the metro area. Waikato Hospital and Waikato University form important employment areas enhancing lively centres supported by rapid and Airport Hautapu frequent public transport. A precondition of all and provide essential specialised services. new centres is that they are connected to and Special provision is made in the MSP for supported by public transport networks. these centres to ensure that they continue to prosper and grow. Cambridge Concentrating jobs and services in accessible locations, with high quality public settings and amenities improves social, cultural, economic and environmental outcomes for residents and employees across the metro area. MSP approach Whilst all centres contribute to the economic and social fabric of the metro area, the MSP focuses on centres that have a role at a metro scale. Smaller local and neighbourhood centres play a strong Te Awamutu role in developing a cohesive metro area but Regional centre planning for these will be undertaken at a local Proposed metro centre level through District Plan processes by individual partners. Business centre Specialised centre Figure 9 shows the existing and proposed centres Existing town centre in the metro area. Centres are defined by their role, function and scale, forming a hierarchy. Proposed town centre

Figure 9: Centres map Hamilton-Waikato Metropolitan Spatial Plan | 25

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Centres

• Metropolitan centres • Town centres Metropolitan centres are defined as having A town centre is defined as having retail, important retail, employment, recreational, social and residential functions at a multi- civic and residential functions at the neighbourhood scale. metropolitan scale. Metroplitan centres are areas used predominantly for a broad range The MSP identifies several town centres. These of commercial, community, recreational and will predominantly provide for local or multi- residential activities and area a focal point for neighbourhood scale services and facilities sub-regional urban catchments. and will be important locations around which residential developments can occur. There are five metropolitan centres identified in the metro area. Some are already at a metro Frankton is an established inner-city suburb, scale and some will grow into metropolitan with an existing town centre located within centres over the course of time. Metropolitan a major industrial and commercial area. Its centres will be places where people live, work location and passenger railway station provide and play, providing environments for people opportunities for growth in the future. to meet and connect as well as facilities that In the future growth areas of Ruakura, support communities. Rotokauri, Rototuna and Peacocke, and Te Rapa and Chartwell are existing envisioned future growth areas of HT1 metropolitan centres. Te Rapa has a and R2 (both to the north east of the predominant focus on retail and other metro centre), will be planned in order to service the everyday needs of the growing commercial activity, with The Base shopping Figure 10: Indicative Metro Centre development precinct including the Te Awa shopping mall, neighbourhoods. Town centres will function as well as a range of industrial and commercial as the local hubs within the developing activities in the vicinity. Chartwell contains communities. Smaller neighbourhood centres a significant shopping mall alongside an will be easily accessible for day-to-day needs. established residential community. Both these Town centres and local shops will connect centres are envisioned to accommodate through to metro and regional centres for future population and employment growth, centralised services not provided locally. accessible by a range of transport options. A small existing town centre is located The existing townships of Ngaaruawaahia, in Horotiu, alongside a large and rapidly Cambridge and Te Awamutu contain developing industrial area, home to AFFCO established centres with retail, commercial meat works and the Northgate business and office spaces forming the hub of these park which has a strong logistics focus. It communities. Hopuhopu is located near to the is envisioned that Horotiu will continue to Ngaaruawaahia township. It is envisioned that grow, with good transport connections and it will strengthen its role as the headquarters accessibility. of Waikato Tainui and the home of the Waikato Tainui Endowed College.

Figure 11: Indicative Greenfield Town Centre development

26 | Hamilton-Waikato Metropolitan Spatial Plan

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Centres

• Business centres Spatial plan directives Business centres are areas with concentrations of industrial or business land uses. • Concentrate jobs and services in urban areas accessible by rapid and frequent public The MSP categorises the airport as a current transport networks to provide greater choice business centre and Taupiri and Ruakura East and accessibility to opportunities, amenities as future envisioned centres. The airport is and facilities. home to a significant industrial precinct which has a logistics focus. There are further stages • Promote an urban form that can be more easily of land to be developed in the area. Access accessed by a variety of modes of transport to frequent public transport in the future will including walking, cycling and frequent and strengthen the role of the airport business rapid public transport options. centre. • Existing and new centres have a high-quality Taupiri and Ruakura East are locations which public realm to attract investment and capture have been identified for future investigation as agglomeration benefits business centres. Other industrial areas in the • Meet the needs of residential and MSP are located near metro or town centres employment growth through higher density – including at Horotiu which is a town centre development and land use in centres. with a large adjacent industrial area, Rotokauri, where existing and planned industrial areas are located alongside the planned town centre, Ruakura which has existing and Figure 12: Indicative Business Centre development planned industrial areas, and in Cambridge at Hautapu. Throughout the Future Proof area there are a number of identified ‘strategic industrial areas’ which are defined in the Regional Policy Statement. Within the metro area these are Rotokauri, Ruakura, Te Rapa North, Horotiu, Hamilton Airport and Hautapu. These are all within MSP development areas except for Te Rapa North, which will continue to grow in accordance with local planning provisions. It is envisioned the majority of industrial growth will occur in these areas.

Figure 13: Indicative Town Centre TOD development

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108 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

3.5 Growing jobs and an economic corridor

Taupiri

Introduction The economic corridor includes the following The MSP provides for job growth in a range of strategically important businesses or clusters. centres and business areas, as well as identifying Ngaaruawaahia/ an important economic corridor at the heart of • Ruakura Inland Port and Logistics Hub Hopuhopu the metro area. Growing jobs in the metro area is The Ruakura Inland Port and Logistics Hub critical for the wellbeing of the community and its is projected to accommodate up to 11,000 employees when fully complete. The people. Horotiu wider precinct will include a logistics hub, HT1 Increased job and business growth will result in significant industrial development, extension Rototuna increased trip movements within the economic of the existing Innovation Park, as well areas corridor and across the metro area. Major freight for residential and retail activities. When R2 trip generators including road and rail hubs complete, it is estimated the precinct will Chartwell will further increase trips to and from major potentially contribute $4.4B to Waikato’s Te Rapa Ruakura businesses and centres. gross regional product (GDP) between its Fairfield completion and 2061.1 Rotokauri Background Central City Area University There is an existing economic corridor with a • Innovation Park Frankton concentration of economic activity relative to the The Waikato Innovation Park is home to more Hospital rest of the metro area. This corridor spans from than 60 businesses, providing collaborative space with a focus on agritech, information Ruakura through to the central city area, across to Peacocke Frankton and north to Te Rapa and to Horotiu. technology and added-value food. It is the home of Food Waikato; New Zealand’s first The corridor has high concentrations of and only independent spray dryer, as well knowledge-intensive industries and has significant as domestic, international and public sector manufacturing, warehousing and logistics and businesses such as Comvita, New Zealand 18 industrial functions. Trade and Enterprise, and Tetra Pak. Airport The economic corridor is strongly aligned to rapid • The University of Waikato Cambridge/ and frequent transport networks. This is aa key The University of Waikato educated the Hautapu feature of the economic corridor, providing high equivalent of 10,300 full time students in 2018 degrees of connectivity between businesses and consisting of 8,500 domestic students and clusters of activity. 1,800 international students, and has a staff of about 1,100 employees.16 A NZIER study MSP approach estimated the direct economic contribution The MSP seeks to continue to enhance the of the University to the regional economy was metropolitan economic corridor. Identifying this $414M comprised of University of Waikato corridor between Ruakura, Frankton, Horotiu and spending on staff, operations and equipment, Ngaaruawaahia is a significant spatial feature of and additional spend from the attraction of the metro area. domestic and international students to the region.10 Te Awamutu

Map shows existing (2019) economic context at key locations around the metro area. Figure 14: Metropolitan economic corridor 28 | Hamilton-Waikato Metropolitan Spatial Plan

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Growing jobs and an economic corridor

• Hamilton central city area • Horotiu Freight Hub Hamilton central city area is the region’s The Ports of Auckland Limited (POAL) Horotiu primary business, entertainment and retail Freight Hub, located north of the city, was precinct. In 2019 it generated GDP of $1.79B, opened in early 2019. The hub is a key freight or approximately 18 percent of total economic link to POAL’s other regional hubs, as well as output of Hamilton city.5 It also contains about connecting to the Port by rail and road. When 20 percent of the city’s employment or 19,000 complete, it is estimated the hub will generate jobs. It contains 260,000m2 of office space and 300 jobs.13 79,000m2 of retail space.2 • Related Critical Localities • Waikato Institute of Technology (Wintec) Outside of the economic corridor the Wintec has two main campuses in Hamilton; Hamilton Airport, and the Hautapu industrial the City campus in the central city area area, are other important economic anchors and the Rotokauri campus. It also has a in the metro area. Whilst not in the economic Source: The University of Waikato Source: The Culture Trip horticultural education centre at Hamilton corridor, the MSP recognises their strategic The University of Waikato, Hamilton Hamilton central city area Gardens and campuses elsewhere in the contribution to prosperity in the metro area. Waikato region. Across all its campuses and online, Wintec educated the equivalent of Spatial plan directives 6,300 full time students in 2019, of which • Strengthen connections between business 5,100 were domestic students and 1,200 were services and industries within the economic international students. Wintec has a staff of corridor to support the efficient movement of 910 employees.19 people, goods and services to and through • Waiora Waikato Hospital Campus the metro area. The Waiora Waikato Hospital campus is • Ensure an adequate supply of land to service located to the south of the central city business and industry needs. area, home to the region’s only tertiary teaching hospital, and accommodates 4,500 • Promote and support the ongoing employees, nearly 60 percent of Waikato DHB intensification of jobs, education and employees.17 economic activity along the Ngaaruawaahia to Source: WIP Ltd Source: Wight Aluminium Ruakura economic corridor. Waikato Innovation Park Wintec • Te Rapa Spine Te Rapa is a significant employment cluster. In 2019 it contributed $2.56B or 26 percent of Hamilton City’s GDP.5 It has 21,600 employees or 23 percent of the city’s employment. The area contains a mix of employment with a strong manufacturing and wholesaling base, as well as retail employment primarily located at The Base and Te Awa.

Source: RDT Pacific Source: Kiwi Property

Waiora Waikato Hospital Campus Te Awa The Base Hamilton-Waikato Metropolitan Spatial Plan | 29

110 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

3.6 Three waters infrastructure

Introduction stormwater and land use diffuse purposes , Significant invest will be needed to overcome the Three waters infrastructure is both an enabler and ecological, social and cultural benefit. existing infrastructure deficit, meet performance and a key constraint for sustainable development expectations, climate change challenges including and growth in the metro area. The MSP identifies • Continuing to improve stormwater water security and system resiliency. assimilative the delivery of integrated and sustainable three managmenet including identification of capacity of receiving environment. waters services as essential for the metro area to priority restoration areas, and brownfields Significantly greater investment is likely to be grow over time. stormwater managmement and improvement opporutnities. required in three waters infrastructure and Background associated policy to achieve this outcome. • Wet industry - Proactively plan for The way in which three waters infrastructure industries that discharge industrial is planned for and managed must change. A wastewater and create an environment strongly collaborative approach across council that encourages, enables and supports Spatial plan directives jurisdictions in partnership with iwi and tangata water use and reuse innovation through • Application of water sensitive urban design whenua, is critical to making the changes needed water recycling and reuse for non-potable principles that support and enable population Source: HCC become a water-sensitive metro and give effect activities. growth and deliver positive environmental Wastewater treatment plant, Hamilton to Te Ture Whaimana o Te Awa o Waikato – Vision and cultural outcomes by taking account of and Strategy for the Waikato River, while meeting • Water demand management and the three waters infrastructure investment and the community’s current and future needs. conservation. operational requirements in assessing and • Three Waters Capacity and Future Growth Opportunities, including the above will continue planning development. A Waikato Sub-Regional Three Waters Project to be investigated through the next phase of the • Ensure environmentally integrated and water is currently underway. This seeks to identify the Waikato Sub Regional Three Waters Project. sensitive planning and design principles are most innovative, responsive and timely three considered at all scales. waters infrastructure solutions, which deliver MSP approach better environmental outcomes, community Three waters infrastructure and resources are • Collaborate to give effect to Te Ture Whaimana benefits and overall efficiencies and resilience. fundamental to community wellbeing and the o Te Awa o Waikato – Vision and Strategy for The work is across local government quality of the environment. They must be well the Waikato River. boundaries and signals a paradigm shift in planned to ensure that the growth provided the approach to three waters management for in the MSP can occur as demand requires. If • Seek responsive solutions that lead to putting achievement of Te Ture Whaimana o te three waters infrastructure is not planned in an positive environmental outcomes within the Source: HCC Awa o Waikato as its primary objective. integrated and adaptive way this growth could catchment. Wastewater treatment plant, Hamilton place further stress on the Waikato River. Specific opportunities identified to date include: Three waters services are integral to unlocking economic potential in the metro area and • Utilise sub-regional and cross boundary wider Hamilton to Auckland corridor, including water supply and wastewater treatment supporting investments already made. Across the facilities to service areas of growth metro area they represent major infrastructure including the development of centralised investment and present significant opportunity metro wastewater facilities. to maximise and deliver the greatest value for • Linking water supply networks across the investment. Central to this is demonstrating metro area to increase overall resilience. how urban land use and development is giving effect to Te Ture Whaimana o Te Awa o Waikato – • Provide wide riparian areas, green space Vision and Strategy for the Waikato River, which and blue-green corridors throughout the requires that development within the Waikato sub-region along the Waikato River for River catchment improves the quality of the Source: Waipā DC environment. Stormwater reticulation culvert, Waipā 30 | Hamilton-Waikato Metropolitan Spatial Plan

111 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

3.7 Community and other infrastructure

Tauhei Marae Introduction Investment in community and general Spatial plan directives Taupiri Marae infrastructure is essential for the health, • Fully integrate land use, community and Hopuhopu social wellbeing and economic prosperity of network infrastructure planning at all levels. Ngaaruawaahia Waste communities. Water Treatment Plant • All major community, education and health Tuurangawaewae Marae Background facilities are connected to and supported by

Community infrastructure such as Waikato rapid and frequent public transport networks, Hukanui Marae University, the New Zealand Institute of Skills and as well as effective road and active mode Waikeri Marae Technology, Wananga, marae, sports facilities, connections hospitals, community and events centres and • Ensure community benefits are at the heart Pukete Waste Water Treatment Plant parks are a central part of ensuring high-quality of planning for the provision of large-scale outcomes for the metro area and are defining facilities and services. spatial elements of the metropolitan region. Te Kowhai small plant waste Wintec water system

• Marae will be recognised as a critical cultural Te Rapa Racing Club Waterworld General infrastructure and utilities include Matangi small plant waste and spatial element in future planning. Waikato Stadium Claudelands Events Centre water system telecommunications, energy transmission and Te Papa o Rotu Marae Seddon Park Te Iti o Hauaa Marae Waikato Museum Waikato University Omaero Marae Wintec Kirikiriroa Marae flood control. Waikato Regional Theatre Hamilton Water Waikato Hospital Treatment Station Waimakariri Marae MSP approach Te Rangimarie O Te • Community infrastructure Gallagher Aquatic Centre Horanganui Marae Tauwhare small plant waste The metro area has a number of good water system quality, important community assets such as Future ‘large’ waste water plant the Waikato Hospital and Waikato Museum, Hamilton Air Port

marae, nationally significant event hubs Mystery Creek

such as Mystery Creek, museums, galleries, Avantidrome Parallel Rd Water Treatment Plant Cambridge Pools sports facilities, parks and playgrounds. It Auwa St Wastewater Treatment Plant

is important that communities continue to Karapiro Wastewater Ngaa Hau e Wha - Cambridge Community Marae have access to key facilities as the metro area Treatment Plant Marae Works Rd Water grows. While there is no foreseeable need Treatment Plant for some additional large scale community Three Waters Infrastructure facilities (such as an another Waikato Hospital Events Centre or Waikato University Campus) planning Velodrome

for significant or large-scale community Swimming Pool Te Tahi Water Treatment Plant

infrastructure will be undertaken at a Te Awamutu Wastewater Mystery Creek Event Centre metro area scale, ensuring accessibility for Treatment Station Te Ara Wai Purekireki Marae Te Awamutu Events Centre all residents and avoiding duplication of University resources. Horse Racing Rolleston St Water Treatment Rugby Grounds Plant • General infrastructure and utilities Kakepuku Papakaainga Marae These services support communities, enable Sports Centre Te Kopua Marae Mangatoatoa Marae business and underpin the provision of public Hospital services. They are an essential part of planning Museum for growth and development in the metro Theatre area. Utility Corridor

Figure 15: Three waters, community and other infrastructure map

Hamilton-Waikato Metropolitan Spatial Plan | 31

112 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

3.8 Current and future urban areas

Introduction Where re-development takes place in existing Table 3: Current and future urban growth areas To meet the needs of growing and changing urban areas (brownfield and infill areas) at higher Corridor Growth Areas Net Target Densities Public Transport communities we need to enable quality densities, there will be a strong focus on achieving (dwellings per Service denser housing options that build on existing a high-quality, high amenity, built environment hectare) growth patterns and allow our natural and built with a range of housing types. 30-50 Rapid and Frequent environments to coexist in harmony increasing Taupiri/Ngaaruawaahia/Hopuhopu 15-35 Rapid housing affordability and choice. The housing In greenfield growth areas, there will be a similar Horotiu market will not meet the needs of all residents of focus on providing a high-quality, high amenity, Northern Corridor 20-65 Rapid and Frequent the metro area and it may take time for benefits to built environment. Development in greenfield Te Rapa growth areas will provide for a range of housing 20-40 H2A inter-regional train, flow through to those who have an acute housing Rotokauri need. types, with some development occurring at Rapid and Frequent 50-70 H2A inter-regional train, higher densities to improve housing supply Frankton Background and affordability. Providing access to local Rapid and Frequent 50-200 Hamilton Central City Area The existing pattern of urban growth in the employment and educational opportunities and Rapid and Frequent metro area is comprised of infill, brownfield and 40-65 delivering green spaces and community facilities Central Corridor Hospital greenfield development. The majority of infill will be important when planning for development Frequent 35-55 and brownfield developments are located in Ruakura in greenfield growth areas. Rapid Hamilton city, while greenfield development at 30-45 University various scales occurs across the entire metro area. Future growth areas are grouped into corridor Frequent Job growth generally occurs in existing centres 30-50 areas - the Northern, Central, Eastern and HT1 Frequent and identified employment areas. The Waikato Southern corridors, as outlined in Table 3. These 30-50 Regional Housing Initiative is helping to address corridors provide a district-scale focus for areas R2 Frequent Eastern Corridor some of the the more immediate and social 30-50 linked by the proposed transport network Chartwell Frequent aspects associated with housing in the metro area. contained in the MSP. They contain a range 30-50 of centres, business areas and greenfield and Fairfield Frequent MSP approach brownfield residential areas. Peacocke 30-45 Frequent The MSP focuses on achieving a more compact and concentrated urban form by building on The growth areas within the corridors are further Airport N/A Frequent existing growth patterns and providing a mix of broken down into ‘priority development areas’ in Southern Corridor Te Awamutu 20-35 Frequent development opportunities in infill, brownfield the implementation plan in Part 4. These areas will and greenfield areas – allowing for growth and be the initial focus for implementation. Cambridge/Hautapu 20-35 Frequent development both ‘up’ and ‘out’. Ruakura East Opportunity for industrial and inland port-related activities to be able to relocate to the eastern Communities and jobs will be focussed around side of the Waikato Expressway. centres and corridors in locations which are Southern Links supported by both rapid and frequent public The area to the city-side of the Southern Links designation is identified in the Future Proof Strategy transport and walking and cycling transport 2017 as a potential future urban land resource for the city. Whilst it has not emerged at this time options so that people have choice and the Future areas for as a priority growth area, it represents a longer term (beyond 30 years) future urban land resource. investigation Any further residential development could only occur subject to the ability for it to be serviced opportunity to live close to where they work by rapid and frequent public transport, and to ensure the role and function of the Southern Links and play. Employment areas will be focussed on Network is not compromised. corridors that can be easily accessed by people Taupiri and for freight movements. Taupiri is identified as a potential long-term industrial location, on the village-side of the Waikato Expressway, and for potential further residential growth in the existing village. This will be subject to further work to determine how this would connect with and complement growth in the Ngaaruawaahia/Hopuhopu area.

32 | Hamilton-Waikato Metropolitan Spatial Plan

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Current and future urban areas

The proposed urban form comprises: Taupiri Spatial plan directives • A rapid and frequent public transport network • Support urban development across the metro that links all the major centres in the metro area, focused on priority development areas, area. enhancing competitive land markets through Ngaaruawaahia/ Hopuhopu • Ongoing growth and development of towns a range of development opportunities. such as Ngaaruawaahia, Te Awamutu and • Build upon and strengthen local Cambridge, strongly linked to Hamilton characteristics to create a sense of place. Horotiu through improved transport connections, and • Compact urban form and increased densities HT1 connected to each other. Rototuna will be enabled in a way that accommodates

• The Hamilton central city area as the regional long-term growth and provides high quality R2

centre for the metro area. social, cultural, economic and environmental Te Rapa Chartwell outcomes. Rotokauri • A range of urban intensification and future Fairfield urban areas with a focus on transit-oriented • All growth areas at scale are connected to Ruakura Central and supported by rapid and frequent public University development around centres and multi- City Area transport networks, as well as effective road Frankton modal corridors. The scale of development Hospital at each location will be determined through and active mode connections. implementing the National Policy Statement • Meet the diverse needs of residents of the

on Urban Development and other relevant metro area through a range of housing types Peacocke policy guidance and statutory processes. and safe and inclusive urban design. • Key employment nodes at Hautapu, Hamilton • Provide local employment and educational Airport, Ruakura, Te Rapa, Horotiu and Taupiri. opportunities, access to green space and Airport community facilities alongside housing, and • The identification of an economic corridor enable high-density development around to drive productivity in the metropolitan Cambridge/ access to these opportunities. Hautapu core between Ruakura, Horotiu and Ngaaruawaahia. Areas such as Te Kowhai, Tamahere, Ōhaupō, Temple View, Whatawhata and Gordonton are not identified in the MSP for metro-scale growth. It is assumed that growth in these areas will continue in line with district and Future Proof land use planning. Illustrations showing examples of what indicative densities for each growth area could look like are shown in Appendix F. Te Awamutu

Existing Urban Areas

Future Urban Areas

Indicative urban intensification areas

Figure 16: Current and indicative future urban areas map Hamilton-Waikato Metropolitan Spatial Plan | 33

114 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

Current and future urban areas

Figure 17 is a conceptual diagram illustrating the gradual transition of residential development and density across the metro area under this scenario, over time. Higher density development is clustered around areas supported by rapid and frequent transport, with intensification also occurring along the transport corridors. Figure 17 shows the envisioned long-term residential urban development across the metro area. Greater density (more dwellings per hectare) is represented by a darker red shading on the map, areas with a lower growth intensity and indicated by a paler shade.

Figure 17: Envisioned housing growth intensity across the metro area 34 | Hamilton-Waikato Metropolitan Spatial Plan

115 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

Note: This diagram is indicative of growth under Note: This diagram is indicative of growth under the MSP scenario. Subsequent growth and the MSP scenario. Subsequent growth and infrastructure modelling will be undertaken as infrastructure modelling will be undertaken as required under the NPS-UD 2020. required under the NPS-UD 2020. Taupiri Taupiri

Ngaaruawaahia/ Hopuhopu Ngaaruawaahia/ Hopuhopu

Horotiu Horotiu HT1 HT1 Rototuna

Rototuna

Te Rapa R2 Chartwell Te Rapa R2 Rotokauri Rotokauri Chartwell

Fairfield Ruakura Fairfield Ruakura Central City Area Central University City Area University Frankton

Frankton Hospital Hospital

Peacocke Peacocke

Airport

Cambridge/ Hautapu Cambridge/ Hautapu

Te Awamutu

Te Awamutu Indicative future growth (dwellings) 5000-10,000

Potential Growth Areas for future consideration Indicative future jobs 5000-10,000

Note: Circles represent indicative level of popula- Note: Circles represent indicative level of tion growth relative to one another. job growth relative to one another.

Figure 18: Future growth areas map Figure 19: Envisioned future employment priority areas Hamilton-Waikato Metropolitan Spatial Plan | 35

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3.9 Rural areas

Taupiri

Introduction By taking this approach, the MSP aims to protect Rural land comprises a large part of the metro productive land and preserve important blue- area, playing a vital role in agricultural, pastoral green networks, while ensuring rural areas continue to play a vital role in their individual Ngaaruawaahia/ and horticultural activity, tourism and businesses, Hopuhopu biodiversity functions and open space. communities and the wider economy. Gordonton The majority of ongoing residential growth in the Primary industries in the rural area continue Horotiu to be a significant part of the area’s economy. metro area will be directed within urban areas, as set out in Part 3.8, with growth constrained HT1 Maintaining rural production in these areas needs Rototuna to be carefully managed so that high quality soils in rural areas. Opportunities to live in the rural environment will be predominantly associated are protected for their productive potential. The Te Kowhai R2 with those who need to live in these areas for their rural sector within the metro area contributes Te Rapa Chartwell significantly to the local, regional and national livelihood, such as farmers and farm workers. Rotokauri Fairfield economy, with high rural production value a Ruakura significant factor is this contribution. Central University Spatial plan directives City Area Frankton Whatawhata Background • Protect high quality soils from development in Hospital A significant level of development in rural areas the rural environment for productive uses. Matangi surrounding the city, towns and villages has Temple View occurred in recent decades. This has led to • Value, maintain and enhance rural amenity Peacocke fragmentation within rural areas and a dispersed and character across the metro area. pattern of growth. Rural-residential development tends to be around 4 dwellings per hectare • Limit rural residential growth opportunities 2 contained within clearly defined boundaries. (2,500m sites). More recently, settlement patterns Airport established through the Future Proof Growth Management Strategy have led to changes in district Cambridge plans and a tightening of the ability to subdivide / Hautapu in rural areas, as a way to concentrate growth in urban areas and retain high quality rural land for Ōhaupō productive purposes. Waipā and Waikato districts have put in place tighter controls of rural subdivision over the past decade, with most residential growth directed to land within urban limits. Some rural-residential living is provided for in specific locations, such as around existing rural villages. Urban Areas: Te Awamutu Zoned Urban/ Developed Land MSP approach Awa: The MSP provides clear delineation between Lakes, Rivers, Wetlands, Floodzones the rural and urban parts of the metro area in the MSP. This delineation is important to ensure Existing Green Areas: Reserves, Parks, Department of Conservation Land, that rural areas are allowed to remain productive Significant Natural Areas, Gullies while acknowledging the close inter-relationships between urban and rural areas. Rural Land: Rural Land, Rural Villages.

Figure 20: Rural areas map 36 | Hamilton-Waikato Metropolitan Spatial Plan

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Part 4 The Implementation Plan

Part 4 identifies the steps and indicative timeframes to implement the outcomes within the MSP.

118 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Finalisation of the Hamilton Waikato Metropolitan Spatial Plan

Future Proof Partnership (enduring governance structure)

• Urban Growth Agenda 4.1 Implementing the MSP • Vision and Strategy/Te Ture Whaimana o Te Awa Waikato • NPS Urban Development Drivers and To ensure the strategic direction contained in Future Proof Partners • NPS Highly Productive Land the MSP will result in change, a programme of Direction • NPS Freshwater Note: implementation has been developed to guide Statutory and • GPS on Land Transport The following Future Proof partner activities over the short, medium and strategic drivers • Climate Change programme long-term. partners have participated in the development of the MSP: • Regional and local strategies The diagram to the right sets out the way in which The role and purpose • Case for Change the MSP influences subsequent policy actions. of the MSP • Aratiki (Waka Kotahi 10 year plan) The MSP is a non-statutory The implementation approach in the MSP consists spatial plan which sets out of the following parts: the spatial growth pattern of where and how growth will Set Strategic • Spatial plan directives as introduced in section occur. Direction Metro Spatial Plan 2.4 of the MSP. Non-statutory (non statutory) The MSP sets out the • Urban Growth Programme of implementation direction initiatives made up of: overarching strategic guidance which will inform • Tier One: a small number critical, many central and local innovative, transformative and significant government initiatives MSP incorporated into Future Proof Phase initiatives. These include immediate or including strategic land 2 Strategy Update priority actions in Priority Development use plans, infrastructure (statutory weight) Areas. business cases, and central government funding and Urban • Tier Two: an expanded set of cross-cutting financing. Water Transport Other implementation initiatives to be agreed Growth Infrastructure through the Future Proof partnership. Implement Strategic • Priority Development Areas: immediate Direction Regional Long Term or priority actions in specified priority Plans, Policy Long Term Through Statement, Regional Land development locations. Plans, 30-year Long Term statutory District Transport Infrastructure Plan, Regional Plans Time-frames referred to in the sections below documents and Plans, Long Strategy Term Plans, Public mean: business case Regional Transport development Plans Plan, 30-year • Immediate – 0 to 2 years. Infrastructure Strategy • Short – 3 to 5 years. Programme Programme Programme • Medium – 5 to 10 years. Business Business Business Case, Case, Case, Structure • Ongoing – continues on a regular basis. Detailed Detailed Detailed Plans, Business Business Business Masterplans Case, Case, Case, Structure Structure Structure Plans Plans Plans

Central Government Funding and Financing Tool Kit

Other Funding Options

38 | Hamilton-Waikato Metropolitan Spatial Plan

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4.2 Urban Growth Programme

Implementation of the MSP will be delivered Tier Two of the Urban Growth Programme through an Urban Growth Programme consisting of a two tiered approach. Tier Two of the programme will be developed by the Future Proof partnership as a further, Tier One of the Urban Growth Programme more detailed, set of cross-cutting initiatives that will include those implementation actions Tier One of the programme comprises of: that transcend a geographical location, which bring benefits to the metro area and which are • Priority Development Areas also necessary from a planning and investment • Key transport and waters initiatives perspective. • Land use planning and financing initiatives These cross-cutting initiatives will include: • Large scale housing opportunities • Governance, collaboration and reporting • Urban growth-related economic development • Transport investigations and investments jobs and skills initiatives. • Waahi toituu and blue-green Tier One initiatives comprise a small number of • Economic development and employment short, medium and longer-term initiatives that are: • Housing • Critical to achieving the national growth objectives of the Urban Growth Agenda for • Land use planning and financing and funding the sub-region. • Innovative – in terms of using new tools or ways or working to address complex issues. • Transformative and significant – in terms of shaping or enabling land use and development • Joint – in requiring working in partnership. The Tier One initiatives are set out in Table 4 and under the Priority Development Areas heading below. Short term refers to immediate to 2 years, medium is 2- 5 years, ongoing refers to initiatives that continue on a regular basis.

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Urban Growth Programme

Tier One Implementation Initiatives Table 4: Urban Growth Programme - Tier One Implementation Initiatives Programme Relationship to focus area for change Programme What does it include Lead and Time scale Element key criteria support agency Critical Develop lively metropolitan centres, well connected by public Innovative transport, where people can live work and play. • Northern corridor Priority Transformative and Establishing a multi-modal transport network as a core spatial • Central corridor All FP development areas significant Short term feature connecting the metro area and facilitating a radical shift • Southern corridor (to Cambridge) partners (PDA)* Joint to public transport through the establishment of a rapid and

frequent public transport network as a core spatial feature.

• Completion of the Comprehensive Metro Area Transport Programme and subsequent programme implementation. • Development of a Hamilton City Mode Shift Programme - encompassing short-medium term public transport, cycling, walking and micro mobility projects that support the development of the ‘20 minute’ city. • Inter-regional passenger transport connections: Stage 1: Start-Up Service (Underway), Stages 2-3 (Detailed Business Case for NLTF). Establishing a multi-modal transport network as a core spatial • Inner Ring Route: Eastern and north-eastern arterials. Critical feature connecting the metro area and facilitating a radical shift • Middle Ring Route/Waikato Expressway – Hamilton section (Underway). Innovative Key transport and to public transport through the establishment of a rapid and • Middle Ring Route: Southern Links (for NLTF). All FP Short- Transformative and waters initiatives frequent public transport network as a core spatial feature. • Supporting and enabling rail and road infrastructure in key growth areas including Ruakura, Peacocke, partners medium significant Celebrating the Waikato River as the defining ecological Cambridge West- Hautapu, Airport, Rotokauri, Te Rapa, Horotiu and Ngaaruawaahia. Joint feature connecting the metro area. • Completion of Phase 2 of the Sub-Regional Three Waters Project which will deliver a programme business case for three waters infrastructure for the Waikato River catchment of the Future Proof area. • Completion of detailed business cases (Northern and Southern) for preferred wastewater servicing solutions for the Waikato-Hamilton Metro Area. The detailed business case’s will consider servicing of large and smaller settlements within the Metro area; including Taupiri, Hopuhopu, Ngaruawahia, Horotiu, Te Kowhai, Hamilton, Ohaupo, Matangi Village, Tamahere Village Hub, Tauwhare, Cambridge-Karapiro, and Te Awamutu-Kihikihi. • Blue-green network plan. Growing the Hamilton central city area as the most important civic, administrative, cultural and commercial centre in the Critical • Giving effect to National Policy Statement on Urban Development. Land use planning metro area. Innovative • Completion of MSP and included in Future Proof phase two consultation. All FP Short- and financing Establishing a Ruakura, Hamilton central city / Waiora Waikato Transformative and • Joint and integrated metro area plan changes (e.g. Ruakura). partners medium initiatives Hospital and north to Horotiu and Ngaaruawaahia corridor. significant • Northern, Central and south corridor structure plans. Develop lively metropolitan centres, well connected by public Joint • Piloting new funding and financing tools in Priority Development Areas. transport, where people can live work and play. Develop lively metropolitan centres, well connected by public Large-scale transport, where people can afford to live, work and play. Ongoing (as housing initiatives Develop thriving communities and neighbourhoods - enabling Transformative and Kāinga Ora per national (outside priority • Providing an appropriate level of public, social and rental housing in current and future growth areas. quality built, denser environments with increasing housing significant and HCC and regional development affordability and choice to meet the needs of growing and priorities) areas) changing communities. Growing the Hamilton central city area as the most important • Leverage the MSP and use it to inform the review of the Te Waka Economic Development Strategy. civic, administrative, cultural and commercial centre in the Urban growth- • Develop an economic foundations strategy focusing on the metro area to further understand priority metro area. All FP related economic industries, clusters and enabling planning and investment responses to improve metropolitan growth and Establishing a Ruakura, Hamilton Central City / Waiora Waikato partners and Short term development, jobs productivity over the long term. This will have a strong focus on creating jobs. Hospital and north to Horotiu and Ngaaruawaahia corridor. Te Waka and skills initiatives • Investigate alternative planning frameworks to promote growth along the envisaged Ruakura, Hamilton Develop lively metropolitan centres, well connected by public Central City / Waiora Waikato Hospital and north to Horotiu and Ngaaruawaahia corridor. transport, where people can live, work and play. *Areas identified as priority development areas have been selected on the basis that the provide a focus on implementing the MSP connecting the northern and southern areas of the metro area and supporting the core elements of transport, centres, alignment with the proposed Ruakura, Hamilton Central City / Waiora Waikato Hospital and north to Horotiu and Ngaaruawaahia corridor and planned intensification. 40 | Hamilton-Waikato Metropolitan Spatial Plan

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Urban Growth Programme

Taupiri Tier One Implementation Initiatives – Table 5: Priority development areas - Northern corridor Priority Development Areas Northern Corridor (Rotokauri, Te Rapa, Horotiu, Ngaaruawaahia, Hopuhopu, Taupiri) Priority Development Areas (PDAs) are part of the Tier 1 implementation initiatives and comprise Ngaaruawaahia/Hopuhopu/Taupiri cluster Precinct planning to determine TOD opportunities, Ngaaruawaahia/ individual or clusters of growth areas across the Hopuhopu urban structure layout and transport linkages between Northern Corridor metro area where immediate or priority initiatives Ngaaruawaahia, Hopuhopu and Taupiri. have been identified. PDAs are included in three Rotokauri/Te Rapa Metro Centre corridors within the MSP area – the Northern Horotiu Completion of the railway station, park and ride facilities HT1 corridor, the Central corridor and the Southern and investigating alternative land use arrangements to Rototuna corridor. support transit-oriented development. The PDAs outlined below include distinct, Te Rapa targeted initiatives for the Future Proof partners Table 6: Priority development areas - Central corridor R2 to implement and give effect to the MSP. Over Central Corridor (Frankton, Hamilton city centre, Rotokauri Chartwell Hospital, University, Ruakura) Fairfield time, new PDA areas will emerge as focus areas Ruakura for the Future Proof partnership. The sequencing Hamilton Central City Area Central City University and timing of the initiatives in each PDA will Deliver central City place-making initiatives to support Area Frankton Central Corridor be determined at a local level in collaboration increased residential density and provide amenity. with Future Proof partners. In some instances, Hospital Ruakura the implementation of the PDAs will occur simultaneously and in other cases may be phased. Progress the rezoning of the Tramway Block to provide for initial re-purposing of industrial land for higher density Peacocke Areas identified as PDAs have been selected residential development. on the basis that they provide a focus on Investigate alternative land use arrangements for the long- implementing the MSP by connecting the term development of Ruakura, including to the east of the Airport northern and southern areas of the metro area Waikato Expressway. while supporting the core elements of transport, Southern Corridor centres, the proposed economic corridor and planned intensification. Table 7: Priority development areas - Ruakura-Central City-Te Rapa- Cambridge/ Horotiu-Ngaaruawaahia Economic Corridor Hautapu Notwithstanding this, it is important to note that Ruakura-Central City-Te Rapa-Horotiu-Ngaaruawaahia there are already significant actions underway Economic Corridor in the MSP area – for example, Hamilton City Council and Crown agencies are collaborating on Investigate alternative planning / financing and economic development frameworks to promote growth along the growing the Peacocke area through the Housing envisaged Economic Corridor. Infrastructure Fund, and the Crown is co-investing with Waikato Tainui through the development of Table 8: Priority development areas - Southern corridor the Ruakura Inland Port. Southern Corridor (Peacocke, Airport, Te Awamutu, Cambridge) Cambridge West - Hautapu Te Awamutu Complete infrastructure provision for western growth cells. Complete Hautapu structure plans. Priority Development Areas Airport Corridors Complete northern precinct structure plan.

Figure 21: Priority development areas map Hamilton-Waikato Metropolitan Spatial Plan | 41

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4.3 References

1. Castalia. (2013). National Significance of the Ruakura Intermodal Terminal. https://www.epa.govt.nz/assets/FileAPI/proposal/NSP000034/Applicants-proposal-documents/182ce7a142/NSP000034-Application-Vol-4-National-significance-of-the-Ruakura-intermodal-terminal.pdf 2. CBRE. (2019). Hamilton Office Occupancy Survey. https://www.cbre.co.nz/research-reports/Hamilton-Office-Occupancy-Survey---December-2019 3. Future Proof. (2017). Future Proof Strategy: Planning for Growth. https://futureproof.org.nz/the-strategy/ 4. Future Proof. (2019). Waikato Sub-Regional Three Waters, Strategic Business Case: A compelling case for change. https://futureproof.org.nz/assets/Future- Proof/Corridor-Plan/6542-3-Water-Strategy-document-DR3.pdf 5. Infometrics. (2020). Hamilton City Economic Profile. https://ecoprofile.infometrics.co.nz/Hamilton+City 6. Ministry for the Environment. (2005). The Value of Urban Design. https://www.mfe.govt.nz/sites/default/files/value-of-urban-design-full-report-jun05_0.pdf 7. Ministry of Housing and Urban Development. (2020). Urban Growth Agenda. https://www.hud.govt.nz/urban-development/urban-growth-agenda/ 8. MRCagney. (2019). The costs and benefits of urban development (Final Report). https://www.mfe.govt.nz/publications/towns-and-cities/costs-and-benefits-of-urban-development 9. NIDEA. (2016). 2016 Update of Area Unit Population, Household, and Labour Force Projects for the Waikato Region, 2013-2061. 10. NZIER. (2017). Regional Activity of Universities. https://www.universitiesnz.ac.nz/sites/default/files/uni-nz/UNZ-NZIER-Report-on-Regional-Impact-of-Universi- ties-2017.pdf 11. NZTE. (2016). Regional Investment Profile. https://www.nzte.govt.nz/-/media/NZTE/Downloads/Investment-and-funding/Regional-investment-profiles/NZ-regional-investment-profile-FULL.pdf 12. Parliamentary Commissioner for the Environment. (1998). The cities and their people: New Zealand’s urban environment. https://www.pce.parliament.nz/ media/pdfs/cities.pdf 13. Ports of Auckland Ltd. (2019). Waikato to the world: Ports of Auckland opens new Waikato Freight Hub. http://www.poal.co.nz/waikato-to-the-world-ports-of- auckland-opens-new-waikato-freight-hub 14. StatsNZ. (2018). Waikato Region. https://www.stats.govt.nz/tools/2018-census-place-summaries/waikato-region#ethnicity-culture-and-identity 15. Te Puni Kookiri. (2014). Maaori Economy in the Waikato Region. https://www.tpk.govt.nz/documents/download/482/tpk-maori-economy-waikato-2014.pdf 16. The University of Waikato. (2018). Annual Report of the University of Waikato. https://www.waikato.ac.nz/annualreport/ 17. Waikato District Health Board. (2020). Snapshot of Waikato DHB. https://www.waikatodhb.health.nz/about-us/snapshot-of-waikato-dhb/ 18. Waikato Innovation Park. (2020). Growing Technology Business. https://www.wipltd.co.nz/ 19. Wintec. (2019). Annual Report. https://wintecprodpublicwebsite.blob.core.windows.net/sitefinity-storage/docs/default-source/annual-reports/wintec_annu- al_report_2019.pdf?sfvrsn=265f8433_6

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4.4 Definitions

Table 9: Definitions

Spatial Plan Component Definition

Active mode network The regional and metro scale cycling and walking network. Arterial road network The regional and metro-level arterial roading network. Blue-green network An overlay of the current and envisioned blue-green spatial framework for the metro area that incorporates and integrates key elements such as wetlands, riverbeds, riparian corridors, significant biodiversity sites, habitat corridors, reserves, DoC land, parks, significant gardens, playgrounds, urban areas with high degree of tree cover, walking tracks and routes, cycling tracks, cycleways, bridal tracks, protected landscapes and viewshafts, and other key elements such as buffer zones as relevant. Business Centre or area Areas with metro-scale concentration of industrial or business land uses. Envisioned future urban areas - Areas that may be suitable to urban development subject to the successful mitigation of remedying of notable matters that should be signalled at the spatial plan scale and stage, including land within and adjacent Constrained to drinking water catchments, shallow peat soil, contaminated land, highly productive soils (not already included as major constraints), erodible soils (not already included as major constraints), land within or adjacent to drainage networks and areas, mineral resource areas and flood prone areas (not already included as major constraints), earthquake and volcanic hazard areas (not already included in major constraints). Freight network Dedicated right of way rail and road freight networks, where relevant. Frequent PT network High frequency, high capacity public transport routes with frequent stops and prioritisation elements. HT1 Being an area of land to the north-west of the existing city boundary - roughly triangular in shape between the Waikato River, the existing City boundary along Kay Road/Horsham Downs Road, and the Waikato Expressway as defined in the 2005 Strategic Agreement on Future Urban Boundaries. Intensification, intensive corridor or Planned or envisioned population, employment and/or other activity intensification in and around centres or along transport corridors. node Inter-regional PT High frequency inter-regional bus or rail passenger service routes or networks. Metro Centre Important retail, employment, recreational, civic and residential functions at the sub-regional scale. Motorways, Expressways Limited access, two-lane (or more) roads, generally with grade separated interchanges and separated medians, where relevant. Net density The total number of dwelling units per hectare of land developed for residential or mixed use (excludes streets, open space and non-residential uses) Ngaa wai Includes sea, shorelines, estuaries, river, lakes, wetlands and riverbeds; not the same as flood-prone areas. Planned or envisioned future urban Planned or envisioned future mixed, residential or business-activity focussed future urban areas. areas Rapid transit network Dedicated right of way bus or rail network with stations with frequent, limited stop connections. Regional and metro scale facilities Current, planned and envisioned regional and metro scale facilities relevant to spatial planning. Regional Centre Primary commercial, employment, recreational and civic hub with strong residential functions in some cases. Renewal, restoration Existing and large-scale urban areas where major renewal of housing and building stock and associated infrastructure is underway, planned or envisioned; there may be intensification but this is not the primary outcome sought. Can also be used to highlight protected areas or awa where major restoration Is planned or envisioned. Rural areas Residual land not included in waahi toituu, existing urban or future urban areas. Not the same as current rural zoning. R2 Being an area of land to the east of the existing city boundary, between Greenhill Road, New Borman Road and the Waikato Expressway as defined in the 2005 Strategic Agreement on Future Urban Boundaries. Town Centre Retail, social and residential function at a multi-neighbourhood scale. Urban areas (Existing) Existing built-up areas of a scale that is relevant to metro planning, including rural residential. Not the same as Stats NZ urban boundaries and excludes existing future urban area zoning (these are in planned or envisioned future urban areas). Utility corridor The main current, planned and envisioned national, regional and metro-scale transmission lines, pipes and connected facilities that are relevant to metro-level spatial planning. Can include major water, wastewater, power plants, electricity, drainage, stormwater, gas and communications.

Waahi toituu Protected areas: Areas currently, planned or intended to be protected (in statute, regulation or as policy) from urban development, including significant natural areas, protected wetlands, archaeological and heritage sites, waahi tapu areas, reserves, conservation land, QEII Trust covenants, designations, habitat corridors, infrastructure corridors, outstanding natural features and landscapes, high productive soils e.g. elite (LUC 1) soils. Major constraint areas: Areas where hazards, risks or other aspects are deemed to make future urban development in the foreseeable future either infeasible and/or undesirable e.g. high-risk flood zones, highly erodible soils, fault line hazard areas, volcanic hazard areas, tsunami hazard areas, liquefaction hazard areas, areas at high risk of slope failure and others as relevant.

Waikato River Includes its waters, banks and beds and its streams, waterways, tributaries, lakes, aquatic fisheries, vegetation, flood plains, wetlands, islands, springs, water column, airspace, and substratum as well as its metaphys- ical being (section 8 of the Waikato-Tainui Raupatu Claims (Waikato River) Settlement Act 2010).

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125 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Delivery of the Enviroschools Programme in Waip? District for the 2019/20 Financial Year

INFORMATION ONLY

To: The Chairperson and Members of the Strategic Planning & Policy Committee From: Krissy Barnes, Biodiversity Planner Subject: Delivery of the Enviroschools Programme in Waipā District for the 2019/20 Financial Year Meeting Date: 1 December 2020 File Reference: 10507617

1 EXECUTIVE SUMMARY

The Enviroschools Programme was launched nationally in 2001 within the Waikato region, with its resource development and kaupapa held under the guardianship of the Toimata Foundation (Toimata). Waikato Regional Council (WRC) delivers the programme on behalf of the Toimata Foundation (Toimata). Enviroschools aims to integrate environmental education into the whole of school life and build on a collaborative organisational model. Currently, 60 percent of the schools in Waipā are part of the Enviroschools network (21 schools).

The purpose of this report is to provide an overview of the Enviroschools Programme and for WRC staff to present on the delivery of the programme in Waipā for the 2019/20 financial year as per the partnership agreement. Students are at the centre of the Enviroschools kaupapa. Students from Pirongia and Horahora School will be showcasing the amazing achievements their schools have made towards a sustainable future in the last year.

The following documents are included as appendices to this report:

. Appendix 1 - Six Monthly Report on the Delivery of the Enviroschools Programme in Waipā District for the period from 1 July 2019 to 31 December 2019 (Document Set ID 10508735). . Appendix 2 - Six Monthly Report on the Delivery of the Enviroschools Programme in Waipā District for the period from 1 January 2020 to 30 June 2020 (Document Set ID 10508736). . Appendix 3 - List of Waipā District Enviroschools . Appendix 4 - Significance of the Enviroschools Kaupapa at this time - May 2020 - Prepared for our council partners by Toimata Foundation (Document Set ID 10508737).

10507617

126 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Delivery of the Enviroschools Programme in Waip? District for the 2019/20 Financial Year

2 RECOMMENDATION

That:

(a) That the Delivery of the Enviroschools Programme in Waipā District for the end of the 2019/20 Financial Year report (document number 10507617) of Krissy Barnes, Biodiversity Planner, be RECEIVED; and

(b) That the presentations by i. Dominique Thurlow, Waikato Regional Council Stakeholder and Partnerships Advisor, and Chris Langley, Senior Education Projects Advisor, and ii. Students from Pirongia and Horahora School be RECEIVED.

3 BACKGROUND INFORMATION

The Enviroschools Programme, launched nationally in 2001 within the Waikato region under the guardianship of the Toimata Foundation (Toimata), is a holistic approach to the development of resilient and sustainable communities. It supports and empowers children and young people to plan, design and implement sustainability actions that are important to them and their communities. It provides relevant life contexts for learners to be connected with their environment and their communities, and how to be actively involved in social, cultural, economic and environmental change. It’s guiding principles are Empowered Students, Sustainable Communities, and Learning for Sustainability, Maori Perspectives and Respect for the Diversity of People and Cultures, and to deepen the connections between them through inquiry learning.

The key values of the programme are:

. a sense of place – the whole school environment is a learning resource; . a participatory environment – involving the whole school community, including students, teachers, caretakers, boards of trustees, families/whanau and the wider community; and . a sense of purpose – students are inspired to create a healthy, peaceful and sustainable school

Enviroschools has a significant reach across New Zealand with over 1,300 early childhood education centres (ECE) and schools as part of the Enviroschools network. This is 12 percent of all ECE, 41 percent of all primary and 30 percent of all secondary schools. WRC delivers the programme on behalf of Toimata within the Waikato region and is supported by a network of stakeholders and partners, with district councils making up the core of the network. Currently, 21 schools or 60 percent of the schools in Waipā are part of the Enviroschools network and are guided, motivated and supported by three WRC Enviroschools Facilitators to develop their Enviroschools journey.

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127 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Delivery of the Enviroschools Programme in Waip? District for the 2019/20 Financial Year

4 WRC AND COUNCIL ENVIROSCHOOLS PARTNERSHIP

The success of the programme relies on the partnership between WRC and council through collaboration and associated communication. Council has supported the facilitation of the Enviroschools Programme through an annual partnership agreement and financial contribution to the programme for many years to achieve a number of outcomes for the district, schools and young people. The agreement aims to provide a framework to explore and recognise the role of collaboration across councils to grow the impact of the Enviroschools Programme in communities across the Waipā District, and to outline engagement expectations between partners.

5 REPORT SUMMARY FOR THE 2019/20 FINANCIAL YEAR

As part of the partnership agreement between council and WRC for the Waikato Enviroschools Programme, WRC provides a six-monthly report on the delivery of the Enviroschools Programme in the Waipā District. The two reports for from the 1 July 2019 to 30 June 2020 period (Appendix 1 and 2) indicate outputs and related data including school participation. They also highlight a number of environmental projects taking place within and outside of the 21 Enviroschools in the Waipā District (see Appendix 3 for List of Waipā District Enviroschools).

The global COVID-19 pandemic required some creative changes to the way the programme was delivered this year and how schools and teachers could be supported while students learnt from home. Due to the success and popularity of online resources during lockdown, WRC are continuing to develop and produce these for teachers going forward.

In May 2020, the Toimata Foundation also prepared an overview document outlining the significance of the Enviroschools Programme as part of a regenerative recovery to a more sustainable future (Appendix 4).

Krissy Barnes BIODIVERSITY PLANNER

Sally Sheedy MANAGER COMMUNITY SERVICES

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128 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Delivery of the Enviroschools Programme in Waip? District for the 2019/20 Financial Year

Debbie Lascelles GROUP MANAGER STRATEGY AND COMMUNITY SERVICES

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129 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Delivery of the Enviroschools Programme in Waip? District for the 2019/20 Financial Year

Appendix 1 Six Monthly Report on the Delivery of the Enviroschools Programme in Waipā District for the period from 1 July 2019 to 31 December 2019 (Document Set ID 10508735).

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130 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Delivery of the Enviroschools Programme in Waip? District for the 2019/20 Financial Year

Report to Waipā District Council

Six Monthly Report on the Delivery of the Enviroschools Programme in Waipā District for the 2019/20 Financial Year

This report provides the Waipā District Council with an update on the delivery of the Enviroschools Programme for the period from 1 July 2019 to 31 December 2019.

The Enviroschools Programme supports and empowers children and young people to plan, design and implement sustainability actions that are important to them and their communities. It provides relevant life contexts for learners to be connected with their environment and their communities, and how to be actively involved in social, cultural, economic and environmental change.

Where the programme is embedded, it is resilient in the face of challenges. An Enviroschools journey for schools is not based on linear growth as it can include highs and lows, and sometimes appears to regress followed then by reengagement. Evidence has shown that when the programme is developed as ‘Whole School Approach’ then these periods of hiatus can bring stronger engagement across the school and community over the long term.

Enviroschools Programme in Waipā District Highlights in Waipā District from the Programme Enviroschools Programme in Hamilton City There has been many exciting environmental projects taking Ruairi Kelly & place within and outside of the 21 Enviroschools in the Waipā Facilitators: Camilla Carty-Mellis District. Students have engaged a range of different people and groups within their communities to undertake these projects Students reached: 7801 which have had a positive impact on the environment around 21 Number of Enviroschools them. Highlights from these schools in 2019 include: ▪ Cambridge Primary, Karapiro School, Horahora School Percentage of schools that are Enviroschools: 60% and Cambridge High School all engaged in trapping pests in 2019 in the ‘Predator Free Cambridge’ initiative. Year levels reached through Enviroschools: 1 -13 ▪ July saw many schools challenge their mindsets around resource use and waste minimisation by participating in

0 New Enviroschools in 2019 ‘Plastic Free July’. Cambridge Primary and Karapiro School led the way in this area.

Schools on our waiting list: 2 ▪ The students at Pirongia School sourced chickens, bees and established a worm farm in their school grounds. All

these initiatives not only helped teach the concept of sustainability, but also provided the students with an Value of Enviroschools for Waipā District Council opportunity to gather revenue and allow funding for more The annual contribution of $ 24,000 provided by the Waipā District Envirogroup projects to occur in their community. Council supports the facilitation of the Programme to achieve a Engaged ▪ Pokuru School partnered with the Department of number of outcomes for the District, schools and young people to Conservation and the Waipā District Council to help directly align with the community outcomes for the District, Kakepuku Mountain gain greater native biodiversity as including: well as pest management in the area. • Cultural, Social and Economic Sustainability ▪ Te Awamutu College engaged in riparian planting along • Waste Reduction & Zero Waste the Mangapiko Stream. This is an ongoing project into • Biodiversity & Biosecurity Action 2020. • Water health & conservation ▪ Te Pahu school investigated the state of the • Kai/Food production & distribution Kaniwhaniwha Stream. Students have investigated • Energy conservation & action options to reduce the level of rubbish and pollution • Ecological Building action in the stream. Watch this space in 2020! Looking Ahead for 2020

▪ Enviroschools will continue to seek opportunities to more easily engage with the secondary school sector. An ‘Enviroschools Package’ which will align the kaupapa of Enviroschools with NCEA achievement standards will be developed and rolled out.

▪ Thanks to Enviroschools along with the Toimata Foundation, May/June will host a two day ‘Biodiversity Education Symposium’ aimed to educate around gully restoration, planting and plant maintenance pest control and more. Schools and the community within the Waipā District will be invited to attend.32

▪ The Waikato Regional Council endeavour to continue to provide as many environmental education opportunities possible to our schools within the Region within and beyond our currently funded Enviroschools.

131 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Delivery of the Enviroschools Programme in Waip? District for the 2019/20 Financial Year

Appendix 2 Six Monthly Report on the Delivery of the Enviroschools Programme in Waipā District for the period from 1 January 2020 to 30 June 2020 (Document Set ID 10508736).

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132 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Delivery of the Enviroschools Programme in Waip? District for the 2019/20 Financial Year

Report to Waipā District Council

Six Monthly Report on the Delivery of the Enviroschools Programme in Waipā District for the end of the 2019/20 Financial Year

This report provides the Waipā District Council with an update on the delivery of the Enviroschools Programme for the period from 1 January 2020 to 30 June 2020.

Enviroschools Programme in Waipā District Highlights in Waipā District from the Programme Enviroschools Programme inAlex Hamilton Daniel, Adrienne City The global pandemic made for an interesting start to 2020. It

Facilitators: Grant & Camilla Carty- required us to be creative in our methods to deliver Melis Enviroschools and support our schools while students learnt Students r eached: 7805 from home. During this time Facilitators provided weekly emails to our teachers packed with environmentally focused activities

21 Number of Enviroschools for students to undertake at or around their homes. We also ran professional learning for teachers virtually to support their understanding of the Enviroschools Kaupapa. Percentage of schools that are Enviroschools: 60% Highlights from Waipā Enviroschools include: ▪ Cambridge High School have introduced a new ‘Enviro Year levels reached through Enviroschools: 1 -13 : council’ within their student leadership structure. They have been working with facilitators as well as liaising with WPDC New Enviroschools in 2019 0 and Cambridge Tree Trust to develop biodiversity within the school grounds and within the community.

Schools on our waiting list: 3 ▪ Te Miro School have partnered with Rotary Cambridge by being a community collection point for a new e-waste pilot programme to increase sustainable resource use and Value of Enviroschools for Waipā District Council reduce waste to landfill. ▪ Students at Pokuru School who established the ‘Save The The annual contribution of $ 24,000 provided by the Waipā District Council supports the facilitation of the Programme to achieve a World Club’ last year have been making and selling beeswax Engaged wraps to fundraise for the Zero Waste Disco they are running number of outcomes for the District, schools and young people to at the end of Term 3. Students have also been growing directly align with the community outcomes for the District, several hundred native trees to plant at a local stream. including: • Cultural, Social and Economic Sustainability ▪ Horahora School will be planting 500 native plants from • Waste Reduction & Zero Waste their plant growing unit on site at school. These plants are usually part of a riparian community planting day but • Biodiversity & Biosecurity Action the school is working on increasing native bush areas • Water health & conservation within the school grounds as part of a wider plan to • Kai/Food production & distribution increase biodiversity and grow a bird corridor with • Energy conservation & action nearby Maungatautari • Ecological Building action Looking Ahead for 2020

▪ Due to the success and popularity of our online resources during lockdown, we are continuing to develop and produce these for teachers. The aim is to provide resources that will target all levels of schooling and demonstrate how the Enviroschools resources given to each school can be adapted to fit a range of contexts and educational needs.

▪ Thanks to Enviroschools along with the Toimata Foundation, we will be hosting a two day ‘Biodiversity Education Symposium’ on Friday 4th September aimed to educate around gully restoration, planting and plant maintenance, pest control and more. Schools and the community within the Waipā District will32 be invited to attend. ▪ The end of the year will see our Enviroschools NCEA package launched to support secondary schools engaging in the programme and support students to obtain educational recognition for undertaking environmental action in their community.

133 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Delivery of the Enviroschools Programme in Waip? District for the 2019/20 Financial Year

Appendix 3 List of Waipā District Enviroschools

School Facilitator Cambridge High School Adrienne Grant Cambridge Primary School Alex Daniel

Goodwood School Alex Daniel

Hautapu School Alex Daniel

Horahora School (Cambridge) Alex Daniel

Karāpiro School Alex Daniel

Leamington School Alex Daniel

Pekerau School Camilla Carty-Melis

Pirongia School Camilla Carty-Melis

Pokuru School Camilla Carty-Melis

Puahue School Camilla Carty-Melis

Pukeatua School Camilla Carty-Melis

St Patrick's Catholic School (Te Awamutu) Camilla Carty-Melis

St Peter's Catholic School (Cambridge) Alex Daniel

St Peter's School (Cambridge) Adrienne Grant

Te Awamutu College Camilla Carty-Melis

Te Awamutu Primary School Camilla Carty-Melis

Te Miro School Alex Daniel

Te Pahu School Camilla Carty-Melis

Waipā Christian School Camilla Carty-Melis

Wharepapa South School Camilla Carty-Melis

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134 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Delivery of the Enviroschools Programme in Waip? District for the 2019/20 Financial Year

Appendix 4 Significance of the Enviroschools Kaupapa at this time - May 2020 - Prepared for our council partners by Toimata Foundation (Document Set ID 10508737).

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135 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Delivery of the Enviroschools Programme in Waip? District for the 2019/20 Financial Year

Significance of the Enviroschools Kaupapa at this time - May 2020 Prepared for our council partners by Toimata Foundation

Ka mihi ki a Ranginui, ki a Papatūānuku, Ka mihi ki te ngao o te wheiao! Toitū te whenua, toitū te tangata ki te wheiao ki te ao mārama.

Enviroschools is a nationwide movement for positive change

Enviroschools is a holistic approach to the development of resilient and sustainable communities. The complex environmental, social, cultural and economic challenges facing us today call for a collaborative response. Toimata Foundation creates a hub for a cross-sector approach bringing together over 100 organisations from Local and Central Government and Community. Enviroschools now has significant reach across our country. Nationally over 1,300 early childhood education (ECE) centres and schools are part of the Enviroschools network. This is 12% of all ECE, 41% of all primary and 30% of all secondary. Enviroschools is inspiring and empowering people of all ages through connection, creativity and action so they are actively engaged in creating a sustainable future. Through Enviroschools tens of thousands of innovative projects and lifestyle changes are happening in schools/centres, households, neighbourhoods, on farms, in local businesses and in all types of ecosystems. Some projects are small-scale in one school and others involve hundreds of people working across a whole catchment or community.

Enviroschools is designed to meet Local Government Outcomes

Over 80% of all councils are Enviroschools partners. Environmental sustainability actions: Enviroschools is specifically designed to meet multiple 97% 92% council outcomes through authentic relationships with the 100% Kai/food Kai/food Zero Waste community. It is a proven approach, with a 20-year track production distribution record and backed by a 5-year research and evaluation 92% 88% 83% programme. Creative projects Biodiversity Water health in the landscape and biosecurity and conservation The long-term holistic approach of Enviroschools creates a 63% wide range of outcomes across all the Four Well-beings. This 67% Ecological graphic, from the most recent Enviroschools National Census, Energy! Building shows the percentage of participants taking action across Cultural, Social and Economic sustainability actions: environmental, cultural, social, and economic aspects. 99% 89% 75% Councils also benefit from the co-investment model of Cultural Social Economic sustainability sustainability sustainability Enviroschools. Councils contribute 20-25% of the total annual investment in Enviroschools, with the balance funded by * Percentages are the total % of participants who are taking one or more actions in the area Central Government and Community.

“Council benefits greatly from its relationship with Enviroschools. The programme makes a significant contribution to our work across a range of teams and brings a unique holistic kaupapa into the organisation. As the council moves more into collaborative ways of working the skills held and approach taken by the Enviroschools team will be ever more valuable.” – Manager Greater Wellington Regional Council

Intergenerational action Experiencing and connecting Learning sustainable Developing knowledge in eco-building for ecological restoration with Mātauranga Māori agriculture skills on-farm and renewable energy

136 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Delivery of the Enviroschools Programme in Waip? District for the 2019/20 Financial Year

Enviroschools plays an essential role in creating a sustainable future

As we look beyond the restrictions of Covid-19, many people in this country, and around the world, are talking about a regenerative recovery that charts a course to a different future, a sustainable future. Concepts already familiar to Local Government are gaining traction, such as, localising, four well-beings, iwi partnerships, ecosystem restoration, 3-waters, and community resilience. This diagram shows how Enviroschools, with the support of our council partners, contributes to positive change in communities across New Zealand, the changes that are needed to move us all towards a sustainable future.

Aspects of a sustainable future

Healthy Authen� c Regenera� ve water Treaty & Circular Ecosystem 3-Waters Partnerships Economy restora� on Freshwater Nature- Localising Oceans based employment

Lowering Re-skilling and Community carbon new ways of resilience & emissions thinking Four connectedness Eco- Well-beings building

Integra� ng Māori perspec� ves � kanga and Sharing knowledge so concepts as sustainability solu� ons localised learning and solu� ons unique to our country. can be applied na� onwide.

Connec� ng schools with communi� es Suppor� ng teachers to - building stronger connec� ons between weave learning into a real-life schools and their communi� es, and facilita� ng process of crea� ng a sustainable connec� ons between schools. school and community.

Crea� ng ‘nature connectedness’ for people Fostering crea� vity by people as a the founda� on for sustainable lifestyle choices. exploring and envisaging what a resilient and vibrant sustainable world could be. Empowering through ac� on-learning - people of all ages leading and par� cipa� ng in projects to design, Building ci� zenship and a strong plan, restore and construct all the diﬀ erent aspects of a sense of belonging through sustainable community. collec� ve local ac� on.

Addressing root causes - helping people to understand the big picture of sustainability, the rela� onships between issues, and exploring ways to tackle root causes. Enviroschools’ contribution to a sustainable future

Holis� c A highly Exper� se Comprehensive Large kaupapa and collabora� ve A na� onwide team suite of resources na� onwide with sustainability that cross-sector approach know how and and highly eﬀ ec� ve network is grounded in with long-term model of 100+ specialised skills tools and processes Mātauranga Māori par� cipa� on that agencies working in facilita� ng for collec� ve community and empowers has reach into together to support par� cipatory visioning, learning and people of all ages thousands of local communi� es processes ac� on communi� es Foundational elements of the Enviroschools approach

Toimata Foundation is a charitable trust focused on creative sustainability. In partnership with Te Mauri Tau we support two nationwide programmes, Te Aho Tū Roa and Enviroschools. Our core national funding is through Ministry for the Environment.

137 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Update on Covid-19 Recovery

To: The Chairperson and Members of the Strategic Planning and Policy Committee From: GM Strategy and Community Services Subject: UPDATE ON COVID-19 RECOVERY Meeting Date: 1 December 2020

1 EXECUTIVE SUMMARY

Waipā District Council allocated $795,000 to support the District to recover from the global pandemic, COVID-19.

The financial package has been utilised to employ two staff who will lead a collaborative community effort to build a more resilient community that can better withstand these sorts of challenges in the future. A contestable fund of $400,000 has been developed to support recovery initiatives led by iwi and community organisations. In addition, supporting the visitor destination market, which has been hit hardest by the lack of international tourism has also been a priority. The District Promotions and Community Events Funds have been increased for the 2021 FY and a small amount has been put aside to assist with marketing key attractions in the District.

This report provides an update on these initiatives and others in progress across the organisation that support recovery of the District. A summary of the current economic situation is provided with recent forecasts by Infometrics being attached to this report. Community Advisors will provide a verbal update with key observations that they have made within the first few weeks of their employment.

The following appendices are attached to this report:

. Appendix 1 - Summary of funded events from District Promotions and Community Events Funds . Appendix 2 – Waikato Tainui ‘Amohia Ake Iwi Resilience Plan’ . Appendix 3 – Infometrics Economic updates

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2 RECOMMENDATION

That a) The report titled ‘Update on Covid-19 Recovery’ (document number 10519475) of Debbie Lascelles, Group Manager Strategy and Community Services, be RECEIVED.

3 BACKGROUND

Recovery from COVID-19

In December 2019, the first cases of COVID-19 start to emerge in Wuhan, China. By 7 January 2020, Chinese authorities identify a new type of Coronavirus and by 30 January, the World Health Organisation (WHO) declares the outbreak to be a “public health emergency of international concern”. On the 11 February, WHO names the disease COVID-19.

In New Zealand (NZ), a period of lockdown from 25 March – 14 May 2020 eradicated community transmission of the virus at that time but had a significant impact on New Zealand’s economy. International borders were closed on 19 March to anyone who is not a NZ citizen or permanent resident and remain closed for the foreseeable future.

On 11 August, four new cases were recorded in the community and on 12 August, Auckland region moved into alert level 3, with the rest of the country in alert level 2. The new community outbreak was contained reasonably quickly and by 7 October, Auckland was back to alert level 1.

As of 19 November, New Zealand has 37 active cases of COVID-19 and there has been a total of 57,131,056 confirmed cases worldwide, with 1,363,473 deaths.

There is considerable uncertainty about the duration and impacts of the pandemic globally, with Europe currently experiencing a resurgence of cases.

Waipā District Council recovery response

On 20 May 2020, a Council workshop highlighted the impact of COVID-19 on Waipā District and discussed how recovery efforts are being led nationally, regionally and locally. It proposed a number of recovery initiatives. The workshop highlighted the responsibilities of local government to lead recovery locally and the definition of recovery: “Recovery means the coordinated efforts and processes used to bring about the immediate, medium and long-term holistic regeneration and enhancement of a community following an emergency. The recovery process is about

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supporting people to rebuild their lives and restore their emotional, social, economic and physical wellbeing” (CDEM Act, 2002).

Initial strategic priorities identified by staff at Waipā District Council to guide the start- up of local recovery efforts are:

• Partnering with iwi • Build better: green infrastructure projects • Supporting the visitor economy • Supporting employment and training • Supporting the capability of the social sector

A financial recovery package of $795,000 was proposed from the Arbitrage Fund. Key initiatives proposed were: Initiative Cost Employment of Community Advisors, 18 months $258,900 Increase to District Promotions Fund $50,000 Increase to Community Events Fund $20,000 Contestable Recovery Fund $400,000 Marketing initiatives for the District $49,000

At the Strategic Planning and Policy Committee, 16 June, the Committee approved that:

b) The Strategic Planning and Policy Committee approve a Recovery Package of $795000 from the Arbitrage Fund;

c) The Strategic Planning and Policy Committee approve funding from the Recovery Package in b) for the employment of two Community Advisors on a fixed term for 18 months at a combined cost of $258000 ($172600 has been included in the Revised Draft Annual Plan 2020/21 and the remainder of this cost to be included in the first year of the 2021 to 2031 Long Term Plan);

d) The Strategic Planning and Policy Committee approve funding from the Package in b) for a $50000 increase to the District Promotions Fund for 2020/21, $20000 additional funds for the Community Events Fund for 2020/21 and $18000 funding for the Cambridge Community House Trust (to be determined as per recommendation (b) of the report titled “Revised Draft Annual Plan 2020/21”);

e) The Strategic Planning and Policy Committee direct staff to develop criteria, process and quantum for a contestable COVID-19 Recovery Fund utilising the remaining $448100 of the Recovery Fund, to be presented to the Strategic Planning and Policy Committee on 4 August 2020.

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Dr Bev Gatenby was contracted to develop a proposal for a contestable fund to support the District to recover from COVID-19 in collaboration with other philanthropic funders. Her recommendations for the development of a community recovery fund were presented to the Strategic Planning and Policy Committee, 4 August 2020. The Committee resolved to:

b) The Strategic Planning and Policy committee amends part (e) of Resolution E2/20/10 of the Strategic Planning and Policy Committee on 16 June 2020 by amending the quantum of the contestable COVID-19 Recovery Fund from $448,100 to $400,000 and approves the remaining $49,000 (out of the total $795,000 recovery fund) be allocated to support marketing of the District, with expenditure for marketing initiatives to be approved by the Group Manager, Strategy & Community Services in consultation with the Chair of Strategic Planning & Policy Committee and the Deputy Mayor;

c) Pursuant to Clause 30, schedule 7 of the Local Government Act (2002), the Strategic Planning and Policy Committee appoint a Waipā District Council Community Recovery Working Group; (i) Membership of the Working Group shall consist of 2 Councillors (Chair of the Strategic Planning & Policy Committee and Deputy Mayor), Waipā District Council Iwi Liaison Advisor Shane Te Ruki, 1 Manager of a regional philanthropic fund, 2 community sector leaders and 2 iwi leaders.

d) Pursuant to Clause 32, schedule 7 of the Local Government Act 2002, the Strategic Planning and Policy committee delegate authority to; (i) the Mayor for final approval of the appointment of individuals, which are a manager of a regional philanthropic fund, 2 community sector leaders and 2 iwi leaders on the Waipā District Council Community Recovery Working Group; (ii) the Waipā District Council Community Recovery Working Group to assess funding applications made to the Waipā District Council Community Recovery Fund and allocate funding as per the criteria set out in appendix 2.

4 DISCUSSION

The recovery programme for COVID-19 is becoming established within the organisation. A Recovery Project Control Group (PCG) has been established and has the following objectives:

. To ensure any strategic direction provided by the Elected Members around the Council’s overall approach to recovery is effectively and efficiently implemented, monitored and reviewed; . To co-ordinate and maintain an overview of recovery initiatives/ projects within the organisation and across the District; . To promote the uptake and implementation of recovery planning, prioritisation and management of recovery priorities within each of the four environment sectors for the organisation and District;

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. To provide an organisational response and direction to meeting central government requirements and ensure these are well linked to community outcomes; . To ensure that the recovery actions are well informed, data-led, consistent with Council’s strategic direction and reflect community aspirations and priorities; . To ensure there is a high level of transparency and collaboration of recovery initiatives, projects and developments across the organisation; . To ensure robust communication, engagement and leadership on issues for our community on recovery related matters; . To provide a co-ordinated reporting structure for recovery related matters from sector leads through the PCG to Executive.

Sector leads for the social, economic, built and natural environment have been appointed. Action lists, project registers, risk and issue registers and reporting templates are currently being finalised. Updates on specific actions are detailed below.

Community Advisors Two Community Advisors have been recruited on a fixed term contract for 18 months to support and lead recovery initiatives in the District. Corren Ngerengere and Gina Scott started their employment on Monday 9 November. They will provide a verbal update to the Committee about their initial observations.

Waipā Recovery Fund As per the approved recommendations, a Waipā Recovery Fund Working Group was formed. Members are:

Liz Stolwyk (Deputy Mayor) Susan O’Regan (Chair of Strategic Policy and Planning Committee) Rongo Kirkwood (Trust Waikato) Shane Te Ruki (Iwi Relations Advisor) Poto Davies (Iwi representative) Shannon Te Huia (Iwi representative) Harriet Dixon (Manager of Cambridge Community House) Jessica Brown (Manager of Te Awamutu Citizens Advice Bureau)

The first round of the fund ($200,000) opened on Monday 28 September and remained open until 5 pm, Friday 30 October. Twelve applications were received and a total of $330,218.27 requested.

The Waipā Recovery Fund Working Group met to discuss the applications on Monday 16 November. A total of $141,354.62 was allocated to five recipients. The recipients and their recovery initiatives are listed in the table below.

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APPLICANT RECOVERY INITIATIVE AMOUNT GRANTED Ngāti Koroki Kahukura Trust 12-month programme of activities: $ 20000.00 Hauora Expo: navigating support & health services; Noho wananga focusing on mental and physical well-being for kaumatua; Maara kai: food production and gathering; Cooking classes. Ngāti Apakura Runanga Trust Feasibility for the establishment of a $ 10000.00 nursery in Te Awamutu Cambridge Committee of Christmas Cheer event – providing $ 1000.00 Social Services support for families on low income. Citizen Advice Bureau Te Temporary increase in hours to the $ 5314.62 Awamutu service to assist with additional enquiries due to impacts of COVID. Cambridge Community Salaries for twelve months for $ 105040.00 House additional counsellor and social worker. TOTAL $141354.62

The unallocated funds from the first round will be rolled into the second round of funding which now totals $258,645.38. The second round will be by invite only, based on projects identified by the Community Advisors and approved by the Waipā Recovery Working Group.

District Promotions and Community Events Fund The additional funds have been used to fund more events than previous years. Events that demonstrate the greatest opportunity to attract visitors to the district have been prioritised. To date, $193,500 has been allocated from the District Promotions Fund and $39,000 from the Community Events Fund. A summary of funded events is attached in appendix one.

Marketing initiatives for the District As part of Waipā District Council’s recovery fund, Council allocated $49,000 to undertake additional district promotion and bring more people /spend into the district. A focus is on supporting tourism and hospitality providers who have been hit hard by the global pandemic and loss of international visitors.

The Communication and Engagement Team are working with Hamilton Waikato Tourism to dovetail off existing regional campaigns and activities and provide a stronger focus on Waipā. They are collaborating with the local iSITEs in Te Awamutu and Cambridge to develop itineraries/packages to highlight must-do activities and attractions.

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Objectives of the campaign 1. Raise awareness of district’s offering for visitors 2. Support tourism operators and wider business community 3. Increase visitors to district and drive economic benefit

The campaign is aimed for a summer/ autumn roll out and a full campaign strategy and action plan will be produced before Christmas.

Collaboration with local Iwi and Trust Boards Discussions have been held and continue to be held with the majority of our iwi partners. Regular reporting to the Iwi Consultative Committee on Recovery has been in place since lock-down. Iwi representatives were invited to assist with interviews for the Community Advisor roles and two appointments to the Waipā Recovery Fund Working Group were made. Waikato Tainui have prepared a resilience plan and have invited local Council’s to contribute to this where possible (see appendix 2). His Worship the Mayor Jim Mylchreest met with the Chair and CEO of Maniapoto Maori Trust Board (MMTB) together with the mayors of Ruapehu, Waitomo and Ōtorohanga Districts on 16 October 2020 to discuss potential opportunities to partner in recovery activities. There was a consensus on the need to develop wider relationships in the region, particularly with larger employees and key government agencies to ensure a proactive approach is taken to the recovery. The key areas where the mayors agreed the partnership could focus on initially are skills and employment and health/housing. The Ministers of Social Development and Maori development will be invited to a meeting once ministerial portfolios are allocated to assist in developing the partnership. A joint statement will also be released by MMTB and the Mayors.

Economic environment Monitoring of economic trends continues via regular updates from Infometrics and Te Waka. These have been circulated to Councillors previously, however are attached in appendix 3 for information.

Recent reports from Infometrics for the September quarter can be accessed here: Waipā District Quarterly Economic Monitor https://ecoprofile.infometrics.co.nz/waipa%20District/QuarterlyEconomicMonitor

The quarterly economic monitor paints a positive picture for Waipā, compared to Waikato and the rest of New Zealand. Key points to note are: . Economic activity in Waipā has bounced back significantly over the last few months and is now higher than the same quarter last year; . Waipā’s GDP has contracted 0.6% compared to the same time last year, which is lower than the contraction for Waikato region (2.1%) and New Zealand as a whole (3.3%) . Residential building activity is strong, with consents increasing 4.4% to September 2020

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. Non residential building activity has dropped in Waipā, with consents down by 19.5%

However, despite the current positive results, Infometrics are still suggesting there is significant uncertainty about the economic impacts of COVID-19 in the short, medium and long-term. They suggest that job losses will continue to rise into 2021 and the impact of the global economic situation is still a risk factor for the future economic outlook of New Zealand.

Key actions for the Economic Environment A review of the organisation’s Economic Development Strategy is soon to be underway, in collaboration with key stakeholders. As part of this work, the Business Development Manager is working with Te Waka to heat map the District’s largest employers with a view to setting up a reference group of economic leaders.

A Procurement Strategy that prioritises local suppliers has been completed. A media release has gone out on the inclusion of local contribution. A presentation on the Procurement Strategy was made on the 3 November 2020 to build the capability and awareness of local industry, organised by the Cambridge Chamber of Commerce and delivered by Waipā District Council’s Procurement Advisor. A Procurement Strategy Framework document has been produced to support staff implementing the procurement strategy. Draft measures are being developed for how we measure and report on the broader outcomes we are including in our procurement. A document to help support suppliers develop their tender responses, including how they might respond to broader outcome requirements in our tenders is also currently in design and will go onto the organisation’s website.

Social environment The Community Advisors are critical roles to drive intelligence gathering and initiatives in this area. Prior to their employment, Council staff have made presentations on Council’s approach to recovery to the Community Boards, Pirongia Ward Committee, Cambridge Committee of Social Services, Te Awamutu Health and Welfare Networking Hui, Iwi Consultative Committee and Senior Council. Meetings have been held with Te Wananga o Aotearoa to discuss Mayors Taskforce for Jobs and Te Waka/ Ministry of Social Development to discuss funding for employment initiatives. Staff are continuing to explore ways of funding green infrastructure programmes in collaboration with iwi and local community environmental groups.

The Government has entrusted National Library to lead and support COVID-19 recovery work across New Zealand’s library system, especially public libraries, with a funding package of $58.8 million, over two to four years. The New Zealand Libraries Partnership Programme (NZLPP) will support librarians and library services to be retained in NZ libraries, and to assist them to support community recovery. A component of this funding is through the support of at least 170 full-time equivalent jobs in public libraries. Waipā District Council has been successful in securing funding for two full-time equivalent roles, to be placed within each library until 30 June 2022. These roles will support digital and reading literacy and community

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engagement through programming and outreach services. We are currently in the process of recruiting for these fixed term roles. Other areas of potential funding from the NZLPP that is being applied for includes provision of free use of computers, fee waiver for subscriptions and an additional full-time equivalent role to concentrate on Adult Literacy.

Financial considerations As noted in the body of this report, $795,000 was allocated from the Arbitrage Fund for recovery initiatives. It should be noted that after the contestable fund is fully allocated and the 18 months of fixed term employment for the Community Advisors is complete, there is no further funding for recovery, despite this being an organisational priority for the first three years of the 2021-31 Long Term Plan. Pending on the success of the new roles, staff may apply for the Community Advisor roles to become permanent during next year’s Annual Plan process.

Risks There is a risk that subsequent outbreaks of the pandemic will disrupt recovery efforts and further disrupt economic activity in the District. Supporting the District’s recovery includes supporting resilience for further outbreaks. This is an ongoing area of focus.

There is a risk that the Community Advisors will be unable to manage the volume of projects required to lead recovery, diluting their effectiveness and leading to staff burnout. This risk will be mitigated by strong management of the roles and clear prioritisation of projects and the outcomes expected. Regular reporting to the Strategic Planning and Policy Committee will ensure that elected members continue to receive local intelligence and have a voice in determining which projects take priority.

There is an additional risk that the fixed term of 18 months is not long enough to support recovery and the cessation of the Community Advisor roles after that period leads to a significant gap in the recovery efforts. This risk will be assessed at that point and resolved during the next Annual Plan deliberations.

Consultation and engagement Staff have engaged and continue to engage with a significant number of groups within Waipā to inform the data and recommendations within this report. Implementation of recovery initiatives is a collaborative approach that involves iwi and multiple sectors within the Waipā District.

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Debbie Lascelles GROUP MANAGER STRATEGY AND COMMUNITY SERVICES

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Appendix 1 Summary of funded events from District Promotions and Community Events Funds

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Event Name Funding Allocated Resolution PO Number Waka Ama Nationals Sprint Championship $20,000.00 11/20/07 Gincredible $5,000.00 Cambridge Equine Festival $10,000 Karapiro 100K Flyer $3,000.00 PO055325 Maadi Cup $10,000.00 Waikato Bay of Plenty Magic Pre-Season Tour $12,000.00 Armistice in Cambridge $10,000.00 PO054964 North Island Club Championship $3,500.00 Feast Waikato $5,000.00 Kihikihi International Horse Trials $6,000.00 Spring Challenge Women's Adventure Race $10,000.00 Supplier pack needed Combine Armistice events - Fashion Parade, Picnic Concert, Armistice Remembrance Service $5,000.00 W Char yet to send Kiwigrass Academy and Kiwigrass Festival $5,000.00 Kihikihi Speedway Opening and Fireworks $7,500.00 PO054966 NZ and Oceania Canoe Sprint Championships $6,000.00 Cambridge BMX Twilight Event $3,000.00 PO054967 MG Pre-56- National Rally $5,000.00 Hydro Thunder Championships Series $5,000.00 AON Junior Rowing Regatta $3,000.00 North Island Secondary School Championships $3,000.00 KRI Club Regatta $3,000.00 combine into one PO all row Mystery Creek Women's Polo Tournament 2020 $5,000.00 Kihikihi Polo Championships $4,000.00 NZ Nationals - Individual CrossFit Champs $5,000.00 North Island Schools Road Cycling Champs $4,000 cancelled Yamaha NZ Jet Sports Nationals $3,000.00 PO055470 2020 Christmas Regatta $3,500.00 North Island Pony Clubs Show-jumping Champs $3,000.00 Waikato River Festival – He Piko He Taniwha Waka Ama Regatta $3,000.00 The Amazing Dinosaur Discovery $4,000.00 Supplier pack needed Red Bull UCI Pump Track World Championship Qualifier $2,000.00 Cycling New Zealand Age Group Track Cycling Champs $2,000.00 Community Skateboard Pump Track Race 2021 $2,000.00 Festival One $3,000.00 Drome Masters Track Cycling Carnival $1,000 Cancelled Cambridge to Hamilton Paddle Race $2,000.00 PO054959. NZ Show Horse Council Nationals $4,000.00 Supplier pack needed Approved $185,500.00 Available $200,000.00 Remaining $14,500.00 Cambridge Cycling Festival $5,000.00 North Island BMX Champs $3,000.00 30/10/2020 Approved $193,500.00 Available $200,000.00 Remaining $6,500.00

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Event name Funding Allocated Cambridge Christmas Festival $3,000.00 Stragglers Rod and Kustom Charity Car Show and Family Fun Day $3,000.00 Culinary Cambridge $6,000.00 Waipā Fun Run $3,000.00 Pirongia Trail Run $3,000.00 Green Fest $5,000.00 Community Pump Track Race 2021 $4,000.00 Ngati Apakura and Rangiaowhia Commemoration $8,000.00 My Secret Life: Ian Sinclair $300.00 Aperture – The life and work of Ans Westra $500.00 Brave Caitlin Smith’s Imaginary Band $400.00 Carnivorous Plant Society $400.00 Dr Ian Chapman & the Cosmic Jive Trio present David Bowie & the Art of $400.00 Being Different Ulysses NZ AGM $2,000.00 Approved $39,000.00 Available $50,000.00 Remaining $11,000.00 Bicycle Revolution $5,000.00 Misty Flicks $1,500.00 Global Walk $500.00 Approved $46,000.00 Available $50,000.00 Remaining $4,000.00

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Appendix 2 Waikato Tainui ‘Amohia Ake Iwi Resilience Plan’

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AMOHIA AKE IWI RESILIENCE PLAN

AMOHIA AKE Iwi Resilience Plan

Update Report for Joint Committee Hui October / November 2020

This report covers the period July – September 2020

QUARTER 2 DASHBOARD: JULY – SEPTEMBER 2020

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TANIWHA PROJECTS Building the resilience of our whaanau, marae and communities helps build the resilience of the Waikato Region and of New Zealand

WATER SUPPLY & HOPUHOPU TUPU WHENUA INFRASTRUCTURE INNOVATION HUB

Ensuring the health and Supporting Creating a vibrant wellbeing of the employment, enterprise interconnected Waikato river to support and housing needs community at the environment, marae, through better Hopuhopu which whaanau and wider understanding and focuses on supporting Waikato and Auckland utilisation of our land innovation and holistic regions assets wellbeing.

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TE PAA KOIORA HEALTH WHAKAWAIRUA KOIORA HEALTH Working alongside the ORANGA MARAE STRATEGY Supporting our 68 health sector, marae Farmhousemarae toGarden designSalad anda b Farmhouseand GardenwhaanauSalad toa cob - drive their own design and develop lend of fresh greens, lend of fresh greens, sustainable models of models of service for cucumbers, red onions, grap cucumbers, red onions, grap growth to achieve improved wellbeing e tomatoes,mana cheddarmotuhake.cheese e tomatoes,outcomescheddar for cheesewhaanau. and croutons. Served with yo and croutons. Served with yo ur choice of dressing. ur choice of dressing.

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AMOHIA AKE IWI RESILIENCE PLAN

Taniwha Projects

Building the resilience of our whaanau, marae and communities helps build the resilience of the Waikato Region and of New Zealand

QUARTER TWO UPDATES  Wai Ora - Water Supply & Infrastructure  Tupu Whenua - Land Utlisation  Hopuhopu Innovation Hub  Koiora Health  Te Paa Whakawairua - Marae Development

QUARTER 2 DASHBOARD: JULY – SEPTEMBER 2020

155 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Update on Covid-19 Recovery

WATER SUPPLY & INFRASTRUCTURE

Our vision is that the Waikato River sustains abundant life and prosperous communities. There is continued need to restore and protect the health and wellbeing of the awa whilst looking at proactive solutions around securing future water supply for both the Waikato and Auckland regions.

OUR CONTEXT

The Waikato River is our Over 2/3rds of our marae There is growing demand The current infrastructure Water storage options and tupuna awa - it is a core lack access to safe and & pressure on the over is deficient and requires investment in North pillar in our tribal identity consistent water supply allocated Waikato River significant investment to Waikato required and essential to our catchment ensure sustainability of wellbeing supply OUR GOALS • 25 jobs/pathways secured with partners in the water sector • 68 Waikato marae water assessments completed • 3 marae assets completed • Feasibility study for water options (Linked to 2019 Kiingitanga Accord outstanding actions)

LINKS TO GOVERNMENT PRIORITIES • Supporting Maaori and Pasifika aspirations • Building a productive nation • Transforming the economy

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AMOHIA AKE IWI RESILIENCE PLAN

Water Supply & Infrastructure

KEY FOCUS FY21 TARGETS STATUS COMMENTS

Water sector careers

Training and career pathway careers established in the water 25 employment opportunities captured in water sector. Discussions are making progress with Watercare, Mercury and others. sector (Environmental, commercial & cultural). 2

Supply for Marae

Marae Infrastructure assessments and feasibility 1 Marae water storage assessment completed 1 3 new marae projects confirmed to start in the 3rd quarter.

3 Marae water assets completed. Waipapa Marae Support projects funded by Marae facilities fund Ookapu Marae 1 Te Koraha Marae Aramiro Marae

Marae capital works programme Waingaro project, Mangatangi project. 1

Water Storage

Costing options paper for options on bulk procurement Water storage procurement completed 1

Partner identified & commitment made to conduct Feasibility study for water storage feasibility for water storage options in North Waikato 1

Green On track to meet deliverables by end of financial year. Yellow Issues with projects but still able to meet deliverables by end of financial year Red Major issues with project and may not meet deliverables by end of financial year White Project not started

QUARTER 2 DASHBOARD: JULY – SEPTEMBER 2020

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TUPU WHENUA

'Manaaki whenua, manaaki tangata, haere whakamua' - through better understanding, skills, relationships and use of our land assets our marae and organisation can better support employment, enterprise and housing needs of tribal members.

Waikato Tainui will invest $10million in land development for the following purposes - growing food, solar farming, and the building of affordable homes.

OUR CONTEXT

Collectively Waikato- The Waikato region and Lands in the Waikato Maaori homeownership, The Waikato region is the Tainui are one of the biggest land holders in the Hamilton in particular is region are diverse and rich enterprise and income fourth biggest in New growing in economic in natural resources and rates continue to lag Zealand Waikato region yet the potential of many of these significance and is a key feature prime agricultural behind average New land holdings is gateway to Auckland lands. Zealanders unrealised. OUR GOALS • 68 Waikato marae have plans for the utilisation of their marae land holdings • 10 marae land proposals progressed to feasibility study • 50-100 employment opportunities created • 50-100 whaanau progressing through tribal housing programme • All tribal land assets identified and suite of supports for land utilisation developed LINKS TO GOVERNMENT PRIORITIES

• Supporting Maaori and Pasifika aspirations • Building a productive nation • Transforming the economy

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AMOHIA AKE IWI RESILIENCE PLAN

Tupu Whenua

KEY FOCUS FY21 TARGETS STATUS COMMENTS

Marae Land Holdings

Marae aspirations for land are identified Develop plans for all (68) Marae Discussions underway with 15 x marae. Target to be refined. Identification of all existing or planned land projects 2

Assessment of property management portfolios 10 Proposals progressed to feasibility study. Workstream now being led by Te Paa Whakawairua. (Including Marae facilities). 2 Employment & Housing

50-100 training/ employment opportunities Tribal census to understanding of tribal aspirations & captured. 1 context. 50-100 whaanau progressing through WT housing programme. Workstream is being led by the Housing Team. Opportunities identified & align land utilisation. Land assets for housing have been identified 1 Knowledge & Support

New Property management system Data strategy for increased visibility of lands established & integrated with Salesforce 1 Suite of supports established for whaanau/ Partnerships to help identify & capture opportunities Marae 1

Green On track to meet deliverables by end of financial year. Yellow Issues with projects but still able to meet deliverables by end of financial year

Red Major issues with project and may not meet deliverables by end of financial year White Project not started

QUARTER 2 DASHBOARD: JULY – SEPTEMBER 2020

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KOIORA HEALTH

Through the design and establishment of an iwi and whaanau centric governance and leadership model in health we want to drive improved wellbeing outcomes for whaanau. How we collaborate with key partners is essential and as part of the broader strategy supporting marae to be Koiora hubs for their communities will help improve reach and community leadership in health.

OUR CONTEXT COVID-19 offered the Maaori needs are not The WAI Health 2575 opportunity to showcase Data on Maaori health and Maaori life expectancy being met by the New Report highlights the how iwi, Maaori service in particular tribal continues fall well below Zealand health system systemic challenges providers and DHBs could members would better that of the average New and Maaori are facing our current health work better together for enable iwi to take a Zealander underrepresented in the system improved outcomes for leadership role health profession Maaori OUR GOALS • 15-20 employment opportunities created within the health sector • 20-50 workforce development opportunities linked to Maaori Authority • 10-15 training/employment opportunities linked to Hauora providers (Waikato and Counties Manukau DHB)

LINKS TO GOVERNMENT PRIORITIES • Supporting Maaori and Pasifika aspirations • Improving child wellbeing • Taking mental health seriously • Building a productive nation

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AMOHIA AKE IWI RESILIENCE PLAN

Koiora Health

KEY FOCUS FY21 TARGETS STATUS COMMENTS

Whaanau

Clear outcomes & indicators identified to measure success Taniwha Ora completed 1

Due to second wave of Covid-19, scoping of wellbeing outcomes Collaborate with partners for Well-being outcomes including 15-20 employment opportunities created including workforce development put on hold with Auckland and Waikato workforce development DHB’s. 2

Iwi providers supported 5-10 Iwi Providers supported 1 Iwi

Research governance & leadership models

Develop a Koiora health accord Iwi governance & leadership developed

Align Koiora with Treaty Health Claim 1 Marae

Research health models Develop Koiora operational model 1 Develop Koiora model

Strategies deferred until Koiora model finalised and presented to Tribal Kaumaatua & Rangatahi strategies ratified Develop strategies for specific demographics parliament. 2

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161 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Update on Covid-19 Recovery

HOPUHOPU INNOVATION HUB With the expansion of the Auckland to Hamilton corridor, Hopuhopu is ideally located to develop a new centre of innovation for the Waikato region. The Hopuhopu Innovation hub redevelopment plan includes community housing, a state of the art sports, recreation and events centre development, expansion of the existing nursery enterprise and the development of a hub for tribal and community businesses and activities including archives and heritage. OUR CONTEXT

Currently it houses the Investment in essential Current zoning makes the Hopuhopu is strategically The Hopuhopu Tribal Endowment College, infrastructure has been site ideal for social placed - adjacent to the redevelopment involves a small scale nursery, completed in recent years housing, expansion of North Island main trunk 170 hectares of land sporting grounds and 50 including potable water, business and tribal line, the Hamilton to owned by Waikato-Tainui former military houses stormwater, wastewater, activities, sports and Auckland corridor and the which are in need of electrical reticulation, and recreation, events and Waikato River repair/replacement. a fibre network. food production. OUR GOALS • 100 new homes built (social, private and tribal housing) over the next 2-5years • 100-150 employment opportunities in housing/construction created • 30-50 new employment opportunities created in sports and recreation • Training hub for rangatahi in horticulture developed • 20-25 employment opportunities linked to nursery expansion. LINKS TO GOVERNMENT PRIORITIES

• Supporting Maaori and Pasifika aspirations • Building a productive nation • Transforming the economy

162 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Update on Covid-19 Recovery

AMOHIA AKE IWI RESILIENCE PLAN

Hopuhopu Innovation Hub

KEY FOCUS FY21 TARGETS STATUS COMMENTS

Housing

Upgrade of existing site infrastructure 100 new homes built 1

Strategy to support tribal members along the housing continuum 100-150 employment opportunities 1 Community Facilities 20-25 employment opportunities Exploration of partnership opportunities for building of purpose 2 Employment opportunities identified but dependant on external funding. built sports and recreation facility Tribal and Regional SMEs supported 1 Nursery

Training hub for rangatahi established 20-25 employment opportunities 1 Nursery upgrade (propagation facility)

Tribal & Regional SMEs supported Partnerships explored for training, development & enterprise 1 Whare Taonga Identify operational requirements Exploration and feasibility research for Whare Taonga to support 1 gathering of maatauranga and safe recording and storage of taonga Complete a draft and concept design 1 Iwi Admin & Commercial Hub

Review existing needs and requirements Develop investments strategy 1

Look at further enterprise/ partnering opportunities 100- 150 Employment opportunities 1

163 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Update on Covid-19 Recovery TE PAA WHAKAWAIRUA Our Whakatupuranga 2050 vision is that our 68 marae are self- sufficient in all ways. Our focus is to support marae to identify their aspirations and provide resources which will allow them to map their own pathways forward to achieve their vision for mana motuhake. This must be led and directed by marae, and where required supported by Waikato-Tainui and external partners. Te Paa Whakawairua is our approach to this (previously Oranga Marae) and has been adopted to reflect our Waikato-Tainui centric approach and model. OUR CONTEXT

Examples of marae Supporting marae Marae can and are vibrant Empowering marae providing essential There are 68 Marae that connectedness and hubs which serve to communities to determine, services and supports in affiliate to Te access to broader support the wellbeing of design and drive their way times of crisis are well- Whakakitenga o Waikato supports will help support their wider communities forward is a key aspiration known throughout New their success of Waikato-Tainui Zealand OUR GOALS • 15 marae have completed strategic plans • All marae supported with Health and Safety guidelines (COVID-19) • 5 marae restoration projects are supported • Key suite of resources/initiatives developed to support capability and capacity building • Stocktake completed of key cultural talent/bastions LINKS TO GOVERNMENT PRIORITIES

• Supporting Maaori and Pasifika aspirations • Building a productive nation • Transforming the economy

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AMOHIA AKE IWI RESILIENCE PLAN

Te Paa Whakawairua

KEY FOCUS FY21 TARGETS STATUS COMMENTS Taangaengae Robust system in place for data 1 Data & Research inform strategic direction collection

Develop systems to manage data 1 Pathways created to ensure whaanau and Marae are well informed and engaged Develop communications strategy 1 Pito Whenua Conceptual framework for Marae 2 Testing of framework to be done by Q3. Strategic planning for Marae including: Vison setting, Scoping exercises to strategic planning tested identify current status (15) Marae have begun an overarching 1 strategic plan Pito Tuauri Identify key cultural bastions (Current Establish reinforce, foster and progress customary practices and retain our and upcoming) 1 repository of knowledge 1 Oranga Marae Pito Mata

Support the strengthening of Marae as caring, nourishing safe and respectful Support plans with health and safety 1 environments guidelines post COVID-19

Build strong networks and supports for Marae Support (5) Marae restoration projects 1 Pito Whakatupu

Opportunities for Marae to build collective impact for their communities Create templates for Marae collective 1 identified impact & planning approaches

Partnerships identified for Research informs marae collective impact approaches (Q4) 1 collaboration

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NIHO TANIWHA

The niho or teeth of our taniwha are those key enablers that help to amplify wellbeing outcomes for whaanau, marae and communities.

Tribal Talent Relationships Training, Employment Influence, advocacy • Capturing/creating employment opportunities • Leveraging our accords and existing relationships • Supporting tribal members to re-skill • Identifying partnership opportunities • Leveraging partnerships for employment creation • Advocating for increased support

Business & Social procurement Fundraising & Partnerships

• Strategy supporting whaanau & marae enterprise • Identifying funding sources • Promote business & investment models fit for whaanau & • Strategic approach to funding applications marae • Coordinating organisational approach • Leverage partnerships

Strategy Data Information Cohesive, deliberate • Building a high quality data system • Capturing data to inform our decision-making • Building greater cohesion and collaboration • Building capability to manage and use data well • Identifying synergies and areas for improved outcomes

Fundamental supports Core functions and back-end operations • Ensuring effective, efficient, coordinated and timely support

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AMOHIA AKE IWI RESILIENCE PLAN Niho Projects Strategic Supports

The niho or teeth of our taniwha are those key enablers that help to amplify wellbeing outcomes for whaanau, marae and communities.

QUARTER TWO UPDATES  Strategy  Relationships & Resourcing  Business & Social Procurement  Data  Tribal Talent

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AMOHIA AKE IWI RESILIENCE PLAN

Niho Strategic Supports

Strategy KEY FOCUS FY21 TARGETS STATUS COMMENTS

Promote the engagement and advocacy for Waikato-Tainui interests and lobby for change

Ongoing advocacy and lobby for change

Lead strategic engagement with public sector (local and central government), private sector (industry, infrastructure, research & development), Maaori and iwi (river iwi, iwi leaders, tribal members, marae, TWOW, TAT, TGH, WTCRD)

Define and develop efficiency standards for Waikato-Tainui to measure high performing organisation and identify where improvements can be made - iwi resilience plan There are clear measures in place through the service delivery model review that enable Waikato-Tainui to measure organisational efficiency

Complete review of service delivery, systems, and processes - iwi resilience plan 1 1

Green On track to meet deliverables by end of financial year.

Yellow Issues with projects but still able to meet deliverables by end of financial year

Red Major issues with project and may not meet deliverables by end of financial year

White Project not started

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AMOHIA AKE IWI RESILIENCE PLAN

Niho Strategic Supports

Relationships & Resources KEY FOCUS FY21 TARGETS STATUS COMMENTS

Capture commercial, social enterprises, and industry activities in a roadmap of H2A corridor 1

Keep abreast of regional and national opportunities including potential partnerships or funding available to support organisation, marae, and/or tribal members to achieve social and commercial enterprise opportunities

Support marae with investment and enterprise opportunities in line with our strategic investments. 1

Securing funding through industry, government and philanthropic Identify private and public sector partnerships to support investments partners to assist tribal members with their pathways 1

Advocate for external funding opportunities that leverage strategic Investment opportunities listing investments 1

Green On track to meet deliverables by end of financial year.

Yellow Issues with projects but still able to meet deliverables by end of financial year

Red Major issues with project and may not meet deliverables by end of financial year

White Project not started

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AMOHIA AKE IWI RESILIENCE PLAN

Niho Strategic Supports

Business & Social Procurement KEY FOCUS FY21 TARGETS STATUS COMMENTS

Develop report card (including KPI's) for progress with this initiative, including return on investment calculation for commercial and social Deliver Puna Whakatupu Strategy 1 returns

Implement Business Investment Fund Pilot Develop report card (Incuding KPI's) for progress with this initiative, Pilot Delivery of Business Investment Fund 1 including return on investment calculation for commercial and social returns

Procurement strategy development and implementation (internal & industry, include H2A market opportunities, (growth sectors- marae Develop and Implement Procurement Strategy 1 economies)

Collect and ensure accuracy of data relating to business within tribal Tribal members in business have a pakihi profile in 1 member profiles in Salesforce Salesforce

QUARTER 2 DASHBOARD: JULY – SEPTEMBER 2020

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AMOHIA AKE IWI RESILIENCE PLAN

Niho Strategic Supports :

Tribal Talent KEY FOCUS FY21 TARGETS STATUS COMMENTS

Te Maataawai- Source & Talent and Opportunities: Creating the "individual career and education pathway" data pipeline. Te Rau Mahi (tradie database/iwi connect tool) alignment to Salesforce – need to manage the Working with Data team to streamline data Databases of our pool of talent consolidated and fit way we record individual career and education pathways data to our wider tribal 2 sources between Salesforce and Te Rau Mahi. for purpose. member database. Need one portal for tribal members to log in and map their Ongoing work in the data space. pathways - Creation and ongoing of Te Maataapuna Puumanawa - our pool of talent.

Te Taatari- Filtration & Skills Gaps: Work across our talent pool tribal job seekers to identify training and education Tribal members supported into training, work Working with Taniwha leads to identify needs and needs and connect to opportunities i.e. Education and training across the sector, readiness, internships and education opportunities 2 priorities. Trade Training , work readiness to align to their individual education and career that align to pathways plans pathways.

Te Maataapuna Puumanawa - Talent and Capability Tool & Hononga: Connection and ongoing support of tribal Working with Taniwha Leads to determine the Fit for purpose pool of talent to connect our people to the opportunities . Source jobseekers into career opportunities utilising our 2 exact talent needs. Talent Pool started for Ruakura talent for projects. Work with the Taniwha project leads and TGH project leads to pool of talent. Rd West project and Manu Koorero project. understand the needs and locate the talent

Te Toomititanga Ongoing evaluation of data, processes, needs and effectiveness: Consistently monitoring the database for currency and relevance. Review of quality partnerships framework, review Monitor our processes - quality of engagement with our relationships. of Te Maataapuna Puumanawa and Measurement of success i.e. narratives are shared, and outcomes are reported measurements of impact completed. Data both 1 on i.e. quarterly reports. qualitative and quantitative ready for reporting and Monitor effectivity of our frameworks and matrices as we action them. to determine next steps. Focussed on future development of Talent and Capability against Whakatupuranga 2050

QUARTER 2 DASHBOARD: JULY – SEPTEMBER 2020

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Appendix 3 Infometrics Economic updates

Report to Strategic Planning & Policy Committee – 1 DECEMBER 2020 UPDATE TO COVID-19 RECOVERY Page 13 of 13 10519475

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Economic Impacts of the COVID-19 pandemic on the Waipā District – Early Estimates for Waipā District Council

April 2020

173 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Update on Covid-19 Recovery

Authorship

This report has been prepared by Brad Olsen, with the assistance of Andrew Whiteford, Alistair Schorn, Rob Heyes, David Friggens, Gareth Kiernan, and Dr Adolf Stroombergen.

Email:

[email protected]

All work and services rendered are at the request of, and for the purposes of the client only. Neither Infometrics nor any of its employees accepts any responsibility on any grounds whatsoever, including negligence, to any other person or organisation. While every effort is made by Infometrics to ensure that the information, opinions, and forecasts are accurate and reliable, Infometrics shall not be liable for any adverse consequences of the client’s decisions made in reliance of any report provided by Infometrics, nor shall Infometrics be held to have given or implied any warranty as to whether any report provided by Infometrics will assist in the performance of the client’s functions.

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3 Economic impact of COVID-19 on Waipā District – April 2020 Table of contents

Executive Summary ...... 4

Introduction ...... 6 The greatest economic shock in living memory ...... 6 Key assumptions ...... 6 The Level 4 lockdown has hit Waipā’s economy hard ...... 8 Consumer spending has fallen off a cliff ...... 8 Traffic flows have dwindled ...... 9 75% of the workforce will be working at Level 3 ...... 10 Waipā will take a smaller hit than other districts ...... 11 Primary exports are holding up ...... 11 Food production will continue ...... 11 Waipā is not highly exposed to international tourism ...... 11 Waipā’s economy will contract by 4.8% ...... 11 Hospitality and retail will take the biggest hit ...... 12 Employment will shrink by 2,000 jobs ...... 13 Both low and highly skilled jobs will be hit ...... 14 But some jobseekers can move between industries ...... 16 Māori households will also be hard hit ...... 16 Job losses will push unemployment to 6.9% ...... 18 And will result in lost earnings of $105m ...... 18 Construction levels expected to decline ...... 19 Some thoughts on recovery ...... 20 Local coordination and action important ...... 20 Lifestyle and affordability provide an attractive package ...... 20 Skills development and retention will be key ...... 20 Infrastructure development is an opportunity ...... 21 Local government will play a critical role in any recovery ...... 21 Appendix I. Forecast Assumptions ...... 23 Appendix II. Broad approach to modelling the impact of COVID-19 on the Waipā economy ...... 28

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4 Economic impact of COVID-19 on Waipā District – April 2020

Executive Summary

This report provides an overview of the anticipated economic impacts of the COVID-19 pandemic on the Waipā District.

COVID-19 presents the greatest economic shock in living memory. This contraction is set to be significantly larger than anything seen in New Zealand since the Great Depression.

All regions and districts will be hard hit by the pandemic. By comparison to other territorial authorities in New Zealand, Waipā will take a smaller hit. Reasons for this include:

• Waipā’s primary sector focus is expected to prop up the economy, with primary exports holding up better than most other exports

• Food consumption will continue through the recession and Waipā has a sizeable food manufacturing sector

The Level 4 lockdown has brought much of the Waipā economy to a standstill. Consumer spending is substantially lower than at the same time last year, although locals are still spending on foodstuffs. Heavy traffic flows indicate freight movements have also reduced in Waipā but remain more resilience than nationwide freight traffic.

About 52% of the Waipā workforce were able to work during Level 4 (in line with the national average of 53%). Under Level 3, we expect 75% of the workforce will be operational (again, in line with the national average of 74%).

Waipā’s GDP is forecast to contract by 4.8% over the year to March 2021, compared with an 8.0% contraction in the national economy. The sectors with the biggest declines in GDP will be retail and wholesale trade, transport, postal and warehousing, and construction, alongside tourist-related operations in the arts and recreation, and accommodation and food services, industries.

Table 1: Key indicators

Indicator Waipā District New Zealand

Change in consumer spending (week ending 12 April 2020 -52.9% -56.0% compared to same period 2019) Change in heavy traffic (week ending 9 April 2020 compared to -49.3% -59.7% 1 February 2020) % working at Level 4 51.5% 52.8% % working at Level 3 74.6% 74.2%

GDP % change, year to March 2021 -4.8% -8.0%

Job losses, year to March 2021 1,992 250,522 Employment % change, year to March 2021 -8.1% -9.8% Unemployment rate, March 2021 6.9% 9.0%

Loss in total earnings, year to March 2021 ($m) -$105 -$13,865 Residential construction % change, year to March 2021 -24.2% -18.8% Non-residential construction % change, year to March 2021 -5.2% -18.3%

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5 Economic impact of COVID-19 on Waipā District – April 2020

We expect more than 2,000 jobs to be lost in Waipā by March 2021. Job losses will push the unemployment rate to 6.9% from its current rate of 2.5% but will remain below the national average.

Both high and low skilled workers will experience job losses, with nearly 500 highly skilled workers losing employment.

Some occupations require relatively generic skills, which can allow workers in these occupations to move between industries. Once the recovery begins, there may be opportunities for these workers to be redeployed.

Māori in tourism-related industries, like accommodation and food services, are expected to see the largest number of jobs losses across Waipā’s Māori workforce.

Around $105m in earnings is expected to be lost due to job losses in Waipā over the year to March 2021.

Construction efforts are also likely to soften as house price declines limited net migration, and lower business activity reduce the drivers of construction.

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6 Economic impact of COVID-19 on Waipā District – April 2020

Introduction

This report provides an overview of the anticipated economic impacts of the COVID-19 pandemic for the Waipā District.

It includes an assessment of the headline impacts of the COVID-19 lockdown as of April 2020, forecast changes to economic activity, employment, and other key indicators over the year to March 2021, information on potential mobility of labour between different industries, and the outlook for construction activity in the district.

The forecast analysis presented in this report draws on a suite of economic models maintained by Infometrics. Models are only as good as the assumptions we put into them and we have clearly outlined our key assumptions.

The report is intended to provide evidenced-based information and analysis to Waipā District Council and its key stakeholders, that can inform short-term responses to the pandemic and support long-term planning activities. This report is accompanied by a spreadsheet set which contains all the data used to prepare this report plus additional data, as well as a set of additional insights including Infometrics’ full national economic outlook and industry impacts.

The greatest economic shock in living memory

COVID-19 presents the greatest economic shock in living memory, and although the full extent of the shock is still to play out, it is clear is that the economy will be irrevocably changed by this pandemic. The speed with which the economic outlook changed during March far exceeded anything experienced during the Global Financial Crisis (GFC) of 2008/09.

Infometrics is currently forecasting a 13% contraction in economic activity in the New Zealand economy between the December 2019 and June 2020 quarters, with most of the decline occurring in the June quarter due to the Level 4 lockdown. This contraction is set to be at least four times larger than anything seen before, so there is understandably considerable scope for error in this estimate. Over a slightly longer time horizon, our forecast is for an 8% contraction in economic activity over the year to March 2021.

By March 2022, we expect quarterly GDP to be 6.6% below its December 2019 level. We estimate the unemployment rate will peak at 9.5% in the September 2021 quarter, and to remain above 8% until the December 2023 quarter. In addition, underemployment is set to rise, while some of the unemployed will drop out of the labour force or seek out education opportunities in order to reskill. These factors will contribute to a decline in the labour participation rate, which we predict could fall to its lowest level since 2001.

Key assumptions

We have made the following assumptions when modelling the effects of the COVID-19 pandemic, the economic downturn, and the government’s policy responses on the New Zealand economy.

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7 Economic impact of COVID-19 on Waipā District – April 2020

• Lockdown is 4½ weeks at Level 4 and 2 weeks at Level 3 - we have based our industry employment and output modelling on Level 4 being in place for 4½ weeks and Level 3 being in place for two weeks, with implicitly lower economic activity throughout the rest of the period.

• Economic activity is constrained across the entire economy - we estimate that approximately 65% of economic activity can take place under Level 4. This estimate includes people that can work from home and those people working in essential services. Under Level 3, our estimate of potential economic activity taking place rises to 82%.

• Global demand for food products will hold up but non-food exports will take a hit – people still need to eat during a recession, which will limit the reduction in our food exports. We have allowed for a 16% contraction in non-food manufacturing export volumes over the coming year, and a 9.5% reduction in international demand for unprocessed forestry exports such as logs.

• Foreign tourism tanks – we have estimated a 91% reduction in foreign tourist spending in New Zealand over the coming year, and a similarly sized reduction in New Zealand tourists spending money overseas.

• Domestic tourism spending will drop – despite more New Zealanders choosing to have domestic holidays rather than travel overseas, we estimate a 21% decline in domestic tourism spending from the previous year.

• International education revenue halves – we estimate the number of international students at schools this year to be 79% of normal levels and predict a 49% reduction in international education revenue during the year to March 2021.

• Domestic education demand will increase – we have allowed for a lift in total demand for tertiary training from domestic students over the coming year of 8.3%, similar to what we saw following the GFC.

• The housing market takes a hit – our assumptions include an 11% drop in average house prices between mid-2020 and the end of 2021.

• Construction is also hit hard – the housing market downturn will drag down the rate of residential construction by nearly 20%, while non- residential construction activity will decrease by a similar magnitude. In contrast, prospects for civil construction are positive outside Level 4 lockdown conditions.

• Government comes to the party –our modelling includes a $10b wage subsidy scheme and $2.5b through a one-off increase in social welfare benefits of $25 per week.

A full description of the Infometrics modelling assumptions is provided in Appendix I.

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8 Economic impact of COVID-19 on Waipā District – April 2020

The Level 4 lockdown has hit Waipā’s economy hard

Like the rest of New Zealand, much of Waipā’s economy has been closed by the Level 4 lockdown.

Consumer spending has fallen off a cliff

Consumer spending in Waipā increased in the lead up to the Level 4 lockdown on 25 March 2020, with Marketview data showing a 15% rise in spending on the Paymark for the week ending 22 March. During the week the lockdown began (the week ending 29 March), consumer spending in Waipā fell 11.5%.

Graph 1: Consumer spending, weekly total, $m

Total spending

$12 $10 $8 $6 $4 $2 $0 12-Jan 26-Jan 9-Feb 23-Feb 8-Mar 22-Mar 5-Apr

2019 2020

Spending levels have continued to decline during lockdown, with spending over the week ending 12 April falling 53% from the same week in 2019. Overall, spending over the 20 days between 23 March and 12 April was 37% lower than in 2019.

Graph 2: Consumer spending, weekly total, $m, by category

Clothing, Footwear & Department Food, liquor & pharmacies Stores $6.00 $0.25 $5.00 $0.20 $4.00 $0.15 $3.00 $0.10 $2.00 $0.05 $1.00 $0.00 $0.00 12-Jan 2-Feb 23-Feb 15-Mar 5-Apr 12-Jan 2-Feb 23-Feb 15-Mar 5-Apr

2019 2020 2019 2020

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9 Economic impact of COVID-19 on Waipā District – April 2020

Fuel & Automotive Home & Recreational Retailing

$2.50 $2.00

$2.00 $1.50 $1.50 $1.00 $1.00 $0.50 $0.50

$0.00 $0.00 12-Jan 2-Feb 23-Feb 15-Mar 5-Apr 12-Jan 2-Feb 23-Feb 15-Mar 5-Apr

2019 2020 2019 2020

Hospitality & Accommodation All other

$2.00 $1.20 $1.00 $1.50 $0.80 $1.00 $0.60 $0.40 $0.50 $0.20 $0.00 $0.00 12-Jan 2-Feb 23-Feb 15-Mar 5-Apr 12-Jan 2-Feb 23-Feb 15-Mar 5-Apr

2019 2020 2019 2020

With all but essential services closed, retail spending activity falls were broad-based. Fuel and automotive spending have fallen from around $2m per week to around $0.5m per week. Food, liquor, and pharmacy spending remains the only spending class to remain above 2019 levels, with around an 18%pa lift in weekly spending over the week to 12 April 2020.

Traffic flows have dwindled

According to data from NZTA, heavy traffic flows in Waipā peaked ahead of the Level 4 lockdown, then dropped sharply as non-essential businesses closed., and goods movements softened.

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10 Economic impact of COVID-19 on Waipā District – April 2020

Graph 3: Heavy traffic flows, Index, 1 Feb 2020 = 100

120

100

0 1-Feb 7-Feb 13-Feb 19-Feb 25-Feb 2-Mar 8-Mar 14-Mar 20-Mar 26-Mar 1-Apr 7-Apr 13-Apr

New Zealand Waipa District

Heavy traffic flows indicate the level of freight movements, and correlate with economic activity. Waipā’s heavy traffic flows, although lower, have continued to a greater degree than the New Zealand average, reflecting the area’s primary sector production which continued during Level 4.

75% of the workforce will be working at Level 3

We estimate that during the Level 4 lockdown, approximately 52% of the total Waipā workforce could operate, either by working from home, or being employed in essential services. In the national economy, around 53% could work.

At Level 3, we expect around 75% of the local workforce to be operational.

Graph 4: Workforce operating at Alert Level 3

Agriculture, forestry and fishing Retail and wholesale trade Construction Health care and social assistance Education and training Non-food manufacturing Professional, scientific and technical services Food processing and manufacturing Transport, postal and warehousing Accommodation and food services Rental, hiring and real estate services Public administration and safety Administrative and support services Financial and insurance Services Information media and telecommunications Arts and recreation services Other services Mining, electricity, gas, water and waste services

0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000

Total working at Level 3 Employment 2020

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11 Economic impact of COVID-19 on Waipā District – April 2020

Waipā will take a smaller hit than other districts

All districts and regions in New Zealand will be hard hit by the pandemic. The worst hit will be districts that are heavily exposed to international tourism including Queenstown, Mackenzie, Westland, and Kaikōura. By contrast, the least affected districts are those whose economies are dominated by the primary sector and with large food manufacturing sectors including South Waikato, Western Bay of Plenty, Manawatū, and Tararua Districts. Waipā District sits among this group.

A few factors will lessen the impact of the pandemic on Waipā’s economy:

Primary exports are holding up

Despite the widespread turmoil in international markets, New Zealand’s exports of food products are holding up and for some commodities even growing slightly. Agriculture, forestry, and fishing is Waipā’s largest industry, employing around 15% of the local workforce. Continued primary export activity is likely to support the District’s economic recovery.

Food production will continue

People still need to continue eating during a recession which means the food manufacturing sector will not be as hard hit as the rest of the economy. Around a third of Waipā’s manufacturing sector is concentrated on food manufacturing, which will support employment.

Waipā is not highly exposed to international tourism

Only 19% of tourist spending in Waipā over the year to January 2020 was from foreign tourists. We expect, once restrictions are relaxed and more usual economic activity resumes, that domestic tourism will bounce back to a degree even as international tourist will likely remain unavailable for some time.

Waipā has some exposure to international education, with around 1% of New Zealand’s international education students (the 13th largest group). This exposure will drag economic activity lower in the near-term.

Waipā’s economy will contract by 4.8%

Waipā’s GDP is forecast to contract by 4.8% over the year to March 2021, compared with 8.0% in the national economy. This contraction is considerably worse than the contraction experienced in 2009 during the Global Financial Crisis.

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12 Economic impact of COVID-19 on Waipā District – April 2020

Graph 5: GDP Growth, 2002-2021

12.0%

8.0%

4.0%

0.0%

-4.0%

-8.0%

-12.0% 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21

New Zealand Waipa District

Hospitality and retail will take the biggest hit

The largest declines in the District will take place in the retail and wholesale trade industry (-$24m), and transport, postal, and warehousing industry (-$19m).

These declines will to some extent be offset by growth in education and training ($4m), food processing ($3.5m) and agriculture, forestry, and fishing ($2.2m).

Graph 6: Change in GDP, $m, 2020-2021

-$24.10 Retail and wholesale trade -$19.23 Transport, postal and warehousing -$16.42 Construction -$12.16 Arts and recreation services -$11.84 Accommodation and food services -$11.37 Professional, scientific and technical services -$10.34 Non-food manufacturing -$4.08 Information media and telecommunications -$3.71 Other services -$2.48 Financial and insurance Services -$2.06 Administrative and support services -$1.38 Mining, electricity, gas, water and waste services $0.35 Rental, hiring and real estate services $0.37 Health care and social assistance $0.38 Public administration and safety $2.17 Agriculture, forestry and fishing $3.55 Food processing and manufacturing $4.02 Education and training

-$30 -$25 -$20 -$15 -$10 -$5 $0 $5 $10

Retail and wholesale trade have experienced a significant drop in demand under Level 4, and restrictions will remain in place under Level 3 as well. These effects are not being felt equally, with supermarkets enjoying periods of higher-than-usual demand. Other businesses that can sell online will be able to operate under Level 3, although we do not expect spending patterns during this period to be normal. The declines in tourism

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13 Economic impact of COVID-19 on Waipā District – April 2020

activity and other discretionary spending will also be felt disproportionately by retailers selling more luxury or higher-end products.

Transport, postal, and warehousing has been significantly affected by the pandemic. The largest effects are on air transport and scenic and sightseeing transport due to the downturn in tourism activity. As is the case for accommodation and food services, these effects will continue long after the lockdown ends. Other parts of the transport and logistics industry have been weakened by factors such as reduced commuter travel and cutbacks in distribution and freight requirements caused by the lockdown. Some of these effects will start to reverse out with a pick-up in online spending outside Level 4, but this positive influence on activity is likely to be outweighed by the reduction in overall spending caused by the weaker labour market and incomes.

Construction activity was close to peaking even before the COVID-19 pandemic occurred. Rising unemployment, falling house prices, slower population growth, and tighter bank lending conditions will all weigh on activity over the next 1-2 years across both the residential and non-residential subindustries nationally. Prospects for infrastructure look more promising given the government’s desire to use this channel to try and stimulate the economy’s recovery. We also note that strong growth in the population and building stock over recent years has increased the baseline level of maintenance work that needs to be done, mitigating the downturn for those parts of the industry that tend to be less cyclical.

Accommodation and food services will be arguably the most heavily affected part of the economy by the COVID-19 pandemic and its aftermath. The disappearance of international tourism and declines in domestic tourism and other discretionary spending are key factors in the industry’s contraction. Activity will continue to be severely constrained under COVID Alert Level 3, while domestic travel will also remain restricted under Alert Level 2.

Employment will shrink by 2,000 jobs

Employment in Waipā is expected to decline from around 24,500 in the year to March 2020 to approximately 22,500 in the same period to March 2021, a decline of 8.1%, or around 2,000 jobs. This compares to an economy-wide decline in employment of 9.8%.

Graph 7: Employment Growth, 2002-2021

10.0%

5.0%

0.0%

-5.0%

-10.0%

-15.0% 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21

New Zealand Waipa District

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14 Economic impact of COVID-19 on Waipā District – April 2020

The bulk of these job losses are forecast to be in the retail and wholesale trade industry (-403 jobs), accommodation and food services (-396 jobs), and construction industry (- 239 jobs).

Graph 8: Change in employment by broad industry, 2020-2021

-409 Retail and wholesale trade -398 Accommodation and food services -245 Construction -210 Transport, postal and warehousing -164 Arts and recreation services -134 Non-food manufacturing -127 Agriculture, forestry and fishing -124 Professional, scientific and technical services -87 Other services -52 Administrative and support services -30 Information media and telecommunications -24 Financial and insurance Services -19 Rental, hiring and real estate services -7 Mining, electricity, gas, water and waste services 1 Public administration and safety 5 Food processing and manufacturing 12 Health care and social assistance 20 Education and training

-450 -400 -350 -300 -250 -200 -150 -100 -50 0 50

There is likely to be a slight increase in education and training jobs, as higher unemployment increases demand for education to reskill people for the workforce.

Both low and highly skilled jobs will be hit

The highest number of job losses is projected to occur in low-skilled employment (-888 jobs) and highly skilled employment (-487).

Graph 9: Change in employment by skill level, 2020-2021

-487 Highly-skilled

-299 Skilled

-319 Semi-skilled

-888 Low-skilled

-1,000 -900 -800 -700 -600 -500 -400 -300 -200 -100 0

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15 Economic impact of COVID-19 on Waipā District – April 2020

This correlates with the expected declines by occupation, with high levels of job losses projected for low-skilled occupations such as sales assistants and salespersons, hospitality workers, and construction workers.

Graph 10: Change in employment by occupation, ANZSCO Level 2, 2020-2021

-173 Specialist Managers -155 Sales Assistants & Salespersons -125 Hospitality, Retail & Service Managers -110 Hospitality Workers -100 Road & Rail Drivers -85 Automotive & Engineering Trades Workers -80 Farmers & Farm Managers -79 Chief Execs, General Managers, Legislators -76 Construction Trades Workers -73 Food Trades Workers -69 Farm, Forestry & Garden Workers -68 Business, HR & Marketing Professionals -61 Other Labourers -53 Skilled Animal & Horticultural Workers -51 Sports & Personal Service Workers -50 Sales Representatives & Agents -49 Design, Engineering, Science Professionals -45 Office Managers & Program Administrators -44 General Clerical Workers -41 Cleaners & Laundry Workers -36 Food Preparation Assistants -33 Other Technicians & Trades Workers -31 Numerical Clerks -28 Sales Support Workers -27 Other Clerical & Administrative Workers -26 Inquiry Clerks & Receptionists -25 Engineering, ICT & Science Technicians -22 Arts & Media Professionals -21 Construction & Mining Labourers -21 Clerical & Office Support Workers -20 Mobile Plant Operators -20 Machine & Stationary Plant Operators -19 Storepersons -19 ICT Professionals -18 Factory Process Workers -15 Legal, Social & Welfare Professionals -15 Electrotech & Telecoms Trades Workers -14 Personal Assistants & Secretaries -10 Health Professionals -7 Protective Service Workers 0 Health & Welfare Support Workers 5 Carers & Aides 15 Education Professionals

-200 -150 -100 -50 0 50

Equally, job losses are expected in highly skilled occupations such as specialist managers and hospitality, retail and service managers.

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16 Economic impact of COVID-19 on Waipā District – April 2020

But some jobseekers can move between industries

Certain occupations such as clerical and administration workers, and labourers require relatively generic skills, which can allow workers in these occupations to move between industries. Opportunities for these workers may arise in some industries in the Waikato as the recovery begins.

Here, we analyse job losses in these occupation groups across the region’s industries to identify potential labour sources for employers who might have job vacancies. For example, clerical and administrative workers who have lost their jobs in the transport, postal and warehousing, or retail and wholesale trade industries, might find opportunities in food processing and manufacturing, health care and social assistance, or education and training where fewer job losses are expected.

Graph 11: Job losses in 'Clerical and administrative worker' occupations by broad industry, 2020-2021

Transport, postal and warehousing 40 Retail and wholesale trade 39 Rental, hiring and real estate services 3 Public administration and safety 1 Professional, scientific and technical services 24 Other services 10 Non-food manufacturing 14 Mining, electricity, gas, water and waste services 1 Information media and telecommunications 4 Health care and social assistance 1 Food processing and manufacturing 0 Financial and insurance Services 8 Education and training 4 Construction 21 Arts and recreation services 12 Agriculture, forestry and fishing 4 Administrative and support services 7 Accommodation and food services 16

0 5 10 15 20 25 30 35 40 45

In coming years, we will be able to identify opportunities for jobseeker mobility into industries that are starting to recover.

Māori households will also be hard hit

The principal impacts on Māori employment in Waipā are forecast to take place in the accommodation and food services (-26 jobs), retail and wholesale trade (-20) and transport, postal, and warehousing (-18) industries.

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Change in Māori employment by broad industry, 2020-2021

-26 Accommodation and food services -20 Retail and wholesale trade -18 Transport, postal and warehousing -15 Construction -9 Arts and recreation services -6 Non-food manufacturing -6 Agriculture, forestry and fishing -4 Professional, scientific and technical services -4 Other services -4 Administrative and support services -1 Rental, hiring and real estate services -1 Mining, electricity, gas, water and waste services -1 Information media and telecommunications -1 Financial and insurance Services 0 Public administration and safety 1 Health care and social assistance 1 Food processing and manufacturing 2 Education and training

-30 -25 -20 -15 -10 -5 0 5

The largest declines in employment by skill level for Waipā’s Māori population are forecast to occur in low-skilled (-56 jobs) and highly skilled (-24) roles.

Māori employment changes by skill level, 2020-2021

-24 Highly-skilled

-18 Skilled

-17 Semi-skilled

-56 Low-skilled

-60 -50 -40 -30 -20 -10 0

The general age and skills profile of New Zealand’s Māori and Pasifika populations correlates with high levels of both younger and lower-skilled employees. This suggests that employment declines may have a disproportionate impact in these communities.

Māori employment data is available only by ANZSCO Level 1 occupations. Based on this classification, the largest declines in Māori employment in the Waipā District are forecast to take place amongst managers (-25 jobs), technicians and trade workers (-19), and labourers (-15).

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Māori employment changes by occupation, ANZSCO Level 1, 2020-2021

-25 Managers

-19 Technicians and trades workers

-15 Labourers

-13 Sales workers

-12 Machinery operators and drivers

-12 Clerical and administrative workers

-11 Community, personal service workers

-7 Professionals

-30 -25 -20 -15 -10 -5 0

Job losses will push unemployment to 6.9%

Waipā’s overall unemployment level is forecast to rise from 2.5% over the March 2020 year, to 6.9% in March 2021. This compares to a forecast national unemployment rate by March 2021 of 9.0%.

Unemployment rate, annual average

10.0%

8.0%

6.0%

4.0%

2.0%

0.0% 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21

New Zealand Waipa District

And will result in lost earnings of $105m

Earnings across the Waipā economy are forecast to decline by $105m in the year to March 2021. The largest declines are expected to occur in the retail and wholesale trade (-$20m), construction (-$15m), transport, postal and warehousing ($-13m), and accommodation and food services (-$13m) industries.

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Earnings changes by broad industry, 2020-2021

-$20.51 Retail and wholesale trade -$14.92 Construction -$13.04 Transport, postal and warehousing -$12.64 Accommodation and food services -$10.08 Professional, scientific and technical services -$9.00 Non-food manufacturing -$7.80 Arts and recreation services -$6.19 Agriculture, forestry and fishing -$4.03 Other services -$2.53 Administrative and support services -$2.38 Financial and insurance Services -$2.24 Information media and telecommunications -$1.14 Rental, hiring and real estate services -$0.61 Mining, electricity, gas, water and waste services $0.09 Public administration and safety $0.38 Health care and social assistance $0.46 Education and training $1.13 Food processing and manufacturing

-$25 -$20 -$15 -$10 -$5 $0 $5

A small increase in earnings is forecast in the food processing and manufacturing industry.

Construction levels expected to decline

According to the Infometrics Regional Construction Outlook, Waipā’s construction sector is set to slow as the impact of COVID-19 hits employment, net migration slows, and the drivers of building soften. Non-residential activity is expected to fall away quickly as investment appetite reduces, but dwelling construction will also be softer.

Construction work put in place, real $m (2009/10 prices), annual totals

$300

$250

$200

$150

$100

$50

$0 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

Non-residential Residential Total

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20 Economic impact of COVID-19 on Waipā District – April 2020

Some thoughts on recovery

Although the economic effects of COVID-19 will reverberate around the economy for years, our estimates point towards Waipā District weathering the economic storm better than many areas. Economic outcomes are likely to remain soft for the next few years, but after this, Waipā is positioned well to accelerate local activity levels.

In this section we briefly outline some of the measures or ideas that local and regional leaders might consider moving forward:

Local coordination and action important

During times of economic upheaval, business stress and a focus on survival can hamper the ability for businesses to undertake wider actions to support their ability to operate in a changed market environment. This change in focus is understandable given the need to protect jobs, but also provides a need for local leadership and coordination to provide support to businesses through trying circumstances.

Local leaders should look to enhance or establish an organisation or group to provide clear advice to businesses over business operations and restrictions, health and safety advice, and connections to financial, human resources, and related expertise and support, among other elements.

The compilation or creation of a public business register or marketplace, to provide greater exposure of local businesses to other businesses and consumers, could also enhance a ‘buy local’ campaign by identifying the local businesses and their goods and services on offer.

Lifestyle and affordability provide an attractive package

As New Zealand starts to move from response to recovery, there is the potential for increased levels of domestic migration. We anticipate that increased unemployment and high costs of living in urban centres might provide a competitive edge for regions offering lower property prices and high-quality lifestyle attractions. This trend is likely to be reinforced by an increased capacity for working remotely, as the pandemic has forced many organisations to improve their systems and practices in this area.

Waipā’s central position in the Waikato region, with close links with Hamilton and increasingly direct connections to Auckland are likely to assist with the district’s ability to attract talent once the recovery begins.

Skills development and retention will be key

Increased unemployment will lead to increased interest in tertiary and vocational education. Constrained economic conditions will present fewer opportunities for school leavers and recent graduates to enter the workforce, while recently unemployed workers will explore options for retraining and up-skilling. Under these conditions, the government’s Reform of Vocational Education (RoVE) process will assume even greater importance than was the case before the recession.

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21 Economic impact of COVID-19 on Waipā District – April 2020

While much of the detail around the RoVE process is yet to be finalised, local government support for the process will be critical in promoting economic recovery and enhancing future resilience in the local workforce.

Councils and key regional stakeholders will need to play a leading role in implementing the RoVE outcomes. In particular, they will need to be centrally involved in the establishment and operation of structures such as the Regional Skills Leadership Groups (RSLGs), that will be a critical outcome of the RoVE process.

Links with industry leaders will be critical to facilitate education and training that has people work-ready and able to move into employment with minimal disruption once the labour market starts to rise again.

Infrastructure development is an opportunity

Central government has prioritised the identification of ‘shovel ready’ infrastructure projects that can assist in economic recovery across the country. These projects are likely to be funded through a range of support mechanisms, including Crown Infrastructure Partners, New Zealand Upgrade Programme and possibly even a realignment of the Provincial Growth Fund in the future.

The coordinated response from councils in the Waikato region demonstrates a highly integrated pipeline of capital works proposed. Working across local councils also ensure a clear and cohesive focus of getting projects moving quickly and maintaining local contractors remain involved and ready to operate.

In addition to an immediate focus on these ‘shovel ready’ projects, we believe that regions have a window of opportunity to develop projects with somewhat longer implementation timeframes. If sufficiently ambitious, such projects can provide a step change in the economic development trajectory of regions. Projects that fall into this category might include enhanced water management, localised renewable energy generation and distribution, and transportation infrastructure such as inland ports or customs-controlled areas.

Local government will play a critical role in any recovery

Waipā District Council and other local and regional organisations will play a critical role in supporting local communities over the coming months and years. Some of the measures that the Council and its partners might consider include:

• Maintaining levels of operational expenditure and where possible accelerating already funded capital projects to continue spending in the local economy

• Working to enhance local economic activity and supply chains, potentially through implementing preferential procurement policies to support local businesses rather than those located outside the District (or even outside New Zealand)

• Increased or maintained investment in community development activities, particularly in vulnerable and highly impacted communities, with a focus also on volunteering opportunities to retain ‘soft skills’ for those who lose their jobs and are seeking employment

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22 Economic impact of COVID-19 on Waipā District – April 2020

• Highly localised destination marketing activities, aimed firstly within the District’s communities, and subsequently being extended to neighbouring communities and further afield in New Zealand

• The coordination and extension of business support services, particularly in partnership with economic development agencies, local chambers of commerce, industry bodies and organisations such as the Regional Business Partners Network or Business Mentors New Zealand

• Maintaining a balance between rates increases required to fund ongoing and future activities and increasing financial stress in the community. A lower, but sustained, track of rates rises provides greater certainty to the economy than a zero rates rise followed by a continued higher debt load or double-digit rates growth during the recovery phase.

• Leveraging off the existing local public asset base through prudent borrowing against assets or depletion of financial reserves in the short to medium term

• Support for local vocational and tertiary education providers to promote reskilling within local communities, alongside leadership and coordination of key business leaders to understand areas for additional employment through the recovery phase

• Support for and participation in bodies such as the Regional Skills Leadership Groups

• Developing a comprehensive pipeline of infrastructure projects beyond the most obvious ‘shovel-ready’ projects that might already be under consideration through various central government support measures. A 10-year plan of capital projects, with the ability to both scale up or down the size of the project, and bring forward or push back the start date of the project, will enable Council to be nimble and responsive

• The development of comprehensive local wellbeing-based economic development strategies, in line with government’s Living Standards Framework and other international best practice in the field of wellbeing economics

These and other activities, although unable to avert the inevitable unemployment increases and economic distress, can somewhat exacerbate the worst impacts of the recession, increase the resilience of the Waipā community, and support economic recovery in the longer term.

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23 Economic impact of COVID-19 on Waipā District – April 2020

Appendix I. Forecast Assumptions

We have made the following assumptions when modelling the effects of the COVID-19 pandemic, the economic downturn, and the government’s policy responses on the New Zealand economy.

Lockdown is 4½ weeks at Level 4 and 2 weeks at Level 3

Following the Prime Minister’s announcement on April 20 of the expected timeline for the COVID Alert Level 4 and Level 3 conditions, we have based our industry employment and output modelling on Level 4 being in place for 4½ weeks and Level 3 being in place for two weeks.

Across the entire economy, we estimate that approximately 65% of economic activity can take place under Level 4. This estimate includes people that can work from home and those people working in essential services. Under Level 3, our estimate of potential economic activity taking place rises to 82%. Obviously, the effects of Alert Levels 3 and 4 on specific industries vary significantly.

We have not made economy-wide adjustments for conditions in Alert Levels 1 or 2 because the constraints on activity are much less widespread. Instead, we have made specific targeted adjustments to industries associated with tourism (see below). These industries will be the most heavily and directly affected by COVID-19 over the medium term, almost irrespective of the alert levels implemented by the government at any particular point in time.

Sustained global demand for food, but non- food exports will be knocked hard

Forecasts of global economic growth for 2020 are being rapidly revised lower due to the COVID-19 pandemic, lockdown conditions, and negative effects on economic activity around much of the world. Between February and April, Consensus forecasts for global growth during 2020 have slumped from +2.3% to -2.5%. We expect further revisions in coming months will take this figure to -5.0% or below.

This downturn will have some effect on New Zealand’s agricultural export prices for products such as dairy, meat, and horticulture. However, the fact that people still need to eat during a recession will limit the pressure on our agricultural producers. Furthermore, the drop in the New Zealand dollar, from US67c at the start of the year to below US60c, has offset some of the decline in international prices.

The most pressure will come on non-food exports such as forestry and manufactured products. Putting aside the disruption to movements of goods that occurred early in the year with the shutdown of ports in China, weaker incomes and spending around the world will limit both business and consumer demand for manufactured products.

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24 Economic impact of COVID-19 on Waipā District – April 2020

During 2009, we saw a 5.9% decline in New Zealand’s non-food manufactured export volumes. With the current global downturn being significantly larger than the Global Financial Crisis (GFC), we have allowed for a 16% contraction in volumes over the coming year. Alongside this drop, we have also assumed a 9.5% reduction in international demand for unprocessed forestry exports such as logs.

Foreign tourism tanks by 91%

We expect New Zealand’s borders to effectively remain closed for a year, with either complete closures or, at a minimum, a mandatory 14-day quarantine requirement for people arriving from overseas. However, we also recognise that there is scope for a trans-Tasman or wider Polynesian travel “bubble” to be introduced later in the year if COVID-19 infection conditions allow. We have assumed that this “bubble” could be implemented from December onwards, and could result in 50% of usual tourist travel on NZ-Australia and NZ-Pacific Island routes.

Travel up until November will be very limited – we have allowed for visitor numbers to be at just 0.8% of their usual levels. This figure allows for a small amount of non-holiday travel, and it is equivalent to total international arrival numbers (including returning New Zealanders) for the week to 14 April 2020. We have also maintained this assumption for countries outside Australia and the Pacific Islands beyond November 2020, on the basis that COVID-19 case numbers overseas will warrant ongoing strict controls. The allowance for small visitor flows in and out of New Zealand recognises there will be some people who are required to travel for work purposes.

Taken together, these assumptions result in an estimated 91% reduction in foreign demand for tourism over the coming year, and a similarly sized reduction in New Zealand demand for international tourism.

Domestic tourism spending drops by 21%

With New Zealanders effectively unable or unwilling to travel overseas during the coming year, at least some of the pool of $5.4b that was spent on international tourism during 2019 is likely to be spent on holidays within New Zealand instead.

Having looked at domestic and international tourism spending patterns, we estimate that total spending on a holiday in New Zealand is likely to be about 69% of what would be spent on an equivalent holiday overseas. Some of this gap arises because a domestic holiday will naturally involve less spending on airfares. Furthermore, people on holiday within their own country also tend to spend less, on average, on both accommodation and eating out.

Reallocating this proportion of overseas tourism spending by New Zealanders to domestic spending results in a total pool of about $21b of potential spending for the coming year. However, the economic downturn will have a negative effect on people’s willingness to spend on travel and holidays. For example, there was an 8.6% drop in annual spending on restaurants and hotels between March 2008 and December 2009 during the GFC.

Furthermore, there have been severe limitations on people’s ability to travel domestically during the 6½ weeks of Level 3 and Level 4 lockdown, and these restrictions will only be partially relaxed when we move to Alert Level 2. We note that The Treasury’s Scenario 1

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assumes we could remain in Alert Levels 1 and 2 for a total of 10 months, although the specific timings across each of these Alert Levels is not stated.

Taking all these considerations together, we estimate that spending on domestic holidays over the coming year could be constrained by 35%. After incorporating the increased pool of potential spending due to a lack of international travel, these constraints imply a 21% decline in domestic tourism spending from the previous year.

International education revenue halves

Data up to 2018 shows that, for international fee-paying students in New Zealand, 50% were enrolled at Single Data Return (SDR) providers such as universities and polytechnics, 31% were enrolled at non-SDR providers that largely cater to international students, and 20% were enrolled at primary and secondary schools. We have made differing assumptions about how each of these providers will be affected.

We have assumed that non-SDR providers will be knocked heavily, with the relatively short nature of many of their courses meaning they are not conducive to students being quarantined for two weeks on arrival in the country. We expect an 82% reduction in student numbers over the coming year, with virtually all the surviving revenue arising from students who were already in the country before border restrictions were implemented. This assumption is based on media reports suggesting about 3,000 of the 17,000 students that would normally be trained at English language schools during the year were already here and being taught when the border closures occurred.

In early April, Universities New Zealand’s chief executive Chris Whelan stated that universities are facing a 25-33% reduction in international student numbers this year. In our view, this expected decline might prove to be too small, particularly given that there must be serious doubts about the mid-year intake of students that would normally occur in July. We have opted for a bigger reduction in international student revenue across all SDR providers, with universities retaining 62% of their international student revenue this year – mostly thanks to students who were already in the country in January and February. Our figure has also been informed by Immigration NZ’s visa approval data for March, which showed a 43% reduction in student visa approvals compared with March 2019.

International education at a primary and secondary level will be less affected by the pandemic and border closures, given that the school year started in early February before most of the effects of COVID-19 appeared in New Zealand. We are aware that some students will have chosen to return home, and that students that might have come later in the year will now not do so. We have allowed for the number of international students at schools this year to be 79% of normal levels.

Taken together, these figures imply a 49% reduction in international education revenue during 2020, which we have included in our modelling.

Domestic education picks up some of the slack

During periods of labour market weakness, there is an increased propensity of people to leave, or stay out of, the workforce and undertake study instead. For example, between 2008 and 2010, the number of domestic equivalent full-time tertiary students (EFTS) increased from 235,100 to 254,500, a rise of 8.3%. This lift contrasts with the periods of

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labour market strength between 2004 and 2008, and again between 2012 and 2018, when domestic EFTS numbers fell by 3.3% and 10.4% respectively.

Demographic factors, such as the number of school leavers, can also play a role in determining overall student numbers. Between 2008 and 2010, over half the increase in student numbers could be attributed to a lift in the number of students completing secondary school compared with three years prior. In contrast, since about 2012, the number of Year 13 students has been relatively stable, meaning that any changes in total tertiary student numbers now are more a reflection of economic conditions or other factors influencing training choices, such as the government’s tertiary fees-free scheme.

Bearing these factors in mind, we have allowed for a similar lift in total demand for tertiary training over the coming year as we saw following the GFC. However, the change in demographic trends compared with a decade ago means that the implied increase in underlying demand for training will be greater than in the wake of the GFC.

House prices and construction activity take a hit

The substantial rise in unemployment associated with many of the outcomes summarised above will have a significant negative effect on the housing market. Furthermore, border closures for the next year mean that net migration will be close to zero, and population growth is set to drop to a 30-year low of 0.5%pa. These results will limit the number of potential buyers in the housing market as well as considerably reducing underlying demand for new housing.

Our assumptions include an 11% drop in average house prices between mid-2020 and the end of 2021. We note that house price falls in the short-term will be restrained by the mortgage holiday scheme that the government has negotiated with retail banks. Nevertheless, this housing market downturn will drag down the rate of new residential construction, particularly given that banks are likely to be very reluctant to finance property development over the next year. Nationally, we estimate the value of residential building work put in place to decline by 19% over the year to March 2021.

Non-residential construction activity will also come under downward pressure given declines in key drivers for space such as employment, household spending, and tourism activity. We estimate the value of non-residential work put in place to decline by 18% over the year to March 2021

In contrast, prospects for civil construction are positive outside Level 4 lockdown conditions. Nevertheless, we are cautious about the potential for an immediate lift in activity caused by government stimulus and increased spending. Although there is likely to be faster growth in infrastructure activity over the medium term, we anticipate that planning, design, and consenting requirements will prevent more rapid growth in work until 2022.

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Government stimulus includes $10b wage subsidy and benefit increases

We have made allowances for two major government initiatives in our modelling. The first of these initiatives is the wage subsidy scheme, which represents a cash injection of approximately $10b to businesses to help meet their labour costs. The total fiscal cost of this scheme has risen over time, although the rate of increase appears to have slowed over the last week or so.

We note that there could be scope for the scheme to be extended beyond 12 weeks for selected businesses that continue to be negatively affected under Alert Level 2, although the government has not made any strong signals about an extension at this stage. Indeed, an extension of the scheme might not be sufficient to secure the ongoing viability of many businesses that are dependent on tourism activity anyway.

The second initiative we have included in our modelling is the one-off increase in social welfare benefits of $25 per week. This change represents a boost to aggregate household incomes of around $2.5b. In tandem with the wage subsidy scheme, this additional money from the government will mitigate the negative effects of falling employment on overall household incomes. In doing so, the policies will also limit the decline in household consumption spending that results from the economy’s downturn.

There is obviously significant potential for additional government stimulus to be introduced in coming weeks and months. Further fiscal initiatives are likely as the public health response to the COVID-19 pandemic becomes less critical and more of the policy focus turns to measures that could help drive the economic recovery. The government’s 2020 Budget is due to be announced on May 14, and this date will be a key one.

At this stage, we have not made any specific allowance for additional fiscal measures. In our view, it is likely that their effectiveness in accelerating economic growth is likely to be limited within the next 12 months. We expect the negative effects of the pandemic, the lockdown, and the failures of tourism and hospitality businesses will continue to ripple through the economy for some time. These effects will weigh heavily on business and consumer confidence, influencing spending and investment decisions, and reducing the immediate effectiveness of any government initiatives designed to try and boost economic growth.

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Appendix II. Broad approach to modelling the impact of COVID-19 on the Waipā economy

Infometrics has drawn on a range of econometric and statistical model to measure the potential impact of COVID-19 on regional economies.

Forecasting the macroeconomy

Infometrics maintains a macroeconomic forecasting framework that underpins our five- year forecasts of activity across the national economy. Our framework accounts for the relationships between different sectors of the economy and their responsiveness to one another. These include the labour market, households, businesses, government, the international trade sector, and financial markets.

In times of economic upheaval, we refine the output from the framework based on expert input from our forecasting team, their knowledge of rapidly changing trends in the economy, and the insights we gain from our interactions with central government, Councils, Economic Development Agencies and private sector clients.

Overseeing the forecasting process and framework is Gareth Kiernan, who has been forecasting the New Zealand economy for more than 20 years. The framework provides quarterly forecasts of GDP, employment, unemployment, and a range of other macroeconomic indicators up to 2025.

Measuring impacts on individual industries

The pandemic will affect industries differently. To measure this, we have used Infometrics’ general equilibrium (GE) model, which is designed to measure the impact of economic shocks on individual industries. We introduce shocks to the model, including a sharp decline in foreign tourism, declines in international education and non-food commodity exports, and a fall in productivity across affected industries. We also temper these shocks through the introduction of support measures such as the wage subsidy and an increase in benefit payments.

The GE model estimates the combined impact of these factors on future economic output and employment across 54 industries. In this sense, the GE model breaks down the national macroeconomic forecasts of GDP and employment to industry level.

Infometrics’ GE model is maintained by one of New Zealand’s foremost econometricians, Dr Adolf Stroombergen.

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29 Economic impact of COVID-19 on Waipā District – April 2020

Measure the impact on regions and districts

Regions will also be impacted differently by COVID-19. Those with a large tourism industry, for example, will be hardest hit. To measure regional impacts, we draw on our Regional Forecasting Model (RFM), an econometric model that breaks down national industry forecasts to territorial authority level.

The RFM draws on historic trends, patterns and relationships, and projects these into the future. It creates multiple forecast models for every territorial authority and industry combination and using machine learning techniques, selects and applies the model which is historically determined to have best predictive ability. It then produces forecasts of GDP and employment across 54 industries for each territorial authority up to a predetermined point in the future, e.g. 2025 or 2030.

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Additional insights on the economic impacts of the COVID-19 pandemic

April 2020

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Authorship

This report has been prepared by Gareth Kiernan, with the assistance of Brad Olsen, Andrew Whiteford, and Dr Adolf Stroombergen.

Email:

[email protected]

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3 Additional insights on the economic impacts of the COVID-19 pandemic– April 2020 Table of contents

Overview ...... 4 Infometrics Economic Outlook: Biggest hit to economy since the Great Depression ...... 5 Avoiding a repeat of the Great Depression ...... 7 The details of our forecast outlook ...... 9 Unemployment to threaten double digits ...... 9 Household caution set to stay ...... 11 Cutting unnecessary business spending to preserve cashflow ...... 12 A hit to trade, both in and out ...... 13 Government to the rescue ...... 15 Evolving our forecasts as decisions play out ...... 17 COVID-19 effects by broad industry ...... 18 Accommodation and food services ...... 18 Retail and wholesale trade ...... 18 Transport, postal, and warehousing ...... 18 Arts and recreation services ...... 18 Construction ...... 19 Professional, scientific, and technical services ...... 19 Non-food manufacturing ...... 19 Administrative and support services ...... 19 Information media and telecommunications ...... 19 Financial and insurance services ...... 20

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Overview

This report sets out additional insights on the economic impacts of the COVID-19 pandemic. It details Infometrics’ latest economic forecasts and our key views around how the economy is likely to respond.

We also outline the expected effects on some of New Zealand’s key industries, providing more detailed insights on key drivers of activity across the economy.

This report is designed to supplement our regional economic impact reports.

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Infometrics Economic Outlook: Biggest hit to economy since the Great Depression

The latest Infometrics economic forecasts were published on Friday 17 April, reflecting data and insights up to 9 April 2020. Below is our Forecast Story, published on 17 April alongside the forecasts, which details the drivers of activity and our assessment of the economy.

COVID-19 presents the greatest economic shock in living memory, and although the full extent of the shock is still to play out, it is clear is that the economy will be irrevocably changed by this pandemic. These times are highly uncertain, as we communicated in Well, that escalated quickly! The speed with which the economic outlook changed during March far exceeded anything we experienced during the Global Financial Crisis (GFC) during 2008/09, which itself felt particularly fast-moving at the time.

We are rewriting our economic manuals due to the overwhelming combination of body blows to the economy. We are currently forecasting a 13% contraction in economic activity between the December 2019 and June 2020 quarters, with most of the decline occurring in the June quarter due to the current lockdown. This contraction is set to be at least four times larger than anything we’ve seen in living memory, so there is understandably considerable scope for error in this estimate.

Our expectations for the economy are considerably more pessimistic than many other forecasters, with the real divergence among forecasts arising not in the extent of the short-term hit to the economy but, instead, about how quickly the economy recovers again. By March 2022, we expect quarterly GDP to be still 6.6% below its December 2019 level. In comparison, the trading banks’ forecasts for March 2022 range from BNZ’s prediction of 7.0% smaller to Westpac’s rosy outlook of 3.2% bigger. Forecasts of the unemployment rate also capture this spread: we are picking a 9.4% unemployment rate in March 2022, compared with a range of 8.4% (BNZ) to 5.2% (Westpac) for the trading banks.

In short, we view the current repercussions for the economy to not only be significantly worse than others expect, but also to endure for longer as structural adjustments are forced on the economy. Our view is that the New Zealand economy is entering a U- shaped downturn (see Graph 1) rather than the more optimistic V-shaped recovery being picked by Westpac and, to a lesser extent, ANZ and ASB. Although the government has stepped in quickly to try and help businesses through the lockdown, the wage subsidy and other measures will not be enough to keep all businesses going. The tourism and hospitality sectors will be particularly heavily affected by extended border restrictions and will not recover to pre-pandemic levels within the foreseeable future. Many business failures are inevitable, and it will take time for the surplus labour and capital resulting from this downturn to be redeployed by other businesses.

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Graph 1

This recovery will take time GDP forecast comparison, annual running totals, 2009/10 $b 300 Apr 20 forecast

Jan 20 forecast 250

200

150 07 09 11 13 15 17 19 21 23 25

Our key assumptions around the economy’s outlook are as follows.

• We expect the Level 4 lockdown to be fully in place for only four weeks. However, significant restrictions (Level 3) are likely to remain across much of the country for another 3-4 weeks. Of course, there is considerable uncertainty about the scope and duration of extended or subsequent lockdowns, or post- lockdown restrictions.

• We expect some limitations on economic activity to remain in place over the following 6-9 months. At this stage, it is unclear exactly what or how stringent these restrictions might be. However, they are most likely to include borders that will be closed to non-New Zealanders for some time, easing back to a 14- day quarantine for foreign arrivals over time. While either of these measures are in place, they will prevent international tourist numbers from picking back up.

• We estimate that the economy is operating at about 65% of capacity during the Level 4 lockdown, based on our estimates that approximately 42% of output can continue to be generated by those people working from home and another 23% from essential services. Once the Level 4 lockdown has ended, our allowance for further significant restrictions is equivalent to Level 4 conditions remaining in place for a further fortnight.

• Further government support and stimulus for the economy will be forthcoming in coming months. Next month’s 2020 Budget is likely to contain the biggest initiatives. However, we would expect other significant announcements at December’s Half-Year Economic Update or the 2021 Budget, as the shape and magnitude of the required response from the government becomes clearer.

• The six-month mortgage holiday scheme arranged between the government and the trading banks will only delay an inevitable downturn in the housing market. We predict the number of forced sales will increase substantially once the scheme expires in September, particularly given our expectation that unemployment will continue rising until the second half of 2021. Downward pressure on property prices will be exacerbated by an overhang of newly constructed houses that were started prior to the pandemic, which developers will struggle to sell. We expect an 11% fall in house prices between June 2020 and December 2021.

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• Businesses that have survived through the lockdown and are not directly affected by the collapse in tourism will remain under pressure throughout the following 12-18 months. A tighter rein on both business and household budgets will have a negative effect on demand conditions for many firms. Although the number of business failures is likely to be at its highest within the next 3-6 months, we expect to see a continuing stream of above-average insolvency numbers throughout 2021 as well.

Given these assumptions, we forecast that GDP growth will remain patchy until the first half of 2022. By that stage, COVID-19 is likely to have been controlled by a vaccine and overseas economies will be on the long road to recovery. International tourism will start to reappear and demand conditions for other exports will also improve, particularly those exports that are reliant on markets other than China. Government stimulus, in terms of both cash for households and spending on infrastructure, will also support accelerating economic growth. Businesses will become more confident about their own revenue prospects, leading to increased investment and hiring. Signs of a tightening labour market will also improve consumers’ confidence and willingness to spend.

After an 8.0% contraction in the economy during the March 2021 year, we expect year- end growth to turn positive again by the end of 2021. There will be considerable underutilised resources in the economy that, in tandem with highly stimulatory fiscal policy, are likely to drive strong growth results in subsequent years. We forecast that GDP growth could get as high as 5.9%pa in 2023 (see Graph 2).

Graph 2

Eventually trying to make up for lost time GDP, year-ended % change 8% 6% 4% 2% 0% -2% -4% -6% -8% -10% 16 17 18 19 20 21 22 23 24 25

Over the three years to June 2025, we are predicting economic growth to average 4.8%pa. However, it is also worth noting that average growth between June 2019, before the pandemic, and June 2025 will only be 1.6%pa. Even with rapid growth in the later years of our forecast period, we still predict the economy will be 1.8% smaller in 2025 than we were anticipating before COVID-19 came along.

Avoiding a repeat of the Great Depression

The current shock to the economy looks likely to be of a similar magnitude to the one experienced in the early 1930s at the start of the Great Depression, when the economy shrank by an estimated 12% between March 1930 and March 1933. One of the other

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defining features of the Great Depression was the length of the downturn – it was not until 1936 that the New Zealand economy recovered to be larger than it was in 1930. However, we see several important reasons to be optimistic that the current downturn can be arrested and reversed more quickly than the one that occurred 90 years ago. These factors include:

• the government’s fiscal position

• a better understanding of the appropriate fiscal policy response to an economic downturn

• a broader and more generous welfare system

• the floating exchange rate

• the ability to independently set monetary policy

• New Zealand’s export linkages to China.

Firstly, the government has entered the COVID-19 pandemic in a vastly superior financial position than its 1930s counterpart. Central government debt was equivalent to 160% of GDP in 1929, compared to gross debt of just 28% of GDP in 2019. Credit ratings agencies have previously indicated that the government could lift its net debt from its current level of 19% of GDP to about 50% of GDP during a crisis without any ratings downgrade.

Fiscal policymakers also have a much better understanding of the appropriate response to an economic shock than they did 90 years ago. The initial government reaction to the slump in activity in 1930 was to increase taxes and cut spending to try and maintain a balanced budget. Of course, such a response simply exacerbated the economic downturn. In contrast, the current government has taken firm action to try and reduce the magnitude of the downturn by borrowing to provide support for businesses in the near term. Further measures will undoubtedly be introduced by the government in coming weeks and months, with an aim to stimulate more activity once the worst of the COVID-19 pandemic has passed and the economy is able to recover.

Finally, regarding government policy, New Zealand has a much more comprehensive welfare system than existed in the 1930s. This safety net means that the consequences of unemployment are less disastrous for people than in previous generations. The current downturn will have a negative effect on job security and consumer confidence, with considerable flow-on effects into people’s spending behaviour, but the hit to spending is likely to be less marked than in the 1930s. In addition, increased benefit payments by the government during the downturn are effectively an automatic fiscal stabiliser, helping to mitigate the worst of the economic downturn.

New Zealand’s monetary policy framework is also considerably more conducive to supporting the economy than it was at the start of the Great Depression. At that time, New Zealand didn’t have its own central bank or its own genuine currency and used a fixed exchange rate against the British pound. The initial brunt of the 1930 economic shock was borne by farmers, with the international economic downturn significantly negatively affecting demand for their products.

A depreciation in the exchange rate would have been an orthodox response, as it would have at least partly offset the drop in commodity prices that farmers experienced. However, at the time, a strong currency was viewed as a measure of sound economic

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management and financial prudency. It was not until early 1933, three years after the start of the downturn, that the government moved to formally devalue the New Zealand pound.

In contrast, the New Zealand dollar has fallen by as much as 17% this year against the US dollar. This drop is mitigating the negative effects of weaker global demand driving down international commodity prices and, potentially, export volumes. Of course, the decline in the New Zealand dollar is most pertinent for agriculture-related exports. The lower exchange rate is irrelevant for tourism operators, whose potential market will be close to zero as long as significant border restrictions remain in place.

Alongside the floating exchange rate, having our own central bank means we can also set interest rates independently. We have already seen the Reserve Bank slash the official cash rate by 75 basis points and undertake quantitative easing to bring down longer-term interest rates. These moves will only soften the downturn in the near-term, rather than stimulate growth. However, as demonstrated by the experience of the Great Depression, the alternative is incredibly unpalatable. Interest rates only edged down by about half a percentage point between 1929 and 1933, yet the CPI plunged 21% during this period. In other words, real interest rates were incredibly contractionary, and the real burden associated with massive levels of government and farm-related debt rose as prices fell (for both property and general goods and services).

One final factor that adds to our cautious optimism about the medium-term outlook is New Zealand’s trade ties with China. China’s strong action to bring COVID-19 under control is in stark contrast to the initial lack of decisive action across much of Europe and the US. As a result, we expect domestic demand within China to start returning towards normal much sooner than in many of the major developed economies.

We recognise that persistently weak demand conditions in Europe and the US will have negative implications for Chinese exports, manufacturing activity, and economic and income growth in China. Nevertheless, we believe that Chinese demand for food will remain relatively strong. Many of our dairy, meat, horticultural, and seafood exporters will still have well-functioning markets into which they can sell their products. Prices are likely to be softer given weak demand conditions around other parts of the globe, although as we have previously noted, this price effect is likely to be partly offset by a weaker New Zealand dollar.

The details of our forecast outlook

The remainder of our Forecast Story discusses our expectations for specific subcomponents of the New Zealand economy, and the key issues and risks we see for each of these variables.

Unemployment to threaten double digits

We are assuming that the COVID-19 pandemic will have massive consequences for the labour market. These effects will come through several channels and will result in a variety of different outcomes over an extended period.

Firstly, there will be job losses in industries that were being directly affected by COVID- 19 before the lockdown occurred, such as tourism and hospitality. The government has signalled that New Zealand’s borders are likely to remain largely shut until either a

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vaccine is available or until the risk of reimporting new cases of COVID-19 from overseas has diminished. But even if Europe and North America get their COVID-19 outbreaks under control sooner rather than later, issues for the tourism sector will remain. Airline capacity will be significantly below previous levels, people are likely to be cautious about long-haul travel, and the global economic downturn will limit tourism-related spending. In short, we could easily see employment declines of 25-40% in industries that are heavily reliant on tourism.

Secondly, there will be closures of firms that are not able to remain solvent throughout the lockdown. These businesses will typically be unable to generate revenue during this time, but will still face costs such as rent, wages, interest, or other fixed costs. The government has alleviated some of the pressure on firms with its wage subsidy scheme and business lending package. However, there will be many businesses that were only marginally financially viable before the pandemic, and their owners will choose to cut their losses by closing down. These firms could include many small businesses owned by baby boomers who are close to retirement, who will see little sense in pumping more money into their business to keep it afloat with limited future payoff.

The longer the lockdown continues, the greater the number of business failures is likely to be.

Even once the lockdown ends, the flow-on effects of these initial job losses and business failures will cause problems for other firms. Reduced levels of business investment and household spending will force less directly affected businesses to cut back staff hours or reduce employee numbers. Business and consumer confidence levels are likely to stay persistently low throughout 2020 and 2021, with job losses and business failures a continuing theme. A cascading effect of business closures is expected, with immediately unaffected firms facing lower activity levels over time as their customers stop trading.

The labour market outcomes clearly show through in our forecasts. We are predicting a 12% fall in total employment between December 2019 and September 2021, including a 6.6% decline in the June 2020 quarter alone. The unemployment rate is forecast to climb from 4.0% to 9.5% by September next year (see Graph 3).

Graph 3

The labour market has a mountain to climb Forecast comparison of the unemployment rate, seasonally adjusted 10% Apr 20 forecast 8% Jan 20 forecast

2% 16 17 18 19 20 21 22 23 24 25

But even these stark numbers mask the full effect of the recession. Some workers will be forced to cut back their hours, reducing overtime or shifting from full-time to part-time work. In other words, underemployment or underutilisation of labour will rise in tandem

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with unemployment. Furthermore, some of those people who are no longer employed will not be counted as unemployed. Instead, some will simply drop out of the labour force as new jobs become too difficult to find, while others will seek out education opportunities to enable them to reskill. Both subgroups will contribute to a fall in the participation rate, which we predict could fall from 71% to 66%, its lowest level since 2001.

We anticipate that the rise in unemployment could take time to filter through into the economy as a result of the government’s wage subsidy. Some firms that would otherwise have laid off staff will struggle through in the near term, with wage costs being largely borne by taxpayers. However, once the wage subsidy ends, further job losses will occur, with firms that are no longer viable operations becoming exposed by the lack of continued government support.

We see the risks to our labour market forecasts as balanced. Over the next two years, we might have overestimated the scale of likely business failures and job losses, which would suggest that the peak rate of unemployment could be lower than 9.5%. However, there is also a chance that an unemployment rate of close to 10% could take longer to recover from than we have allowed for, as people struggle to retrain or find new job opportunities. These sorts of structural issues could result in unemployment still being above our projection of 5.4% by the end of our forecast period in 2025.

Household caution set to stay

Consumer confidence was abruptly lower in March, but there will still be further significant drops to come as the effects of the lockdown on businesses become clearer and job losses mount. Household spending activity will fall sharply in the June quarter, primarily because consumers are unable to spend on many of the goods and services they would regularly purchase. We have allowed for a quarterly drop of almost 9%.

Spending will bounce back from this negative supply shock in the September quarter, but the extent of this rebound will be limited by the job losses and reduced incomes that have transpired in the meantime. And with unemployment continuing to climb until a forecast peak of 9.5% in September 2021, a full recovery in household spending will take some time to occur.

Discretionary spending will bear the brunt of more frugal household spending as consumers watch costs much more closely. Outside of food, housing costs, and other necessary goods and services, a humbler spending profile is likely to emerge. Even for those households who don’t see hours cut or jobs lost, the severe downturn and threat of rising unemployment will see them conserve more of what they earn to provide a buffer if the worst occurs.

By mid-2022, we expect total household spending to be back at its pre-crisis levels, although there will still be ground to make up for the lost growth since early 2020 (see Graph 4). We expect spending growth to average 4.5%pa over the three years to June 2025 as the labour market tightens, household incomes recover, and population growth picks up.

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Graph 4

Cutting back on discretionary spending Fcst. comparison of private consumption, ann. running totals, 2009/10 $b 200 Apr 20 forecast 180 Jan 20 forecast

160

140

120 16 17 18 19 20 21 22 23 24 25

We see two key risks to our spending forecasts. Firstly, in the near-term, the negative shock to household spending could be greater than we have allowed for – both in the June quarter, but also in the following year as unemployment rises. Secondly, from 2021 onwards, there is potential for additional government stimulus to boost household spending, via measures such as tax rebates or additional social welfare payments beyond what we have currently allowed for, to boost household spending. Any larger- than-expected government action to expedite the recovery in consumption during 2021 and 2022 would reduce the scope for such fast growth in spending later in the forecast period.

Cutting unnecessary business spending to preserve cashflow

With firms under severe cashflow pressure in the near-term, and business confidence likely to hit record lows, business investment will plunge over the coming year. We are predicting a 26% reduction in spending over the year to March 2021, surpassing the 24% decline that occurred in 2009. Smaller falls are likely to continue throughout most of 2021, as the flow-on effects of the COVID-19 lockdown and the collapse in tourism and hospitality activity keep weighing on demand conditions, business activity, and confidence levels (see Graph 5).

Graph 5

A huge hole in business investment Fcst. comp. of non-building private inv., ann. running totals, 2009/10 $b 35 Apr 20 forecast

30 Jan 20 forecast

15 16 17 18 19 20 21 22 23 24 25

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We expect a recovery in business investment by late 2022, with growth holding in double digits during 2023 and 2024. This pick-up will be underpinned by improving demand conditions both domestically and internationally. It will also signify a reallocation of resources within the New Zealand economy away from businesses and industries that have suffered during the pandemic. New firms will be able to take advantage of stimulatory monetary and fiscal conditions to target new areas for growth. Demand for capital equipment by these businesses will be matched by their demand for workers, so the pick-up in investment spending is likely to coincide with the early stages of the labour market recovery.

Our projected decline in business investment over the next 1-2 years is not much larger than the one that occurred following the GFC, so the near-term risks to our forecast are on the downside. We have allowed for a relatively long trough in investment activity, and we see some scope for spending to pick up sooner if fiscal policies are successful in stimulating domestic demand and boosting confidence earlier during 2021.

A hit to trade, both in and out

New Zealand’s tourism exports totalled $16.2b during 2019, representing about 19% of total goods and services exports. As outlined above, we expect international inbound tourism is likely to be virtually non-existent for the next 12 months, with 14-day quarantine requirements or closed borders likely to discourage or prevent visitors from coming here. As a result, we are forecasting a 20% contraction in export volumes over the year to March 2021.

Most of our commodity exports will be less heavily affected, notwithstanding a decline in trade volumes with China in early 2020 as their ports were largely shut down. The biggest exception will be forestry, with backlogs at ports and softer demand due to the global economic downturn expected to cement weaker export volumes. Non-food manufactured exports are also likely to temporarily dip thanks to a hiatus in production during the lockdown.

Although we are forecasting growth of up to 15%pa in export volumes during 2022 and 2023, we still expect volumes by mid-2025 to be about 9% below the levels they would have otherwise reached (see Graph 6). This result will be due to the lingering effects of the pandemic on international tourism, with reduced willingness to travel and less capacity in the airline industry. With overseas economies set to shrink this year, the current global downturn will also have a dampening effect on international demand and lead to softer export volumes, even over the medium-term.

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Graph 6

Tourism's loss a big hit to exports Forecast comparison of export volumes, ann. running totals, 2009/10 $b 85 Apr 20 forecast 80 Jan 20 forecast 75

55 16 17 18 19 20 21 22 23 24 25

Travel of New Zealanders overseas will be similarly affected to inbound tourism: non- existent for the next 6-12 months, followed by a gradual return towards “normal” as borders are reopened, quarantine restrictions are lifted, airline capacity is rebuilt, and lingering traveller concerns about COVID-19 fade.

Tourism imports are much smaller than exports, totalling $6.7b over the last year, and representing 7.8% of total goods and services imports. Consequently, the direct effect of COVID-19 on imports will be smaller. These figures also demonstrate that increased spending on domestic holidays by Kiwis will be unable to fully make up for the decline in revenue due to the loss of foreign tourists.

Alongside changing travel patterns, the downturn in New Zealand’s domestic economy will also weigh on import volumes. Lower household spending will reduce demand for consumption good imports (21% of total imports). Capital equipment imports are also likely to take a big hit (15% of total imports). In the wake of the GFC, the annual total of capital imports plunged 33% over an 18-month period. Given our anticipated decline in business investment spending, we are likely to see an even sharper fall in capital imports than we did during 2009.

We are forecasting a 16% contraction in total import volumes over the year to March 2021. We anticipate that the subsequent recovery in imports during 2022 and 2023 (see Graph 7) could be more muted than export growth for two reasons. Firstly, we expect a sustained change in New Zealanders travel patterns, with more holidays taken domestically and international travel taking a long time to return towards pre-pandemic levels. Secondly, business’ willingness to invest could remain weaker than normal for some time, dampening the recovery in capital imports.

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Graph 7

Imports are pulled lower as well Forecast comparison of import volumes, ann. running totals, 2009/10 $b 110 Apr 20 forecast 100 Jan 20 forecast

60 16 17 18 19 20 21 22 23 24 25

The risks to our forecasts for both exports and imports lie, if anything, on the upside, particularly over the medium term. Given that we are currently in the midst of the pandemic, it is unclear how sustained an effect current events will have on international travel behaviour.

Government to the rescue

Fiscal policy has the biggest role to play in cushioning the economy’s downturn and then generating momentum heading into the recovery. In broad terms, this support and stimulus can happen via three channels.

• Increased government spending on purchasing goods and services (government consumption)

• Transfers of money to individuals or businesses (which shows up in private consumption or business investment)

• Increased government spending on assets such as infrastructure (government investment)

Notwithstanding the fact that the overall size of government would normally be expected to expand more quickly under a Labour administration than under National, we don’t anticipate any step change in government consumption. The most obvious area of potential increase in spending is the health sector, where more funding will obviously be needed in the short term to facilitate the response to the COVID-19 pandemic.

The government’s wage subsidy package and welfare benefit increases come within the transfers category, increasing the government’s outlays, but with the money not being used to purchase goods or services. Similarly, any future tax cuts, rebates, or handouts of money to households will also come within this category. This money does not show up in government consumption, but it will affect the government’s financial position and results in a larger fiscal deficit in coming years.

The government’s current focus is, rightly, on trying to reduce the financial stress on households and businesses caused by the initial economic shock of the lockdown – in other words, smoothing the downturn path. Limiting business insolvencies or failures will

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make it easier for the economy to recover once trading conditions start returning to normal.

Once the worst of the shock is over, then the government’s efforts must turn to measures that will help rekindle aggregate demand and stimulate a pick-up in growth. We expect these measures to concentrate on shoring up households’ financial positions, which will be negatively affected in the meantime by job losses, other temporary reductions in income, and hits to wealth caused by falling house prices, KiwiSaver balances, and other investor losses.

The government should also consider measures that encourage businesses to commit to new investment and hiring. Stimulus measures for households and businesses will need to kick in during 2021, although it could be 2022 before we start to see the real fruits in terms of better economic outcomes.

Finance Minister Grant Robertson has also emphasised the potential role that infrastructure has to play in the recovery. We understand the government is looking for a wide range of infrastructure projects that it can fund over coming quarters to boost economic activity, including projects that would normally be funded by local government or the private sector. The focus is on “shovel-ready” projects, with particular attention being paid to smaller projects, so that work can be undertaken across a wide range of areas to try and generate a reasonably broad-based recovery.

This spending by central government shapes as a timely injection of cash for local councils that have been struggling to fund their required infrastructure investment. Central government money will help expand network infrastructure to meet the strong population growth of recent years, as well as replace critical network assets that have reached the end of their working life.

In the short-term, government investment will be constrained by the hiatus in projects caused by the lockdown. We predict that growth in spending will then accelerate towards 5%pa during 2021, with growth averaging 4.5%pa over the four years to June 2025. By the end of the forecast period, we expect the volume of government investment to be almost 10% greater than we had allowed for in our January forecasts.

Graph 8

Imports are pulled lower as well Forecast comparison of import volumes, ann. running totals, 2009/10 $b 110 Apr 20 forecast 100 Jan 20 forecast

60 16 17 18 19 20 21 22 23 24 25

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Evolving our forecasts as decisions play out

We will continue to track the COVID-19 pandemic and response throughout the next few months, providing our views as circumstances change and decisions are made by key local, national, and international leaders.

For New Zealand, understanding when the lockdown will end, and how businesses can operate under lower COVID-19 alert levels, will provide greater clarity about the economy’s near-term direction.

Internationally, developments in both the health and economic responses to COVID-19 will allow us to better determine the global growth path and how it will affect New Zealand.

Our regular weekly commentaries and economic data release notes to clients will provide our most up-to-date views on how the economy is continuing to evolve.

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COVID-19 effects by broad industry

This section outlines the expected economic effects of the COVID-19 pandemic and response on some of New Zealand’s key industries.

Accommodation and food services

Retail and wholesale trade

Retail and wholesale trade has experienced a significant drop in demand under Level 4, and restrictions will remain in place under Level 3 as well. These effects are not being felt equally, with supermarkets enjoying periods of higher-than-usual demand. Other businesses that can sell online will be able to operate under Level 3, although we do not expect spending patterns during this period to be normal. The declines in tourism activity and other discretionary spending will also be felt disproportionately by retailers selling more luxury or higher-end products.

Transport, postal, and warehousing

Arts and recreation services

Arts and recreation services are suffering the twin effects of a reduction in discretionary spending and restraints on what services and products can actually be offered to consumers. Performing arts, professional and community sports, horse racing, casinos, and other entertainment and events will continue to be constrained at Alert Levels 2 and 3, with restrictions on gathering numbers at both indoor and outdoor events. Ongoing border restrictions are also set to disrupt the ability of promoters to run events where they are reliant on entertainers or sportspeople coming into New Zealand from overseas.

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19 Additional insights on the economic impacts of the COVID-19 pandemic– April 2020

Construction

Construction activity was close to peaking even before the COVID-19 pandemic occurred. Rising unemployment, falling house prices, slower population growth, and tighter bank lending conditions will all weigh on activity over the next 1-2 years across both the residential and non-residential subindustries. Prospects for infrastructure look more promising given the government’s desire to use this channel to try and stimulate the economy’s recovery. We also note that strong growth in the population and building stock over recent years has increased the baseline level of maintenance work that needs to be done, mitigating the downturn for those parts of the industry that tend to be less cyclical.

Professional, scientific, and technical services

Professional, scientific, and technical services is the fourth-largest industry by employment in the New Zealand economy. So despite the industry being less directly affected by COVID-19 than many other industries, the forecast drop in job numbers is still large. Cost-cutting by firms and a reduction in business numbers across the economy will negatively influence demand for services within this industry across the board. Areas that are likely to be most heavily affected include those subindustries that are closely linked with construction activity.

Non-food manufacturing

Non-food manufacturing tends to be less labour-intensive than many other industries, but the downturn in the global economy will have a significant negative effect on demand for the industry. Manufactured exports are expected to be squeezed by weak demand conditions across much of Europe, North America, and Australia. The Global Financial Crisis also demonstrated the strong links between parts of non-food manufacturing and building work within New Zealand. Consequently, the forecast downturn in construction activity will also contribute to a decline in employment and output in this industry.

Administrative and support services

Administrative and support services are expected to mirror broader economic trends in business activity, with cost cutting, business failures, and the weak labour market negatively affecting this industry. Given the downturn in tourism, travel agents will be by far the most heavily hit, with modest declines in employment across other parts of the industry.

Information media and telecommunications

Information media and telecommunications activity will also come under pressure, despite the short-term boost to selected businesses from the increase in remote working that has taken place. Traditional media such as newspapers and magazines were already under significant pressure prior to COVID-19. Substantial drops in advertising revenue have exacerbated this situation and will lead to job losses, despite

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20 Additional insights on the economic impacts of the COVID-19 pandemic– April 2020

government support. Significant job losses in areas such as libraries, movie theatres, and some parts of telecommunications are also possible.

Financial and insurance services

Financial and insurance services will be squeezed by the downturn in economic activity. Lockdown conditions are likely to have increased the amount of work being done electronically across parts of this industry, and this shift could potentially hasten the trend towards reduced job numbers for some occupations. More difficult business and financial market conditions could also negatively affect the viability of some firms in this industry. However, we note that the overall strength and robustness of the financial system is much better than it was between 2006 and 2010 when the industry grappled with the finance company collapses and the Global Financial Crisis.

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1 State of the Economy – October 2020

State of the Economy – October 2020

Our monthly State of the Economy provides regional clients with an overview of current economic activity.

Domestic outlook in limbo ahead of summer

The New Zealand economy looks likely to remain in a state of limbo as we head into summer. More upbeat indicators are showing a resilient economic outlook, but the threat remains for a further downturn as tourism’s decline hits in full.

We expect that businesses will watch the summer season, especially Christmas spending, to gauge consumer activity and what levels of demand will persist in 2021. Weak demand signals over summer would likely see firms cut staff in early 2021 ahead of the new financial year.

For now, job losses seem to have stabilised, with the last two weeks showing a decrease in the number of Jobseeker Support recipients – the first declines since June. There’s an element of seasonality in the Jobseeker Support numbers – they often plateau or decline in October and November before ramping up in December.

These seasonal patterns will make it harder to discern the underlying trend in job losses over the next few months. Increased Jobseeker Support numbers in December will likely comprise both seasonal increases as well as further job cuts. However, a clearer picture should emerge in the first quarter of 2021.

Labour shortages will bite this summer

With skilled workers unable to come in from overseas, it appears inevitable that labour shortages will hit soon. Increasing concerns are being raised about the ability for some sectors to fill their workforce gaps.

The government has been unwilling so far to signal any intended changes at the border, with criticisms raised about Managed Isolation and Quarantine (MIQ) vacancies seeing MBIE update their reporting in the last week to better reflect the status of rooms. With no firm plans we remain suspect over the ability for changes to occur quickly enough to address the shortage issues.

At least two groups – in Auckland and Wellington – are working on plans for additional MIQ spaces and a more coordinated plan, but there have been no public discussions either way as to progress.

A firmer labour market… for now

Filled job numbers are holding at stronger than expected levels, with our latest release noting that the industry-level differences in employment show a divergence of fortunes.

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2 State of the Economy – October 2020

Public-sector based employment is continuing strongly to increases in filled jobs, with an 11,000 job increase in public administration and safety over the last year. Healthcare- based roles are also rising. However, tourism-related sectors, like transport and accommodation and food services are still well down on 2019 levels.

Young people, especially young women, continue to bear the brunt of the economic downturn, with higher job losses so far.

In this October 2020 update we have included new local-level filled job data to provide a more comprehensive view of job numbers in each local area – these filled jobs numbers can be seen on the first Local Indicators page of the LEI. Although there’s not a lot of history (with data starting in May 2019), and some strong seasonal patterns, the numbers do help to expand our understanding of local economies.

We’ve also included an update to our Regional Indicators, with filled jobs by age now available. This update highlights the differences in employment outcomes by age, comparing August 2019 with August 2020 (for a apples-with-apples comparison).

International surge undermines global outlook

We noted our concerns two weeks ago of the rush of COVID-19 surges across the globe, and how these increases could stall the global economy. Lockdowns in Germany, France, UK. These concerns appear well-founded, with restrictions being reintroduced across Europe.

• The UK has u-turned, and is implementing a 4-week lockdown to curb the rise of the virus

• Belgium, France, Germany, and Greece have all announced lockdowns or similar restrictions in recent weeks, as case numbers grow.

• Italy and Spain have announced further restrictions on activities across their countries, after seeing some of the heaviest burdens during the early stages of the virus’ advance into Europe in March and April.

These renewed restrictions will further upend trade with supply and demand during the restrictions set to be uncertain. These further restrictions will also batter local economies, hampering the expected global economic recovery. A slower recovery, and a prolonged global downturn, is expected to weigh on New Zealand’s trading options into 2021.

Still a catastrophic hit for tourism looming

Infometrics published analysis in the last week that highlighted the hit to tourism is still looming. We expect that the decline in international tourism spending will be felt more keenly in the next few months, as summer rolls around. The hit during December to March could be as large as three-times what has been experienced so far by the tourism sector.

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3 State of the Economy – October 2020

Graph 1

Lack of tourists will be most apparent over summer Monthly tourist spending, $m, foreigners in NZ less Kiwis overseas 0

-500

-1,000

-1,500 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Most visitors to New Zealand come for summer, meaning the decline in spending is still to come. New Zealanders often travel most during our winter, and so the refocusing of international spending to domestic has already mostly occurred.

Primary: robust now, but weakness coming?

Fonterra recently announced a rise in the expected farmgate milk price, after solid results in recent GlobalDairyTrade auctions. The firmer pricing will be welcome news for farmers, with Chinese demand for our milk products still strong.

However, higher costs last season from the drought could well be repeated, with some parts of the country already showing signs of impending drought.

Expectations are rising that 2021 might see more softness for parts of the primary sector as global economic declines filter through into trade. Beef + Lamb is forecasting drops of between 8% and 15% for meats in 2021. Part of this expectation is around the shift in product types as consumers switch from restaurant meals to at-home cooking. But the wider uncertainty in the market makes clear that 2021 is likely to be another tough year.

Published 2 November 2020

For more information, please contact:

Brad Olsen Senior Economist Infometrics +64 21 253 5646 | [email protected]

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1 Reviewing LTP assumptions in light of the COVID-19 pandemic – August 2020

Reviewing LTP assumptions in light of the COVID-19 pandemic – Updated August 2020

This brief note reviews three of the economic-based assumptions outlined in the Significant Forecasting Assumptions underpinning Waipā District Council’s Long Term Plan 2018-28. The initial note was provided to Waipā District Council in April 2020, and has been updated in August 2020.

Comments are provided as to the viability of these previous assumptions given the changes to scenarios as a result of the COVID-19 pandemic, possible alternative assumptions, levels of uncertainty, risks, and actions to mitigate or manage these risks.

The COVID-19 pandemic and response continues to be a rapidly evolving situation with significant uncertainty about the short-, medium-, and long-term economic effects. This note provides Infometrics’ current views based on current public information to hand, and we will continue to revise our thinking as developments take place and information becomes available.

Economic Environment

We assume: Economic conditions will follow a steadily growing trend for the next two to three years in line with forecasts and Government fiscal policy. Strong population growth levels are forecast for the district which will translate positively to our economy

Our level of certainty: Medium

The risk: Economic factors vary significantly, from the assumptions in this plan which then affects our ability to deliver on the agreed work programmes either in terms of the scope or timing of the work.

So we will: Review work programmes and budgets annually. If conditions worsen, then appropriate reductions and changes will be made and signalled in future annual plans.

Infometrics Comment

The assumption that economic conditions will continue to grow over the next three years is now no longer viable. Infometrics expectations remain for economic activity to fall nationally by more than 8%pa over the year to March 2021, with activity remaining subdued for an extended three-year period.

Waipā District will likely experience this decline in activity to a substantial degree, with previously strong economic activity being partially underpinned by tourism activity that will be severely reduced for the next 12-18 months. Conversely, forecast primary sector activity growth will provide some support to the Waipā economy, but the net effect of

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2 Reviewing LTP assumptions in light of the COVID-19 pandemic – August 2020

lower growth across New Zealand will be felt in all areas. Population growth elements are discussed in the next assumption.

Tourism expenditure figures for the year ending June 2020 reinforce this expectation, with an 8.3%pa drop in total tourism spending. New Zealand’s borders remain closed and are expected to remain this way for an extended period. Domestic tourism activity will fare better, although spending is also likely to be soft.

Primary sector activity is performing better, with national dairy exports continuing to show growth throughout most of the past few months (see Graph 1).

Graph 1

Dairy performing well, mostly Total Annual % change, 3-week moving average, goods trade to the world Dairy 40%

30%

20%

10%

-10%

-20% 21-Feb 13-Mar 03-Apr 24-Apr 15-May 05-Jun 26-Jun 17-Jul

However, the global economic outlook continues to deteriorate, with rising case numbers and the re-imposing of restrictions. Chinese consumer spending has not yet rebounded into growth territory despite being the first economy to lock down at the start of 2020.

Local spending trends have remained more robust than national trends, but there has still been a significant drop in spending that has not yet been recovered (see Graph 2).

Graph 2

Spending holds up better in Waipa Waipa District Annual % change, weekly, from Paymark via MBIE New Zealand 40%

20%

-20%

-40%

-60%

-80% 2-Feb 1-Mar 29-Mar 26-Apr 24-May 21-Jun 19-Jul

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3 Reviewing LTP assumptions in light of the COVID-19 pandemic – August 2020

However, we anticipate that spending levels will start to fall away towards the end of 2020 as lower earnings and work levels hit household budgets.

Job losses have continued to mount in Waipā, with a 57% rise in the number of people supported by a Jobseeker Support benefit or a COVID-19 Income Relief Payment (CIRP) – with nearly 600 additional benefit claims (see Graph 3).

Graph 3 Rising job losses pushes support up 57% CIRP Jobseeker Support Jobseeker Support and CIRP recipients 2,000

1,500

1,000

500

0 Apr-19 Jun-19 Aug-19 Oct-19 Dec-19 Feb-20 Apr-20 Jun-20

We expect further job losses to materialise as the wage subsidy extension ends and firms are left to stand on their own two feet. Assessing the market in the year ahead, employers are likely to downsize their workforce. Large employers, like Bunnings, have already announced closures, demonstrating the immediate effects of the downturn.

We would now see a more reliable assumption being that economic conditions will remain weaker over the next two years, with a recovery then expected to produce relatively strong growth thereafter.

There is now a high level of uncertainty for the Economic Environment assumption (even once revised), with heightened uncertainty and significant downside risks to current activity over the next three years, and some upside risk during the recovery.

Risks regarding this assumption will now likely include the possibility of further slumps in economic activity to a greater degree than expected, with related job losses, and flowing on from these factors, lower income for Council and a need to reconfigure budgets with a limited ability to adequately plan ahead. There is also a risk that lower economic activity reduces non-rates income for Council, which will have financial implications for the ability for Council to manage budget constraints.

Our expectations for job losses in Waipā have shifted, and we now expect job losses to be spread over 2021 and 2022, rather than concentrated in 2021. With better current domestic economic activity, there is some upside risk to our expectations for economic activity. Equally, with sustained lower global economic activity, and further restrictions globally, there is downside risk to our recovery profile.

Actions that Waipā District Council could consider to mitigate this risk include ensuring that funding plans retain a degree of flexibility regarding timing, and that dependencies in spending (where one set of spending is dependent on another set of spending occurring to proceed) are readily identified and associated risks managed closely.

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4 Reviewing LTP assumptions in light of the COVID-19 pandemic – August 2020

Adequate spending by Council on core areas of activity – in the form of both capital and operational expenditure – can also support local economic activity, so Council could consider counter-cyclical spending policies in key areas to support local activity.

Growth

We assume: Growth projection data is based on the University of Waikato (UoW) study completed in late 2016. Waipa District Council has elected to adopt the ‘medium’ projections (rather than low or high). Between 2018 to 2028 the UoW medium projections forecast a district wide population increase of approximately 17% with more than 5000 new houses required over the next 10 years. The urban centres will receive the majority of this growth, Cambridge in particular. Part of the driver in housing demand is residents per dwelling are forecast to reduce with an increasing proportion of elderly residents and more common incidence of split families.

In the National Policy Statement on Urban Development Capacity (NPS-UDC) Waipā is defined as a high growth area. As such our Council is required to enable the supply of 20% (short term) or 15% (long term) more land than the forecast demand in order to attempt to provide market choice and alleviate house price pressures.

Our level of uncertainty: Medium. A rapid rise in one and two person households is predicted; however, there is significant uncertainty about how this will observed in the types of housing choices people make.

The risk: Growth factors vary significantly from our assumptions affecting our ability to fund and deliver on the agreed work programmes in a timely manner. Should actual growth be less than forecast, a risk is we build infrastructure without being able to recover costs quickly via Development Contribution revenue. Should growth be higher than expected, there is both an construction inflation risk and a risk that we will struggle to procure resource to deliver against demand.

So we will: Monitor growth and the housing market demand and supply in accordance with the NPS-UDC directives. Where the population or market behaves differently than forecast, we will review the timing of infrastructure development and the staged rezoning of land and structure plan development as per the guidelines of our Waipā 2050 growth strategy. Changes will be signalled in future annual plans. High level analysis has indicated that with a 30% reduction in growth, with all other conditions remaining the same (infrastructure development completed on time) Council’s debt would increase by $52.6m by the end of the 10 years and remain within the total debt cap.

Infometrics Comment

The assumption that Waipā’s population will grow in line with previously provided forecasts is now no longer viable, with upside and downside risk to updated projections.

Waipā District’s growth is predominantly driven by net migration, meaning that overall population growth is highly sensitive to any changes in net migration resulting from COVID-19. Headline estimates show that over 85% of Waipā’s latest population growth (for the year ending June 2019) came from international and regional migration (that is, people moving into Waipā from overseas, or from elsewhere in New Zealand).

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5 Reviewing LTP assumptions in light of the COVID-19 pandemic – August 2020

In the short term, the number of returning New Zealander to New Zealand will boost net migration outcomes, providing upside risk to the projections utilised by Waipā District Council.

In the medium term, COVID-19 is likely to affect net migration through restrictions on international migration at the border and changes in the relative attractiveness of different areas within New Zealand.

International net migration is likely to remain heavily restricted for the next 1-3 years due capacity constraints in managed isolation and quarantine facilities, and policy restrictions on non-citizen’s eligibility to enter the country. These restrictions are likely to persist in some form until a vaccine is distributed, which may take several years. The updated projections (dated July 2020) are based an assumption that COVID-19 will only disrupt international net migration in the 12 months from March 2020, effectively assuming that New Zealand’s borders will be opened to the world from April 2021. We think that this is unrealistic, particularly as our Prime Minister has indicated a travel bubble with Australia is unlikely to open until early 2021. We forecast a diminished level of international net migration until 2024.

Internal migration to Waipā predominantly comes from Auckland and Hamilton, and strong flows over the past decade have been associated with the relative attractiveness of Waipā in terms of housing costs and employment opportunities, compared to those cities. Strong increases in housing costs in these centres has been associated with strong international migration, however restrictions in international net migration coupled with an economic downturn are likely to flatten or even decrease housing costs over the medium term.

Infometrics’ regional employment forecasts indicate that employment in Waipā will be hit more severely than Auckland and Hamilton. A loss of relative attractiveness is likely to dampen internal net migration into Waipā over the medium term.

There are both upside and downside risks to population expectations over the near term. If Waipā’s economy remains stronger relative to other areas in the wider Auckland and Waikato regions, there is the potential for realising stronger population growth than noted in our comments above (as more people move to Waipā on the basis of, relatively speaking, greater employment opportunities).

The uncertainty over the direction of population growth should consequently be changed to high, reflecting greater variability in likely population scenarios in the short term.

Actions that Waipā District Council could take to manage these risks include producing a capital works programme that is closely monitored to assess development needs and associated timeframes. This envisaged capital works programme would include a pipeline of work with projects identified that could be moved earlier or later in the planning period, based on development priorities and central government policies and support. An ability to identify and adjust the scale of capital works components would also be an important element to consider, allowing Waipā District Council to manage changing levels of development activity as population growth expectations evolve.

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6 Reviewing LTP assumptions in light of the COVID-19 pandemic – August 2020

Growth – Impact on rates

We assume: Based on the projected population increase over the 10 years, the expected growth in the rates revenue will be as per the table below. The calculation of the growth in rates revenue is based on the number of additional properties each year at the 2017/18 rates.

Our level of uncertainty: Medium

The risk: Growth factors vary significantly from our assumptions affecting our ability to deliver on the agreed work programmes either in terms of the scope or timing of the work. In a volatile market, the distribution of rates across ratepayers will change due to revaluations.

So we will: Monitor growth projections against actual levels. Where significant changes occur our work programmes and budgets will be reviewed and amended accordingly. Changes will be signalled in future annual plans.

Infometrics Comment

The assumption that rates revenue will rise in line with previous expectations is now no longer viable, in light of the revised assumption for how population growth in Waipā will evolve. Population growth is noted in this assumption as being the driving force behind rates revenue increases, and our comments above related to population growth apply accordingly.

A more appropriate assumption may be that rates revenue will either not increase materially or increase at a lower rate than previously anticipated, in line with the potential for lower population growth.

The level of uncertainty is broadly related to the above Growth assumption, with the potential for rates revenue growth likely to be lower if construction levels are lower than previously expected, due to lower demand for and supply of housing.

New Zealand’s elevated residential build rate over recent years has started to address housing shortage concerns across the country, and lower population growth will erode further need for additional housing at levels anticipated prior to the COVID-19 pandemic. Lower house prices which reduce development appetite could also reduce building activity.

Current consenting activity in Waipā remains strong, but Infometrics expects that construction activity will soften in line with the broader economy into 2021.

Under a revised assumption of slower growth and the impact on rates, there is upside risk that a higher level of construction remains underway, which would provide additional ratees revenue above forecast.

Actions outlined above with regards to Council’s anticipated capital works programme, equally apply to this assumption.

Importantly, there is now greater budgetary pressures for households in Waipā, with nearly 500 additional households on the Accommodation Supplement in June 2020 (see Graph 4).

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7 Reviewing LTP assumptions in light of the COVID-19 pandemic – August 2020

Graph 4 Budget pressures hit families too Accommodation Supplement recipients Accommodation Supplement recipients 3,500

3,000

2,500

2,000

1,500

1,000

500

0 Apr-19 Jun-19 Aug-19 Oct-19 Dec-19 Feb-20 Apr-20 Jun-20

231 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Meeting Schedule for 2021

To: The Chairperson and Members of the Strategic Planning and Policy Committee From: Governance Subject: MEETING SCHEDULE FOR 2021 Meeting Date: 1 December 2020

1 RECOMMENDATION

The Local Government Act 2002 requires Council and its Committees to set the dates of meetings, or a schedule of meetings, for a period of time.

In addition, a number of Long Term Plan related meetings for the 2021 year have been added to the Strategic Planning & Policy Committee schedule.

Recommendation That in accordance with the Local Government Act 2002, Schedule 7 Clause 19(6) the Strategic Planning and Policy Committee adopt the following schedule of meeting dates for 2021 (generally being the first Tuesday of each month, except January and July when no meetings take place):

a) 2 February; 2 March; 6 April; 4 May; 1 June; 3 August; 7 September; 5 October; 2 November; 7 December; and b) 16 March; 11, 12 and 13 May as additional days to consider matters in relation to the Long Term Plan 2021-2031.

232 Strategic Planning & Policy Committee Agenda - 1 December 2020 - Resolution to Exclude the Public

To: The Chairperson and Members of the Strategic Planning and Policy Committee From: Governance Subject: RESOLUTION TO EXCLUDE THE PUBLIC Meeting Date: 1 December 2020

1 RECOMMENDATION

THAT the public be excluded from the following parts of the proceedings of this meeting.

General subject of Reason for passing this Ground(s) under section 48(1) each matter to be resolution in relation to for the passing of this considered each matter resolution 14. Confirmation of Good reason to withhold Section 48(1)(a) Public Excluded exists under section 7 Minutes dated 3 Local Government Official Information and November 2020 Meetings Act 1987

This resolution is made in reliance on section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by Section 6 or Section 7 of that Act, which would be prejudiced by the holding of the whole or relevant part of the proceedings of the meeting in public, are as follows:

Item No. Section Interest 14. Section 7(2)(j) To prevent the disclosure or use of official information for improper gain or advantage

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