1% - Waikato District Council

WAIKATO DISTRICT COUNCILLONG TERM PLAN 2012 – 2022Volume oNE

This Long TermPlan is about you– your homes andyour contributionsthat make up yourcommunities.Without you, ourdistrict wouldn’t bewhat it is.Our role is to supportyou by providing thenecessities that makeeverything work, whetherit’s roads and reserves,stormwater and streetcleaning or dog controland building consents.Thank you for yoursubmissions to the draft,which helped informour deliberations as wedecided what we couldreasonably carry out andhow we could best makeit happen.In this document, you’llsee what we kept in theplan, what we decidedshould change followingyour submissions, and thebudgets for the serviceswe provide that help yourcommunities thrive.Allan SansonMayor

2NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILKeyDecisionsThe key decisions have beenhighlighted throughout thedocument, along with the onesthat submitters also drew ourattention to as being areas ofconcern for them.Local government’s a complex business and touches everyone’slives every day in all sorts of ways. From the time you get up towhen you go to bed, you use council services. The buildings you gointo; the roads you travel on to go the park, and the lighting alongthe way; restaurants and take-away shops you buy food from; thedogs you own (or shy away from in the street); when you shower;your rubbish collection – the council has an involvement somehow.This plan provides the detail of the decisions we’ve made aboutall of those things that touch your lives. We had around 300submissions to the plan, with around 65 people speaking totheir submissions at our hearings, all discussing the servicesand issues that affect them and their communities.These submissions addressed a wide range of issues, fromtransport, to community grants, debt, affordability and rates,and libraries. The main messages included debt level, councilbenchmarking against other councils, and efficiency, all issues whichare also being discussed within central government with its LocalGovernment Act 2002 Amendment Bill now before Parliament.We have taken all submissions on board, and while not all can beaddressed, we have kept in mind what you’ve told us as we’vemade our decisions. You’ll see we have been able to provide forsome of what was asked of the council, by making adjustmentselsewhere in our budgets.For instance, since the draft plan was developed, we have includedfurther information around actual levels of debt, related interestassumptions and the progress of current financial year workprogrammes. We have also updated our growth assumptions.All of these things have changed our budgets.We’ve spoken of potential growth being a key issue for ourdistrict and this is mentioned several times throughout thisplan. Some submitters made it clear they wanted to be surewe weren’t going to be over-spending on infrastructure now toaccommodate growth that might not happen, and therefore havean unsustainable debt level.Our growth assumptions are based on historical trends, the 2006Census and National Institute of Demographic and EconomicAnalysis figures, but also take into account things such as buildingconsents and subdivision numbers. Since we released the draft planfor consultation, we have now updated our growth assumptionsto reflect actual development activity and staging. But, we have stilltaken a conservative approach. And, you’ll see we have revised ourdebt level downwards across the 10 years of this plan.

3Your submission form responsesThe graph below shows how you responded to the key issuesin our draft Long Term Plan and how these responses guidedour decision-making.One issue that provoked comment was that of economicdevelopment. Many submitters didn’t want the council to putfunds towards economic development. It was also apparent fromsubmissions that what the council does, from issuing building andresource consents, providing and maintaining infrastructure, to ourplanning and processes, all affect the business environment andtherefore economic development.Therefore, we have decided to adopt the proposal to redirectexisting funding to in-house resourcing to facilitate economicdevelopment; to work closely with the business sector andimprove our processes for a more positive business environment.Key Issues for consultation140120100806040200-20-401 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31Majority response is YesMajority response is No1 Do you support affordability and maintaining what we have?2 Should we improve the standard of what we provide to ratepayers?3 Do you think the council should facilitate economic growth?4 Do you think council should put money towards economic development?5 Do you support a community board targeted rate?6 Should the rate cover direct costs only?7 Should the rate cover all costs?8 Do you think we should become a guaranteeing local authority in the LGFA?9 Savings should be used to reduce rates preference rank 1st10 Savings should be used to fund seal extensions preference rank 5th11 Savings should be used to fund additional road renewals preference rank 7th equal12 Savings should be used to fund additional road improvements preference rank 3rd13 Savings should be used to fund new footpaths preference rank 6th14 Savings should be used to increases the water quality preference rank 4th15 Savings should be used to support wastewater projects for small communities preference rank 2nd16 Savings should be used to provide additional consultation programmes preference rank 7th equal17 Savings should be used to provide cemetery furniture preference rank 8th18 Do you support general rates being used for partial funding of new wastewater schemes?19 Do you support a joint library service with HCC?20 Do you agree all dog owners should be” approved” until proven otherwise?21 Do you think dog owners with infringements should pay more?22 Do you support the one-off rates remission policy?23 Do you support a targeted rate for the newstead catchment?24 Would you support a targeted rate being used to fund new halls?25 Should we extend the range of what is able to be recycled?26 Should there be user pay recycling charges for commercial operations?27 Should food waste be collected separately?28 If food waste was collected separately should rubbish collection be fortnightly?29 Should we upgrade the transfer stations to encourage more recycling?30 Should community partnerships be established to manage waste?31 Should the council establish a waste management sector working group?

4NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILTHE WAIKATO CONTEXTAREA:418,893 haPOPULATION:Auckland58,459 *WaikatoDistrictHamiltonTauranga

5The waikato contextINDUSTRY:TOP TEN INDUSTRY SECTORS(NUMBERS EMPLOYED)FarmingDAIRY:1215ELECTRICITY:330EDUCATION:1240MiningCOAL:260PROPERTY:160FARMING:480CONSTRUCTION:811PROCESSING:499RESEARCH:670TRADE:413Generationand SupplyThere are 26 towns, villages and hamletsin the Waikato district, each with their owndistinctive character and requirements.* 2006 Census

6NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILCommunity consultationWhat you value for your communitiesIn the first part of 2011, we asked you what you wanted yourcommunities to be like in the future as part of the review ofour district’s community outcomes. This feedback summedup what you think is most important when considering thecommunity’s well-being socially, environmentally, culturally andeconomically.As a result of this consultation, five community outcomeswere developed. These reflect what you’ve said are mostimportant to you for your community. While these are youroutcomes, they will guide what the council does as we work inpartnership to help achieve what you want.Community outcomesHow we identified the community outcomesOur community outcomes review had an extra dimensionbecause there were two different sets of outcomes beingreviewed – Waikato district’s and the former Franklin district’s.We held 14 public workshops across the district, workingwith community boards and community committees, betweenJanuary and March 2011. A community outcomes survey wassent to ratepayers in our Feb-Mar 2011 Link newsletter invitingwritten feedback.Other external organisations and marae committees werealso contacted and invited to take part in the workshops or toprovide written feedback. Separate workshops were held withWaikato-Tainui Iwi and Huakina Iwi Management Committees.In the future, these community outcomes will form part ofthe reviews of community plans and the council’s planningdocuments.Accessible WaikatoA district where the community’s access to transportinfrastructure and technology meets its needs.• The district is easy and safe to get around and the roadnetwork is well maintained• Transport infrastructure, including walkways and cycleways, isdeveloped at a rate to keep pace with growth and demand• The strategic importance of the Waikato Expressway isrecognised and occurs with priority, and its effects areplanned for and mitigated where necessary• Improved opportunities for the use of public transport areprovided and the provision of rail is encouraged• Essential services, like power and telecommunications, areaccessible.Sustainable WaikatoA district where growth is managed effectively and naturalresources are protected and developed for future generations.• The council’s decisions and processes take into accountaffordability for the community• Strategies are in place to ensure the impact of growth on therural nature of the district is minimised• Sustainable growth in appropriate locations beneficial to thedistrict is encouraged• The council encourages the protection of the district’snatural assets, landforms, wetlands and waterways fromadverse effects• The council supports environmental initiatives undertaken byorganisations and individuals involved in environmental care• The council works closely with Waikato Regional Councilto manage plant and animal pests• Recycling and waste management initiatives are supported• Neighbourhoods are attractive, well designed and safe.Thriving WaikatoThe council’s processes encourage the continuity of existingbusinesses and the establishment of new businesses andindustry• The benefits of tourism to the district are acknowledged andencouraged through the council’s processes and local andregional initiatives• The protection and preservation of cultural and naturalheritage sites is encouraged• Town and village centres are developed sustainably• The district encourages a wide range of sporting, cultural andcommunity activities and events• The diversity of the district’s people and culture is recognised.Healthy WaikatoA district with services and activities that promote a healthycommunity.• The council’s potable water supplies conform to establishedpublic health standards• The council’s wastewater systems support and promote safeand sanitary conditions• The community has access to quality recreation and leisurefacilities• The council encourages community involvement in sportingand leisure activities.Safe WaikatoA district where people feel safe and supported within theircommunities.• Residents feel safe in their community• Appropriate lighting is provided for parks, reserves, roads andpublic places• Infrastructure projects take account of public safety and thecouncil works with external agencies and the community tomaintain and improve safety• Emergency management structures are in place to deal withdisasters and key contacts and plans are well communicated• Community education, including road safety and graffitireduction, is undertaken by the council.

7The waikato contextCOMMUNITY OUTCOMESACCESSIBLESUSTAINABLETHRIVINGHEALTHYSAFE

8NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILFrom theMayorand ChiefExecutiveWe said in our draft document,that people often greet theprospect of reading a councilLong Term Plan as they mightview watching paint dry. We’reencouraged that around 300people found it interestingenough that they were promptedto provide us with constructiveand informative feedback.We know many more will have read the document and/orthe summary. The submissions we received along with generalfeedback from public information evenings, provided us withvaluable insights into what concerns you have about yourcommunities. Thank you for taking the time to get involved.As we made our decisions, we had to keep in mind ourstrategic direction, building on the foundations of what wealready have to enable us to take advantage of future growth,both economic and population while being careful not toover-reach; being financially prudent in recognition of the hardeconomic climate we have to deal with.We know that providing amenities and facilities, as highlightedby many submitters, contributes to the overall community, yourwork, leisure and lifestyles. However, the impact of any decisionsto provide for these things also impacts on rates, which isa major issue for most ratepayers.So, our approach has been to maintain what we have in theknowledge that we have a strong foundation on which tobuild for the future. As a result of our decisions, the increasein the general rate will be 2.3 per cent for the year from1 July 2012, which will enable us to maintain our existingassets and infrastructure.In 2010, properties were revalued, so while 2.3 per centis the amount of the increase for the council, your generalrate increase could be more, or less, than this because ofthe revaluations.The effect of the revaluations, coupled with last year’s ratesreview, meant some properties would experience big increasesin rates. To counter this, we have put in place a transitionalrates remission policy which will provide relief for those whoseproperties are most affected.We have also increased targeted rates for water, wastewater,and refuse. This wasn’t an easy decision - the increases willhave an impact on individual households. We also have to beprudent, and we cannot fund the operation of services such aswater, wastewater and refuse, from the general rate. We haveincreased these charges because the operating accounts are indeficit and to be financially sustainable we need to get theseaccounts back into credit.

9From the Mayor and chief executiveSince the draft plan was developed, further information aroundactual levels of debt, related interest assumptions and progressof current financial year work programmes have had to befactored in.One of the results of this is a reduction in the level ofdevelopment contribution levies from those proposed in thedraft Development Contributions Policy. Actual subdivisionactivity started since February has required us to update ourgrowth assumptions; we have still maintained a conservativeapproach towards growth, but the initial stages of developmentare proving to be underway faster than anticipated.That this includes industrial development is encouraging,because it contributes to our district’s economic base and helpscreate local jobs for local people.We’ve also heeded public feedback regarding potential savingsin interest gained from sourcing our funding from the LocalGovernment Funding Agency, and will be using these savings toreduce the general rate. This too, has contributed to the level ofgeneral rates increase, down from the 2.4 per cent signalled inthe draft plan.This plan describes our direction and strategy for the future.There will be growth, mainly from Auckland, which we haveto provide for in our infrastructure.Our decisions have been made keeping in mind our guidingprinciples – Economic, Energy and People – to ensure thedistrict is on a firm footing,It’s also important that we factor the influence of the newWaikato Expressway into our planning. With that in mind,we have included the start of structure plans for Tuakau andNgaruawahia in the next two years, with a plan for Huntly tostart in 2017. These plans are vital to these towns’ developmentand to how we can take advantage of the possibilities theexpressway offers in the years ahead.Allan SansonMayorWhile this Long Term Plan reflects our drive for financialprudence and maintaining what we have, it also looks tothe future, so our district can meet the challenges and realiseour potential.Gavin IonChief Executive

10NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILMai i teKoromatuaraaua ko teKaiwhakahaereMatuaI kiia ai e maaua i too maaua pepa i whakaritea i mua, heuaua te paanui, me te whiriwhiri, i te ngako o ngaa maherewhaaingaroa o ngaa kaunihera o te motu, naa te roa me ngaaaahuatanga whakatakoto o aua mahere raa. Ahakoa, kei teharikoa te kaunihera, kua urupare mai, kua tuku tuhinga maihoki, e tata ana ki te 300 taangata.Kaaore e kore, kua paanuitia e te tokomaha, te Mahere i tuhiatuatahi, te whakahiiatotanga raanei. He koorero tino whaiwhakaaro mai i roto i aa koutou tuhinga ookawa i tukuna mai,me ngaa urupare i kohikohia i ngaa whakaaturanga ki te haaporii eetahi poo – araa noa atu ngaa huarahi i whaia e koutou ki tetuku whakaaro mai. He mihi nui ki a koutou katoa i whai i ngākaupapa whakapakari i te haapori, i te rohe tonu.I a maatou i whiriwhiri i ngaa whakatau, i aata aro maatou ki teanga rautaki o te kaunihera,me te tupu aa- ohanga tonu, moote waa ka tokomaha kee atu ngaa taangata o te rohe - engarikia kore e wareware ki te tiaki pai i ngaa puutea, moo ngaauauatanga aa puutea o te waa.Kua aata rangona ngaa hiahia a te tokomaha, me pakari tonungaa raatonga hei painga moo ngaa kaiutu reiti. Engari anoo metuupato kia kore e taumaha rawa ngaa nama reiti hei utu.Noo reira, ko taa maaua whiriwhiri, he tiaki i ngaa rauemi, ngaarawa o naaianei, me te mau tonu ki te tuuaapapa i whakariteai mua, ka puawai te tupu, aa toona waa. Ko te whakatau, ka pikingaa reiti whaanui e 2.32 paiheneti. Maa te peenaa, ka mau tonuki ngaa whakahaere me ngaa rawa, o teenei waa.I waariutia ngaa whare me ngaa whenua o te rohe i te tau 2010.Naa reira, ahakoa ko te paiheneti o te pikinga reiti he 2.32; herahi ake, he iti iho raanei, te nama reiti whaanui, i runga i te piki,heke raanei o aua waariu hou.Naa aua waariu hou, me te aromaatai reiti o te tau kua pahureake nei, i whakapae maatou he nui rawa ngaa pikinga reiti mooeetahi. Koiraa te take kua whiriwhiritia he waa e taea ai te aaraii te taumaha o ngaa pikinga reiti, araa he kaupapa here hou:Transitional Rates Remission.

11Mai i te Koromatua raaua ko te Kaiwhakahaere MatuaKua whakapiki ake ngaa reiti wai, ngaa reiti parawai me ngaareiti kawe para. He uaua te whakatau i taua pikinga, naa te korehiahia kia taumaha ngaa nama mo ngaa whaanau o te rohe.Engari, me tiaki puutea hoki. Noo reira kua tau te whakaaro kiakore e utu i eenei raatonga tuku para, mai i ngaa reiti whaanui.Kua piki te utu moo eenei momo reiti i te mea kua pau rawangaa puutea i whakaritea moo eenei raatonga. Naa reira mewhakaemi ake i ngaa puutea moo te whakahaere i eeneiraatonga.Mai i te waa i whakawhanaketia te Mahere Whaingaroa i tetuatahi, kua aata tirohia te nui o ngaa nama, ngaa whakapaengaarauemi, me te whakapaunga puutea moo te tau ohanga. Kuamaarama mai, kua maahea mai aua aahuatanga i naaianei.Naa eeraa aahuatanga katoa, kua iti iho ngaa taakoha KaupapaHere Whakawhanake (Development Contributions Policy) ieeraa o whakaarohia i mua.Kua aata whakaarohia te puutea, kia kore e tere te whakapau- engari kua rahi ake ngaa waahi hanga whare ki eeraai whakaarohia i te mahere tuatahi - naa reira, kua rahikee atu ngaa whakapaenga naa te tere kee atu o te tupuwhakawhanake. Mai i te tupu i te whakawhanake o te ao pakihi iroto i te rohe, ka whai mahi eetahi o ngaa taangata o te rohe.Kua aata whai hoki maatou, i ngaa urupare kua tukuna mai epa ana ki te tono moni mai i te putea o te kawanatanga rohe(Local Government Funding Agency). Naa te whai i aua tukangakua iti iho ngaa reiti whaanui i whakaarohia tuatahitia.Ko teenei mahere he anga whakamua, he rautaki hoki, moongaa raa kei te heke mai. Ka tupu te rohe, mai i a Tamaki tenuinga – me eetahi atu waahi.Kua whiriwhirihia ngaa whakatau, i runga i ngaa maataaponoOhanga, Hihiri, me te Tangata, kia pakari te tuu.E tika ana kia whakakaupapa i te Ara Matua Hou o Waikato,me te whaipaanga o teenei ara hou ki te whakawhanaketangao ngaa haapori o te rohe i roto i ngaa whakatau. Naa reirakua whakaritea ngaa anga mahere whenua moo Tuakaume Ngaaruawahia i ngaa i tau e rua e heke mai nei – kawhakaarohia kia rite anoo te tapiri i a Raahui Pookeka i te tau2017. Maa aua mahere, e taea ai eenei taaone te whakawhanake– moo muri, ka mahea mai ki a matou he aha ngaa painga katau ki a maatou mai i te ara matua raa.Kua whai maatou ki ngaa whakahaere e tiaki ana i te puuteamo tenei waa, me nga tau e heke mai nei, kia kokiri tika atu ingaa tino whaainga o te rohe, kia puawai te tupu o te rohe,hei painga ma te katoa.Allan SansonKoromatuaGavin IonKaiwhakahaere

12NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILNavigatingthe planThe Long Term Plan defines howwe believe the council can, with thecommunity, help the Waikato districtprosper during the years ahead.The council’s vision is to be a recognised leader in creatinga district that prides itself on economic excellence, localparticipation and sustainable communities. You‘ll see throughoutthis document the elements community board and committeemembers along with other community groups see ascontributing to this vision for Waikato district.A vision can’t stand on its own, so we’ve also addressed howwe’re going to make it a reality. This section of the plan discussesthe forces and challenges we’re facing, as well as the moreimmediate issues that will have a long term effect.Then, our guiding principles (People, Energy, Economic) clarifywhat it is that guides our decisions. Central to these are theoutcomes our communities want, and the social, cultural,economic and environmental well-beings necessary for astrong district.We also have some strategic priorities (managing affordability,enabling economic development and valuing natural resources) thatalign to these guiding principles. There’s a lot we’d like to do, butwe can’t do it all, and have to stage what is done,when and where, keeping within our means, and in linewith our direction.Our eight groups of activities (see pages 47-103) contain thework programmes that bring it all alive. They include our targetsso we can measure what we do and how well we do it, andour timeframes.We also have to make some assumptions when deciding whatwe do – such as projections for population, because the censuswas postponed because of the Canterbury earthquakes, andfinancial assumptions – you can find out more about these onpages 18-32 in Volume Two.Guiding principlesENERGYECONOMYPEOPLEENERGYECONOMYPEOPLEENERGYECONOMYPEOPLEPEOPLE• Community engagement• Managing diversity, aspirationsand capability• Building relationshipsand partnershipsECONOMY• Encourage innovative thinking• Prudent financial management• Stimulate sustainable growthENERGY• Active leadership• Sustainable managementof natural resources• Empower

13Navigating the planVISIONPrinciplesPeopleEconomicEnergyOutcomesSustainableAccessableThrivingHealthySafeStrategicdirectionCreate a districtthat prides itself oneconomic excellence,local participationand sustainablecommunitiesStrategicprioritiesManagingAffordabilityLifestyleLook after what we haveProvide for futuregenerationsEnablingEconomic DevelopmentEncouraging jobsEnabling district planningInfrastructureEncouraging innovationWellbeingsSocialCulturalEconomicEnvironmentCouncil workprogrammeValuingNatural ResourcesResource managementProtecting our environmentWater, wastewaterBudgets How we did Reviews Timelines

14NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILScanningthe horizonBackground to the planWaikato district has a large area, and few people, with most ofus getting on with our own day-to-day issues and viewing widerissues as someone else’s concern.However, the global financial crisis has had a direct effect onNew Zealand and the Waikato. Jobs have been lost, incomeshave dropped and business opportunities reduced. As acommunity, we need to deal with these immediate challengesas well as take a longer term view.This plan highlights the immediate and long-term challengesthe council has to meet and solve. You’ve consistently told usyou can’t absorb big rates increases. We also know we haveto provide for growth over the long term, now. This meansspending up front to provide the facilities and infrastructureneeded for that growth.How we fund that is a hard decision – increase rates now tofund the projects we need? Or, borrow, with future generationspaying for both the capital cost of the projects as well as theiroperation and maintenance costs.Our district is anticipating growth in particular areas – Pokeno,Te Kauwhata, Tamahere, Tuakau, and also industrial growth atHorotiu, where we expect residential growth to be limited toin-fill. As a result, each of these areas need new infrastructure.We have to upgrade other infrastructure if we are going tomeet the standards you expect (see the Groups of Activitiesfrom page 47 for details).These and other issues, such as government legislated change,impose costs on the council that have to be funded. But, thereality is we can only do what is affordable and sustainable.More details about this can be found further on in this plan,in particular in the Financial Pathway section on pages 29-45.And while we have to balance present-day expectations withfunding and providing for the future, we also work within thewider national, regional and sub-regional context described onthe following pages 14-17, which has a direct impact on ourdistrict.Regional influence creating localopportunitiesCentral government policies and legislation have had an impacton our district; particularly with Auckland’s local governmentrestructure resulting in part of Franklin now included inWaikato district.The Auckland Plan and related Economic DevelopmentStrategy both affect our district. For instance, Auckland Councilproposes a compact city with higher-density living in the existingbuilt-up area to cope with the Auckland region’s expectedpopulation increase.This is likely to be an incentive for those wanting a differentlifestyle to move south, where it’s more affordable – Auckland’sranked in the top 20 of the world’s most expensive cities to liveand housing is unaffordable for many.According to Statistics New Zealand, 63 per cent of Waikatodistrict’s working residents go outside our district for theirjobs. Equally, Auckland’s Draft Economic Development Strategyaims to increase business investment in that city. The WaikatoExpressway will also bring change for the region.These will all impact on our district, providing both challengeand opportunity. We want to help create opportunities formore local jobs that contribute directly to the local economy.This will also help prevent our towns becoming ‘commuter’towns. Therefore, attracting industry and business to the districtis important, and will be part of our own new EconomicDevelopment Strategy.Future ProofFuture Proof is our plan for future urban and rural land use,transport, natural and cultural resources, roads and essentialinfrastructure. It’s important we have our plans in place now,because we estimate there will be almost 500,000 people livingin Hamilton and the surrounding Waikato and Waipa districtsby 2061.Future Proof is a growth strategy specific to the Hamilton,Waipa, and Waikato sub-region and has been developed jointlyby Hamilton City Council, Waikato Regional Council, andWaipa and Waikato District Councils. Other key organisationsand groups involved in the project include Tangata Whenua,New Zealand Transport Agency (NZTA) and Matamata-PiakoDistrict Council.

15Scanning the horizon63 %Residents commuteout of the district37 %Residents workingwithin Waikatodistrict52 %ShortfallWorking residents(28,110)48 %Jobs available(13,620)residentsworkingin Waikatojob availabilitywithin WaikatoThe Auckland reorganisation has prompted other councilsto shift their perspectives - to change what we do and howwe do it. It has brought the concept of shared services andaligning regionally with Waikato councils, already under way, intosharper focus. This is particularly important when consideringaffordability and sustainability; how to provide the services youwant and expect, while still being financially healthy.The regional perspective is reflected in the Regional PolicyStatement. This document is about the region’s environmentalissues and how the natural environment and resources can bemanaged.Some of the issues include the management of scarce naturalresources and the effects of climate change. Energy demandshave risen, creating demand for energy resources and this hasan impact particularly on our district.The health of the Waikato River, which is an important national,regional and local resource, has gradually deteriorated overthe years, putting an added importance upon our partnershipthrough the Joint Management Agreement with Waikato-Tainui.There is also an increasing demand for coastal and rural livingand given our district stretches between the west and eastcoasts and is mainly rural, this has an impact as well.So whatever we do now and in the future must take all of theseissues within the Regional Policy Statement into account.Future Proof, which looks forward to 2061, is a good exampleof how we are working sub- regionally. This sub-regionalgrowth strategy does not yet take account of the addition ofthe Onewhero and Awaroa Ki Tuakau wards and extension ofthe Whangamarino ward to our district. However, this LongTerm Plan does provide for these new areas and these revisedgrowth numbers will also be used when we review our districtgrowth strategy.This type of collective planning and action betweengovernment, residents and businesses is critical to the long-termsuccess of our region and is reflected in the way we are alsodeveloping our partnerships within Waikato district.Future Proof is about managing our growth collaboratively,providing a framework for future co-operation andimplementation. It paints the big picture for the Hamilton,Waikato and Waipa region and discusses what it might belike in 50 years time.It covers the four key areas of development – residential, ruralland, business and industrial land, and retail and commercialdevelopment – and what might happen in those areas and when.

16NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILFuture Proof outlines a vision of thriving towns and ruralcommunities; protection and sustainable use of our naturalresources; affordable and sustainable infrastructure and stronggovernance and partnerships. Its forecasts are based onpredictions of high growth – that the population will doublein the next 50 years. However in response to other changesaffecting growth, such as the impact of the global economic crisis,Future Proof partners have selected a more conservative growthscenario for the purpose of their long term plans.This Long Term Plan provides for the infrastructure and amenitieswe need to ensure our growth is sustainable and affordable.A vibrant and sustainable WaikatoThe Waikato District Growth Strategy helps us make the FutureProof vision a reality, addressing issues our district faces.Waikato district is at the heart of the ‘Golden Triangle.’ Wewant it to be a strong heart - a district with energy and vitality.Managing our natural resources - especially with changes inour climate that affect our pastoral and dairy industries – callsfor leadership and innovative thinking within the council, ourpartners and the wider community.We will be working, to define and develop a strong andcompetitive environment for these industries and others suchas tourism, transport and manufacturing. This will have a stronginfluence on the three key issues influencing population andeconomic growth:• Increasing growth pressure from outside the district• Continued improvements to transport routes, in particularthe Waikato Expressway• The economic influence of Auckland, Hamilton and TaurangaWe want to revitalise our towns and villages to make the mostof the amenities and infrastructure we have already (roads,water and wastewater systems, leisure and recreational servicesetc), as well as reducing traffic congestion and helping increaseemployment.At the same time, the rural land that provides a strongeconomic base for the district, and which has a lot of potentialfor more production, needs to be protected. In 2011 we askedfor your feedback on a variation to our District Plan (PlanChange 2), which will guide our district’s growth, particularlyin our rural and coastal areas. This is part of our strategyto meet the challenges of growth, while still protecting ourland, waterways and wetlands, and encouraging sustainabledevelopment.Structure plans help to better plan and co-ordinate how townsand their surrounding areas will expand. These will providemore certainty for developers and local communities aboutfuture development. You can read more about structure planson page 76 of this plan under Sustainable Environment.Economic summitWhat we do now, determines our future. So, it’s up to all ofus to decide what our future will be. In November 2011, thecouncil hosted an economic summit, to bring our industryleaders, innovators and the council together to help us shapean economic strategy for the Waikato district.Creating this future is about everyone working together onthe big picture, ironing out the details, and making connections.What came out of that day was that we as a council must bean enabler – to create the environment so that everyone cancontribute to our economic development. This will be vital forour long-term future sustainability.Partnership to create synergies between industries,communities, government and local government is essential toensure industry growth and generate more export products.We have started down this path with our partnership withWaikato Tainui through the Joint Management Agreement toco-manage and restore the Waikato River, and to enhanceour relationship in areas of common interest.We want to take this style of working in partnership further,to help develop connections between businesses, betweenbusinesses and the council, aligning our plans and priorities.To do this, we are putting funding towards economicdevelopment including specific projects and an in-houseresource. This will help us create opportunities and energy; abusiness-friendly approach to enable business and industry toestablish their businesses in Waikato district, removing barriersand constraints; telling our story so people will want to visitand work and live here.More details about how we’re investing in our economicdevelopment are on page 87 in the Sustainable CommunitiesGroup of Activities.

17Scanning the horizonRegional influence creating local opportunities

18NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILOurproposeddirectionNavigating the Future is about howwe respond to today’s challenges whileplanning for the future – our strategyto get to where we want to go and theactions we’ll take to get there.Strategic PrioritiesThe council has adopted the People, Economic and Energyprinciples to lead and guide our decision-making. Theseprinciples are particularly important as we weigh up what’sneeded, with what we can afford and our priorities; andaffordability is a key element in this plan, reflected in ourbudgets in Volume Two..People in partnershipPeople give this district its distinctive and vibrant character, thediversity and sense of community that make Waikato strong.We have to balance affordability alongside what we would like,what we need, providing choices for living and the amenitiesand services to support that, and create an environment todevelop industry and employment opportunities. Part of thisis working in partnership with the community to build on thestrengths of our many towns. Consultation and communityfeedback on the draft plan plays a valuable part in our decisionmakingand achieving the balance between wants and needsdistrict-wide.The council set a precedent when it signed the JointManagement Agreement with Waikato Tainui, which came outof the Crown settlement of the Waikato-Tainui river claim. Thispartnership is in line with the council’s priority to look at futureopportunities, to develop new partnerships and strengthenexisting ones; to recognise the diversity of the district whilebringing it together to build a vital community.A productive districtOur strong rural economy and the mining sector, underpinsour productivity. If we’re going to expand on this for thefuture, we need innovative thinking to remove barriers toindustry and encourage growth. Alongside this, we want toprotect our valuable productive rural land. The District Planhelps us balance this, with industrial development within setboundaries and ensures we don’t have unsustainable urbansprawl into rural areas.How the district develops – the roads, land use, location ofbusinesses and employment - influences people as to wherethey’re going to live. So our infrastructure, amenities andservices, leisure and recreation facilities should be the drawcardfor people, to encourage their investment in the district(more details in the groups of activities pages 47-103). This stillneeds to be balanced with economic reality, maintaining whatwe’ve got while making the most of growth opportunities.ENERGYECONOMYPEOPLEENERGYECONOMYPEOPLEPEOPLEENERGYECONOMYPeopleManaging affordabilityIncrease our partnerships and connections within thecommunity and with residents and ratepayer groups sothat what we provide is in line with what the communitywants and needs.Provide value and be prudent with our funding, whilestill providing the services and facilities the communityneeds and expects.EconomicEnabling economic developmentStimulate sustainable growth, promoting the district tobusiness and industry, generating jobs to support bothour current workforce and those we want to attractto live in the district. With the Waikato Expresswaybypassing Huntly and Ngaruawahia, it is important weincrease opportunities for people to find work locallyso that these towns will continue to thrive.In the next three years, we will develop initiatives toattract businesses to Waikato district, develop strongpartnerships and help business and industry leadersconnect to work together for their mutual benefit.Maintain the infrastructure we already have, in particularrecognising the extra 100 km of roads ($1million extrain basic maintenance costs per year) to be maintainedwhen the Waikato Expressway is completed.EnergyValuing natural resourcesWe want to manage the amount of wWe wantto manage the amount of water we take from theWaikato River, (in line with our commitment to comanagementof the river with Waikato-Tainui underthe Joint Management Agreement) and improve waterconservation and storage. Our programmes will allowfor better leak detection and also for higher drinkingwater quality (see the Water Group of Activitieson page 49). We will continue our water meteringprogramme and all new properties will have watermeters.We will be enforcing wastewater on-site treatment anddisposal requirements so that we can better protectour environment, as well as ensuring our wastewaterinfrastructure is well maintained or upgraded to meetcommunity requirements to protect public health.We also want to reduce the amount of solid wasteand rubbish going into our landfills, with our WasteManagement and Minimisation Plan dealing with betterrecycling of household waste, including green waste.(See page 23 and Sustainable Environment on page 72)

19Our Proposed Direction

20NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILAlong with Tuakau, Te Kauwhata and Tamahere,Pokeno is predicted to be a target area forWaikato’s long-term population growth, poisedto take advantage of being an affordableoption to Auckland. Waikato District Council’sstrategic direction is taking this growth intoaccount within this Long Term Plan.

21Building on our potentialBuilding onour potentialThe decisions detailed inthis plan will have a stronginfluence on our futureand on how we realiseour district’s potential.Auckland’s development plans will affect the Waikato. Itsspatial plan and economic development strategy will affecthow our existing and potential partners view our district andwhat they believe it can offer.This can be positive for us especially if we are proactive soour voice is heard. Land is currently cheaper in our district,and businesses can set up and reap the benefit of existingservices and communities close to rail and the expressway.Housing that’s close to transport, with easy access to jobs,makes the Waikato an attractive option – we’re in an enviableposition where northern growth could contribute to astronger Waikato.On the other side of the ledger, we need to have the answerto how, now and in the near future, we can provide a positiveenvironment to attract people, industry and commerce toinvigorate the district, and the cost of doing so.With this in mind, our plan reflects today’s economic reality,while still not prejudicing future potential opportunities. Thefollowing are the key decisions which will make this happen.

22NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILWaikato Expressway and roadsStarted in 1992, the NZ Transport Agency’s WaikatoExpressway project will take heavy traffic off roads in Huntly,Taupiri, Tamahere and Ngaruawahia making travel and transportof goods between Tauranga, Hamilton and Auckland faster andmore economic.As the Waikato Expressway stages are completed, parts ofthe existing state highway network will become local roads.This means there will be added costs for the council, andtherefore for ratepayers, of about $1 million per year forbasic maintenance. Details about this are on page 65.Over the past two years, we’ve taken advantage of lowerconstruction costs to get our roads to a high standard,essentially using three years of our NZ Transport Authoritysubsidies in the first two years. So, comparatively the 2012budget is lower. Our approach to roads is to maintain themto present standards, but there are some uncertaintieswhich will resolve over time.We will discontinue road seal extensions (at about doublethe cost per kilometre to maintain when compared withunsealed network) for the foreseeable future. This is so wecan concentrate on projects that will maintain our currentroads and those that are predominately growth driven.We don’t know for sure what the effect of the expresswaywill be, but it’s expected there will be less heavy traffic on localroads, which should reduce maintenance costs.However, it could be that our roads will show wear towardsthe last three years of this plan because we will be maintainingthem on a reduced basis compared to the past two years.Because our sealed roads are classed as at an above averagestandard, the effects of our approach will mean our roadsshould still be classed as an acceptable grade.Offsetting this, growth and a more positive economy by thattime could also change our focus to once again increasing ourservice levels for roads. Right now, however, the wisest coursefor us is to keep maintaining our roads at the present level,acknowledging the longer term effects of this option.Town developmentNorthern and mid-Waikato – Te Kauwhata, Pokeno andTuakau - hold the most potential for growth, along withTamahere. The Waikato Expressway affects the developmentof these townships, so we need to invest in infrastructure toaccommodate the changes to come.In Pokeno, further residential and new industrial lots areexpected to go on the market this year. Auckland residentsare likely to look south to live in an effort to find affordablehousing. However, while we think growth could be high, theeconomic recession might offset this. Also, we have to provideinfrastructure and facilities now, for that future growth. Muchof this will be funded from development contributions asdevelopment gets under way but in the meantime, we willhave to borrow to fund these projects.“We will discontinue road sealextensions for the forseeable future”We have begun consulting with the existing Pokeno communityabout wastewater services and how this will be funded. Moredetails can be found in the section about wastewater on page23 and in the Groups of Activities on page 55.Te Kauwhata’s structure plan was delayed because of an appeal.Once the interim decision from the Environment Court isfinalised, it will become fully operative. Our works programmeincludes core infrastructure – roads, water, stormwater andwastewater, as well as developing a walkway network.A scoping study has identified what is needed for planningin the area from Ngaruawahia to Tuakau. The major newdevelopment proposed by Auckland for its southern areas, andthe construction of the Waikato Expressway, will have majorimpacts on this area during the next 10 years.As a result of this scoping study, the development of theTuakau structure plan is timed for 2012 to 2016, theNgaruawahia structure plan for 2013 to 2017, and the Huntlystructure plan for 2017 to 2020. The Matangi and Te Kowhai/Whatawhata structure plans are timed for 2018 to 2022 andthe Gordonton structure plan for 2019 to 2022.We’ll be working closely with our communities, business andindustry partners, and with Waikato-Tainui through the JointManagement Agreement, so that these towns can develop inthe best way possible.We are still considering where the Ngaruawahia library willbe accommodated, after its closure in April 2012 because ofsafety concerns. Budget to cover temporary relocation hasbeen added for 2012/13 and 2013/14. We’ve also allowed$400,000 in 2014/15 for the replacement or repair of thelibrary. The Ngaruawahia community will be consulted onthe potential options.The closure of the Ngaruawahia Library was as a result ofrecent seismic investigation work. While the library buildingmay never experience any related problems, the council has totake account of public safety. A seismic strengthening budgetof $200,000 has been set up in the first two years of the planin case any works need to be undertaken on other councilowned properties.We’ve budgeted upgrades of Horotiu’s water and wastewatersystems along with roading intersection improvements, fundedin conjunction with developers, to address industrial growththere. In the last Long Term Council Community Plan, weidentified Horotiu as potentially having residential growth aswell. However, because of the expressway and the proximityof Hamilton, Ngaruawahia and Te Kowhai, we no longer expectresidential growth in Horotiu, apart from small amounts of infill.The industrial growth there will take advantage of the nearbyrail and expressway.In 2011, we asked the Tamahere community what they wantedfor their structure plan. Funding is included in the budgets forroad construction, as well as stormwater work to manage theextra runoff from new developments, and walkways to providewalking and cycling connections within the community.

23Building on our potentialIt’s important we get our planning right across the wholedistrict. Doing too much carries the risk of over-exposurefinancially. Doing too little equally has a cost, economicallyand for our communities.Reducing our wasteWe have a Waste Management and Minimisation Plan fordealing with recycling, household rubbish and organic waste(food and garden waste). We are already recycling, but thereis still a lot that could be recycled that ends up in the landfill.We have budgeted $38.6 million for solid waste collection anddisposal over the 10 years. Of this, we have budgeted $2.2million to consult on and implement the resulting waste plan.As part of our Long Term Plan consultation, we asked for yourviews about reducing our waste and this feedback has provided uswith insights that will help when developing the final waste plan.In 2013, we will consult on a by-law aimed to collectinformation from commercial waste operators, and monitorthe volumes and movement of waste within, into and out ofthe district.In 2014, we will, in consultation with the community, reviewour kerbside recycling. Depending on the option decided,the refuse rate will change to suit.The three watersWater, stormwater and wastewater are three core services for allcity and district councils. We have reviewed options for providingthese services. This is particularly important given the number ofmajor projects needed to continue providing present services aswell as catering for growth in the next 10 years.To reduce the cost of providing these services, we will bringall our water, wastewater and stormwater service deliveryin-house as this is more cost-effective than the mix of businessunit and outsourcing that has been used.We are looking at ways to work more closely with HamiltonCity Council, which already sells us water for parts of ourdistrict, and Waipa District Council.The Future Proof partners (Waikato Regional Council, Waipaand Waikato District Councils, Hamilton City Council, andTangata Whenua) will be consulting on a sub-regional ThreeWaters Strategy. This is a long-term vision for water, wastewaterand stormwater in the councils’ areas (the sub-region),identifying key issues for managing water and what we needto do to address them. It is also the first step in combining ourmanagement of water and associated issues.WaterWe have been spoilt being close to the Waikato River andhave tended to take access to water for granted. Quality is oneaspect of water we also undervalue, but which comes at a cost– we need to think about affordability as well as encouragingconservation.The government has set new grades for water quality and tomeet these will mean more investment in our water treatmentsystems. We had to decide what level of water quality is rightfor us, and what that means for our ratepayers and for existingand potential water-reliant industries.Responses to consultation in 2011 showed in general, peoplefavour better quality drinking water. We considered improvingour water quality to Bb which would cost about $440,000 oraround $34 per connection each year. However, we also hadto think about cost and affordability.Therefore, we will improve the water grade to Cc over time.And, in the past year we have upgraded the water system inNgaruawahia and Raglan as part of this programme to improvewater quality.Our metering programme is also more than halfway complete,and payment for consumption, rather than a fixed chargeonly, will encourage water conservation and therefore waterbills will reduce. As a result of work undertaken during theconsultation period the council has decided to align thewater-by-meter usage charges for Southern and WesternDistricts with the District Wide charges from 2013/14onwards. The charges are proposed for these areas toincrease from $1.75 per cubic metre to $1.84 in 2013/14and $1.98 in 2014/15.We would like to have district-wide charging for water, whichcould be put in place once the metering programme iscomplete. But there are issues to be worked through before wecan do this, so the existing targeted rates structure will remainthroughout the period of the plan.We have planned major projects in Ngaruawahia, Huntly,Pokeno, Te Kauwhata and Southern Districts. In Horotiu, bothwater and wastewater projects will be undertaken as industrialdevelopment comes about.You can find out more about these projects in the Groupsof Activities on pages 49-54.WastewaterWe have small villages through to larger towns, somegrowing, others remaining static and some on difficult terrain.Their growth, upgrading requirements and impact on theenvironment are all key issues.There are several aspects to this – funding of new wastewatersystems (rates and/or private contribution) and affordability.Cost is a major factor for individual ratepayers and for thecouncil, which must keep in mind whether to extend existingpipes and plants, build new plants or investigate the viabilityof other options.One of the biggest projects will be wastewater reticulationfor Pokeno, which is predicted to be a major growth area forour district and where new development is already under way.While predictions are for high growth in this area, it is uncertainwhen this growth will take place given the economy and thepossible spin-off effects from Auckland’s plans. We have to fund

24NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILthis development for growth upfront and recoup the fundsfrom later development contributions; while we’ve updatedthe population projections in this area, we’ve still taken aconservative approach in estimating future growth. The mainchanges relate to industrial development rather than residential.The system, which will be connected to the Watercare plant atTuakau, will be gradually extended to match growth demand.We have also begun consulting with the Pokeno communityabout connecting existing properties to the wastewaternetwork. The budget is $9.1 million, presently scheduled for2012 to 2015, funded from development contributions andcapital contributions. The proposed development contributionlevies and capital contributions can be found on pages31 and33. The costs to connect to the Watercare Treatment Plantare in addition to these programmed capital works, and areincluded in the proposed charges.Early next year, the council will be installing a wastewaterreticulation system for properties on the Whaanga Coast. Whilemost residents supported the project, cost was a contentiousissue. We know it is difficult to meet this type of cost and thereare several small towns that will also need to address thisissue in the future. In the past there was a government subsidyscheme, which we used to help fund such projects. Howeverthis is not available any more.This is why as a result of consultation feedback on this projectin 2011, we decided to adopt a 60:40 funding split between thecommunity and the council for the capital cost, with the councilmeeting its 40 per cent share from a loan with interest to becovered by the general rate. This model could be proposedto address other areas where wastewater disposal is a seriousproblem. Community consultation will be carried out at the time.We also decided to delay the capital contribution charges thatwill fund the project to 2013/14, because the connections willnot be available until the beginning of 2012/13.You can read more details on the major wastewater projectsin the Groups of Activities on page 56.StormwaterOne of our major stormwater projects is to extend reticulationin Raglan, where the clay soil makes it difficult for individualproperty owners to get rid of stormwater run-off. If this is notdealt with soon, the amount of runoff will affect the wastewatersystem and create surface flooding issues.We are also planning to upgrade stormwater systems in Huntly,Tuakau, Pokeno and Tamahere.More details about stormwater projects can be found onpage 62.RatesRates form the greater part of the council’s revenue, and weare conscious that in today’s economy, it’s not easy to makeends meet. The council has exactly the same challenge.And while we want to achieve great things for the Waikatodistrict, we have to be realistic, and think about whether wekeep what we have well maintained, create new infrastructureand amenities or strike a medium between the two and if so,how. With affordability in mind, we also wanted to minimisethe rates increase.In 2011, we reviewed our rates structure, and the propertyrevaluations were also carried out so in future, the revaluationswill be done at the same time in the former Franklin andWaikato districts.The last valuation straddled the economic crisis, so there werebig movements for the former Waikato district.The capital value in the former Franklin district properties nowaccounts for a greater percentage of the overall district’s capitalvalue. While the movement overall was about 2 per cent, therewill be big variances between different sectors such as rural,urban, lifestyle.The property valuations are used as a basis to calculate howmuch you are charged.Secondly, the rates structure is about how much of the fundsraised come from general rates, targeted rates for servicesreceived (such as for refuse, halls, wastewater etc), or a uniformannual general charge (UAGC) – in other words, how the ratesare apportioned.As a result of the review, we changed the rate of the UniformAnnual General Charge from 22 per cent to 25 per cent($403).Targeted rates for stormwater were also changed. We heardcompelling argument from residents on the question of payingstormwater rates based on capital value. Stormwater will nowbe charged as a uniform targeted rate for all urban stormwatercatchments ($194.26).We have also included the former Franklin targeted rates forTuakau town upgrade, transport, economic development andthe Hunua Rural Fire into the general rate.The combined effects of the amalgamation of part of theformer Franklin area and Waikato district, the merging of twodifferent rating systems and the property revaluation alignmenthas had a significant effect on rates for some properties.Therefore we have adopted a one-off, two-year policy to helpaddress the rates increases brought about by these changes.This is part of our whole affordability of rates proposal. Wewill fund it from interest earned on the Franklin DistrictDevelopment Fund, which is a reserve fund from the sale ofthe former Franklin district’s Auckland Airport shares. When thetransitional rate policy ceases in two years, this interest will goto reducing the general rate, as happens with interest from theHamilton East Property Reserve. The cost will be $204,515 in2013 and $23,257 in 2014. The remission policy can be foundon page 131 in Volume Two.The policy doesn’t apply to properties where the rates haveincreased simply because of additional capital improvements.The table on the next page shows the limits to qualify for the

25“We have adopted a one-off, two-year policywhich will help address the rates increasesbrought about by these changes.”Building on our potentialTransitional Rates RemissionValuation SectorMinimum Thresholds$ changeof at leastcoupled with a %change of at leastMaximum remissionResidential $300 10% Total rates increase less $300Lifestyle $500 10% Total rates increase less $500Non-residential $1,500 10% Total rates increase less $1,500 but no more than $4000 totalRural $1,500 10% Total rates increase less $1,500 but no more than $4000 totalExample2011/12rates amount$increase%increaseProposedrates amountQualifiesYesNoAmount ofremissionResidential A $1,200 $240 20% $1,440 - No remissionResidential B $4,500 $405 9% $4,905 - No remissionResidential C $1,000 $400 40% $1,400 $100.00Lifestyle A $5,040 $756 15% $5,796 $256.00Lifestyle B $3,000 $450 15% $3,450 No remissionNon-residential A $2,000 $400 20% $2,400 - No remissionNon-residential B $20,000 $4,000 20% $24,000 $2,500.00Rural A $30,000 $4,500 15% $34,500 - $3,000.00Rural B $30,000 $6,000 20% $36,000 - $4,000.00ReasonDoesn’t reach the$300 thresholdDoesn’t reach the10% thresholdReaches boththreshold limitsReaches boththreshold limitsDoesn’t reach the$500 thresholdDoesn’t reach the$1,500 thresholdReaches boththreshold limitsReaches boththreshold limitsReaches boththreshold limitsremission. There are different levels depending on which sectoryour property is in (i.e. lifestyle, residential etc).As a result of submissions we have applied a consistentpercentage change threshold for each valuation sector of10 per cent. This means slightly more properties will qualify.The direct costs of running the Onewhero-Tuakau, Huntly,Taupiri, Ngaruawahia, and Raglan community boards will berecovered through a uniform targeted rate for each of thosecommunities ($18.20).The actual amount levied through rates, and the increase youwill see in the first rates bill for the 2012/13 year, is determinedby the amount of work approved to maintain current servicesand meet additional needs as the district progresses.The general rates increase will be 2.32 per cent, to meet thecost of the operational projects and work programmes in thisplan ($234.37 per $100,000 of capital value).You’ll see the greatest changes in the targeted rates for water,wastewater, and refuse. The tables showing these changes areon page 34. The water and wastewater charges in particularwill go up. This is because we must get our water andwastewater accounts back into being self-funded – at themoment, they are in the red. The charges for each year of thisplan will get these services back to being self-funded by 2022.As a result of work undertaken during the consultationperiod, the wastewater increases for years 2016-2020 arebudgeted to increase by 5 per cent per annum, and 4 percent per annum for 2021-2022. In the draft plan they werebudgeted to increase at a rate of 2.5 per cent per annumfor these years.The water metering programme is already making a differencein reducing water consumption as people see how muchthey’re consuming and can therefore cut back on their wateruse and consequently the amount of wastewater generated. Asmore people are connected to water meters, they’ll find theycan control those costs much more.We’re also considering including, in the second year of our plan,a targeted rate to cover the impact heavy industries, such asquarrying and forestry, have on our roads.

26NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCIL“We are consulting with the communityon a proposed merger of the existingOnewhero and Whaingaroa wards toform the Onewhero-Te Akau ward.”With the local authority reorganisation, we have also had torevise the dates rates payments are due by, as Franklin’s andWaikato’s were different.The new instalment due dates will be 23 September, 23 January,and 23 May.Commuter rail serviceIn the 2011/12 Annual Plan, we said the council (along withWaikato Regional Council, Waipa District Council, HamiltonCity Council and the New Zealand Transport Agency, KiwiRail,Auckland Transport and Campaign for Better Transport) hadbeen exploring the feasibility and options for passenger railservices between Hamilton and Auckland and any fundingrequired would be consulted on in this long term plan.Since then, we have decided to explore options to extend theservice from Tuakau to Auckland. This decision was based onaffordability and possibly insufficient passengers to sustain theinitial service. A feasibility study is planned and depending onthe outcome the rail platform will be upgraded should theservice go ahead.As well, the New Zealand Transport Agency wants to focus oncompleting the expressway, which means no subsidies for anycommuter rail service.Council representationA poll on Maaori representation on the council resulted inthe proposal being rejected. The council has now reviewedrepresentation arrangements.As a result we are consulting with the community on aproposed merger of the existing Onewhero and Whaingaroawards to form the Onewhero-Te Akau ward. Wardboundaries for Huntly, Raglan and Newcastle would be slightlyexpanded. Raglan Community Board boundaries would beexpanded to include Ruapuke, Te Mata and Te Uku.There would be a total of 13 councillors for the 10 wardsplus the Mayor elected at large. This means a reduction of onecouncillor. The consultation is timed to close on 2 July, after thepublication of this plan.Council-owned companiesWe own, or have a shareholding in, several companies, and ourownership in two of them is being reviewed.Strada Corporation Ltd, formed in 1992, is an engineering,road construction and maintenance and quarrying company,operating in what is a very competitive marketplace. We wantto see a return from this investment that will help offset theamount of general rate required.The company’s board is reviewing the business and will providerecommendations to the council. More information is in theFinancial Pathway on page 44 and in the financial strategy onpage 13 in Volume Two.The other investment is in Waikato Regional Airport Ltd, whichoperates the Hamilton International Airport. This is considereda strategic regional asset. However, changes to our boundaries,the development of the expressway and south-westernmotorway means many of our residents are within an hourof the Auckland International Airport.So, we have decided to review our ownership in the Hamiltonairport and assess whether we are getting a fair return oninvestment for ratepayers. More details about this are onpage 45.

27Building on our potentialLegislative effectsMost of what we do is governed by legislation. At times, wemight have to review what we do under particular laws. Othertimes, the government might change legislation in line with itspolicy, and this can have a direct effect on what we do throughthis plan, and also on the wider community.The new Food Bill, now reported back to Parliament andwaiting for its second and third readings, will have an impact butwe do not yet know what this might be. Details of how someof the provisions will have to be administered are not finalised.Alcohol and where it’s sold is a topical issue in manycommunities. A bill before Parliament is the Alcohol Reform Bill,which aims to address this issue. When passed, it will result ina new Sale and Supply of Alcohol Act expected to come intoforce in 2013 and will have significant implications for our liquorlicensing administration, for both staff and councillors. Amongthe changes, local alcohol plans will be provided for, with thepublic able to have input into these plans. While the plans areoptional, you might be interested in liquor licensing issues andwant to have such plans in place.One option is to include these plans alongside our DistrictPlan considerations, which would help reduce consultationcosts while still including the community in liquor licensingissues. More details about these changes are in the SustainableEnvironment group of activity on page 72.Changes are also being made to the legislation governingbuilding consents. The Building Amendment Bill will amend theBuilding Act 2004, and changes building consent categories,and processing time for some types of consents. It is predictedthat our workload to process consents could drop by around25 per cent, but that could be offset because of the shortertimeframe required for processing consents. Until the bill isenacted, it is difficult to know what effect the changes mighthave for the council. More details are in the SustainableEnvironment group of activities on page 72.Enlarged Rural Fire DistrictThe National Rural Fire Authority is proposing to merge all theWaikato rural Fire Authorities into one. At the moment, eachdistrict council is a rural Fire Authority, managing fire risk andresponding to vegetation fires outside our main towns.The National Rural Fire Authority sees the Waikato as apotential enlarged fire district so that we can pool equipmentand resources and improve management. A formal proposalis expected in 2012/13. You can see more about this in theSustainable Communities group of activities on page 84.Bylaw changesSince the local government reorganisation which resultedin part of Franklin merging with Waikato district, we’vebeen administering each area’s bylaws side-by-side.However, we intend to review all the bylaws to get rid ofduplication, make sure they’re relevant and are still effectiveand achieving what was originally intended.(A bylaw is a rule or regulation councils make on a diverserange of subjects. This is done under various parliamentaryActs and the Local Government Act 2002).Many other issues have been addressed in this plan, including awide range raised through the consultation process. Other decisionswere also made relating to issues which arose because of workwe carried out after the draft plan was issued. These have beenaddressed in the Chief Executive’s submission to the plan.You can find the details of these decisions in the Groupsof Activities from page 47 and in Volume Two.

28NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILThe windfarm at Te Uku typifies theindustrial growth we want to attract toWaikato district. Economic developmentis essential for our district to createlocal jobs and continue to thrive.

29financial pathwayFinancialpathwayAs you’ve seen on previouspages, we’ve many issuesand challenges, as well aspossibilities ahead.Times have been difficult. The poor economy and globaluncertainties, as well as our own economy being hard-hit bythe Canterbury earthquakes in particular, already has had animpact on our district.We also have a large land area, a big road network andmany community facilities in widespread towns to beprovided for and maintained by a comparatively lowpopulation base.

30NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILWe want to see positive growth and encourage economicdevelopment in the district. At the same time, simplymaintaining what we have will cost more.The council presently has a low level of debt. Keeping in mindrates affordability and sustainability, our policy is to maintain arelatively low debt level, but also to increase borrowing to helpus achieve what’s needed to provide for growth and ensure oureconomy doesn’t stagnate. For example, we will fund some ofthe new infrastructure at Pokeno through borrowing.However, the cost of our operations is increasing. Should wekeep our standards of services at their present levels, shouldwe improve them further (at a cost), or accept lower standardsand therefore a lower cost for them? For instance, roads not atthe same high level of construction and up-keep as in the restof the district will be gradually upgraded. We also are absorbingparts of what will be the former SH1, SH1b and SH39 intoour local roads, which means we have to pay the cost of theirmaintenance.Over the past few years, we have had the advantage of being ina competitive contracts market. We will have to prepare for anupturn sometime in the period of this plan, where this marketadvantage won’t apply.The following pages contain financial information and discussionaround how we will maintain what we have and prepare forfuture needs.Planning for growthThis Long Term Plan takes into account expected growth,regional pressures and predicted change. Waikato district isrich in food, energy and mineral resources. By providing ourneighbours with sustainable resources, we also provide forour own population and economic growth.Three factors in particular have a direct effect on this LongTerm Plan• The development of Pokeno• Waikato Expressway completion by 2019• Changes to the District Plan, leading to changes to theurban:rural population mix.Changes to the District Plan, leading to changes to the urban:rural population mix.Projected changes in population and land use2012 2022 ChangeEstimated population 65,114 77,331 12,217Estimated dwellings 23,240 27,975 4,735Estimated urban: rural mix 47:53 49:51These growth estimates are from our detailed populationmodelling prepared in conjunction with the National Instituteof Demographic and Economic Analysis, and includes baseinformation from the 2006 census. The 2010 census waspostponed because of the Canterbury earthquakes.This modelling has been used to assess the capital andoperational spending needed to meet these demands. Youcan find a summary of the growth tables in the significantforecasting assumptions, as well as our estimates of the impactson this plan if our population growth assumptions are wrong.The 2007 Local Government Rates Inquiry which resulted inthe ‘Shand Report’ made some key points which we have keptin mind in developing this Long Term Plan.The inquiry examined the sustainability and affordability of ratesfor low-income groups.Sustainable funding is defined as: Funding arrangements thatare affordable over time without causing intergenerationalinequities. In other words, today’s ratepayers don’t have to payan unequal share of council spending which will benefit futuregenerations, and vice versa.Rates affordability is having enough income to pay the rateswithout serious economic difficulty.BERL (Business and Economic Research Limited) predictedrates per rateable property would increase by 4.45 per centper year to 2016.However, median household income would increase by 3.28per cent, which means the average rates burden would increase1.17 per cent each year.The report estimates the top limit for rates affordability iswhere rates are over 5 per cent of the gross household income(income before tax).It highlights many aspects of affordability, including the linksbetween housing affordability and rates affordability, andhow rates affect income-poor: asset-poor and income-poor:asset-rich ratepayers

31Development contributionsAs the district grows, more infrastructure needs to be put in (water, wastewater, stormwater, roading and facilities to support the communitysuch as sports grounds etc.).Contributions from developers fund the infrastructure for growth, but as the development takes place. This can be an issue when developmentslows down, with the council carrying the debt. We are not proposing to lead development by putting in infrastructure well before growth occurs,what we’re aiming to achieve is growth funding growth, with existing ratepayers paying only for the operation of existing plant and infrastructureand any benefits they may receive from new works. As a result of submissions, the conversion rates for non-residential developments havechanged slightly; the factors for roading will go down, but the three waters factors increase. See page 94 in Volume Two for more information.Through our development contributions policy, district wide development contributions per household equivalent unit will apply from1 July 2012 for roading and community facilities, with catchment-specific levies for water, wastewater and stormwater projects relatedto new development and growth. Where roading work is part of a structure plan, then additional ‘catchment-based’ developmentcontributions will be applied to that area.financial pathwayProposed development contributions per household equivalent unit from 1 July 2012 (further annual increases as per proposed developmentcontributions policy)ActivityDistrict WideCommunity FacilitiesDistrictWide RoadingRoads andTransportStormwater Wastewater Water TotalAll areas (if notcovered below)3,652 507 - - - - 4,159Hopuhopu/Taupiri 3,652 507 - - - 4,434 8,593Huntly 3,652 507 - 59 6,379 - 10,597Lorenzen Bay 3,652 507 14,819 1,966 3,768 1,540 26,252Ngaruawahia(includes Horotiu3,652 507 - 1,211 - 8,088 13,458residential in-fill)Pokeno 3,652 507 5,557 6,234 7,868 1,983 25,801Raglan 3,652 507 - 1,966 3,768 1,540 11,433Southern Districts 3,652 507 - - - 4,141 8,300Tamahere CLZ 3,652 507 7,361 896 - 4,141 16,557TamahereSubcatchment A3,652 507 36,132 896 - 4,141 45,328TamahereSubcatchment B3,652 507 26,319 896 - 4,141 35,515Te Kauwhataand surrounds3,652 507 6,559 677 5,259 12,146 28,800Tuakau 3,652 507 - 1,921 8,456 5,050 19,586Whaanga Coast 3,652 507 24,691 28,850Development contributions are calculated around the programme of works for growth included in this plan. Any works required for industrialgrowth or residential growth in other areas would need to be funded in conjunction with developers. The development contributions policycan be found on pages 84-109 in Volume Two.

32NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCIL10 Year expenditure resulting from change in populationand land useMillions29.7Capital Expenditure7.6285.510.60.1127.9Operating Expenditure18.920.31.30.460.26Planning to maintain existing servicesThe council owns $1.4 billion of assets, mostly roads, water,wastewater and stormwater, and they wear out over time.Maintenance is important, and every so often we have to spendsignificant amounts of money to rebuild or replace them.This has to be well managed, so we have detailed assetmanagement plans that identify the assets, assess how wellthey’re doing the job they’re supposed to, estimate theirremaining useful life and help us decide when we need to buyor replace the assets.Details of the existing service levels and projects to maintainthem are in the groups of activities on pages 47-103 and pages42-65 in Volume Two.10 Year expenditure to maintain existing servicesWater SupplyWastewaterStormwaterRoadingSustainableEnvironmentSustainableCommunitiesCouncilLeadershipOrganisationalSupportCapital Expenditure200.7Operating Expenditure222.5Planning for improved servicesEvery year there is increased demand to increase services,whether from growth, or because people want a higher levelof service, for instance better water and wastewater services,increased quality of roads, or improvements in parks or libraries.As well, the government and other regulatory organisationsrequire us to improve services, such as drinking water standards(see page 23). These improved services will mean increasedcosts and/or reduced income for legislated areas such as liquorcontrol and building quality.There has to be a balance between our capital expenditure forgrowth and the capital expenditure to improve services. Thereis more detail about the major issues in the groups of activitieson pages 47-103.Our operating spending will also increase because of improvedservice, most of which is because of new assets (maintenance,financing costs, electricity etc).The effect of increased demand for improved services resultsin the following capital and operating costs:10 Year expenditure resulting from anticipated increaseddemand for servicesMillions9.1Water SupplyCapital Expenditure3.821.5Wastewater2.77Stormwater0.35.2RoadingOperating Expenditure3.60.40.7SustainableEnvironment100.8SustainableCommunitiesCouncilLeadership1.50.1OrganisationalSupportMillions20.926.5Water Supply15.419.2Wastewater1.8Stormwater5Roading167SustainableEnvironmentSustainableCommunitiesCouncilLeadershipThe council plans to maintain all the existing services at thesame or better standards during the next 10 years and beyond.Capital contributionsCapital contributions are one way for us to fund newprojects to upgrade services for existing, rather thanadditional, ratepayers (such as wastewater reticulation).These contributions are charged on an area basis to paythe capital cost only, and the ongoing annual targeted ratescover operational costs.OrganisationalSupportWe have begun consulting with the Pokeno communityabout connecting their properties to the wastewater systembeing installed, which will be partly funded by developmentcontributions to cater for the expected growth from the newsubdivisions there. However, existing ratepayers will need topay a capital contribution to also be connected to the system.We have also consulted with the Whaanga Coast communityat Raglan about the new wastewater reticulation system, whichwill also have a capital contribution charge, and the opportunityto spread the capital cost over 10 years. The first capitalcontribution charge will be payable in 2013. More detailsabout this are on page 41 in Volume Two.0.47136.913.4132.323.521

33Capital contribution charges actual and proposed* (** Whaanga coast residents will pay both charges,*indicative only, detailedconsultation still to be undertaken, lump sum option relates to 2013)AreaCapital ContributionRate 12/13Capital ContributionRate 13/14Capital ContributionRate 14/15Lump sum(year 1)Te Ohaki Road 531.65 506.99 482.32 2,898.00Whaanga Coast – connectionto Raglan wastewater plant**Not yet connected 517.58 494.63 2,995.75Whaanga Coast** Not yet connected 2,141.63 2,046.68 12,395.85Tauwhare Pa 765.64 730.12 694.60 4,173.44Taupiri 347.94 328.12 308.30 1,293.75Rangiriri 408.62 386.60 364.58 1,725.00Taniwharau Street 720.26 N/A N/A 720.26Pokeno wastewater * Not yet connected 2,700.40 2,580.67 15,630.00financial pathwayTargeted rates increasesTargeted rates for water, wastewater, and refuse pay forthe operation of these services and it’s essential these areself-funding. From 1 July 2012, these will increase to get theaccounts for these services out of the red. Water meteringis proving to have a positive effect in helping get water usagedown and as more properties are connected to meters, it’sprobable this trend will continue. Water-by-meter charges areshown in our fees and charges document.We know metering isn’t the whole answer. Households varyin size and income and so water usage varies. But, we can’tsubsidise these services from the general rate.We also want to get to a position where we can charge forwater and wastewater on a district-wide basis – that is, whereeveryone pays the same amount for the service, rather than atpresent where we have to charge different rates for differentareas. This will take time to work out a way to do this.The table on the next page shows the operational targetedrate increases and is followed by a series of property exampleswhich include general rate, UAGC as well as any applicabletargeted rates. Rates for community facilities and halls willremain the same as the 2011 rates and are provided on pages37-38 in Volume Two.

34NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILHuntly Ngaruawahia RaglanOperational targeted rate movements for water, wastewater, refuse and community facilities2014/15LTP $2013/14LTP $2012/13LTP $2011/12Actual $2014/15LTP $2013/14LTP $2012/13LTP $2011/12Actual $2014/15LTP $2013/14LTP $2012/13LTP $2011/12Actual $Water – Metered 89.00 99.68 111.64 122.81 89.00 99.68 111.64 122.81 89.00 99.68 111.64 122.81Water – Non-Metered 357.00 399.84 447.82 492.60 357.00 399.84 447.82 492.60 357.00 399.84 * *Wastewater 388.00 438.44 495.44 544.98 388.00 438.44 495.44 544.98 510.00 576.30 651.22 716.34Refuse/Recycling 173.00 178.19 183.54 189.04 173.00 178.19 183.54 189.04 84.00 86.52 89.12 91.79Community Facilities 42.00 42.00 42.00 42.00 25.00 25.00 25.00 25.00 15.00 15.00 15.00 15.00Total Cost – Metered 692.00 758.31 832.61 898.83 675.00 741.31 815.61 881.83 698.00 777.50 866.98 945.94Additional Cost 66.31 74.30 66.21 66.31 74.30 66.21 79.50 89.48 78.96% Increase 10% 10% 8% 10% 10% 8% 11% 12% 9%Total Cost – Non Metered 960.00 1,058.47 1,168.79 1,268.63 943.00 1,041.47 1,151.79 1,251.63 966.00 1,077.66 * *Additional Cost 98.47 110.32 99.83 98.47 110.32 99.83 111.66 * *% Increase 10% 10% 9% 10% 11% 9% 12% * *Te Kauwhata Taupiri/Meremere Tuakau2014/15$2013/14$2012/13$2011/12$2014/15$2013/14$2012/13$2011/12$2014/15$2013/14$2012/13$2011/12$Water – Metered 89.00 99.68 111.64 122.81 89.00 99.68 111.64 122.81 No Water Meter ChargeWastewater 510.00 576.30 651.22 716.34 675.00 762.75 861.91 948.10 495.78 495.78 495.78 495.78Refuse/Recycling 173.00 178.19 183.54 189.04 173.00 178.19 183.54 189.04 153.80 176.42 181.72 187.17Total Cost 772.00 854.17 946.40 1,028.19 937.00 1,040.62 1,157.08 1,259.95 649.58 672.20 677.50 682.95Additional Cost 82.17 92.23 81.79 103.62 116.46 102.86 22.62 5.29 5.45% Increase 11% 11% 9% 11% 11% 9% 3% 1% 1%Gordonton Tamahere Western Districts2014/15LTP $2013/14LTP $2012/13LTP $2011/12Actual $2014/15LTP $2013/14LTP $2012/13LTP $2011/12Actual $2014/15LTP $2013/14LTP $2012/13LTP $2011/12Actual $Water – Metered 162.00 162.00 162.00 162.00 339.00 339.00 339.00 339.00 229.00 229.00 229.00 229.00Refuse/Recycling 173.00 178.19 183.54 189.04 173.00 178.19 183.54 189.04 173.00 178.19 183.54 189.04Total Cost 335.00 340.19 345.54 351.04 512.00 517.19 522.54 528.04 402.00 407.19 412.54 418.04Additional Cost 5.19 5.35 5.51 5.19 5.35 5.51 5.19 5.35 5.51% Increase 2% 2% 2% 1% 1% 1% 1% 1% 1%* Water meters will be installed in Raglan 2012/2013 so there will only be metered charges from 2013/2014Note: The stormwater targeted rate changed during the rating review process from a rate based on capital value to a uniform targeted rate based on urban stormwater catchments.

35Please note property examples below are roundedto the nearest dollar.financial pathwayRural Property ExamplesDairy Farm – Te Kauwhata124.37 ha 2011 CV1 dwelling $2,550,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 6,463 5,976UAGC 487 403Hall - -Solid Waste - -Water 89 100TOTAL All Rates 7,039 6,479Base 7,039Movement $ Increase (Decrease) (560)% Increase (Decrease) (9%)Dairy Farm – Gordonton116.1524 ha 2011 CV4 dwellings $5,250,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 11,105 12,304UAGC 487 403Hall 152 152Solid Waste 692 713Water 339 339TOTAL 12,775 13,911Base 12,775Movement $ Increase (Decrease) 1,136% Increase (Decrease) 9%Dairy Farm – Rangiriri843.4469 ha 2011 CV7 dwellings $21,150,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 56,657 49,569UAGC 487 403Hall 182 182Solid Waste 1,211 1,247Stormwater - -TOTAL 58,537 51,401Base 58,537Movement $ Increase (Decrease) (7,136)% Increase (Decrease) (12%)Waiuku Horticulture1.9889 ha 2011 CV1 dwelling $695,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 1,193 1,629UAGC 422 403Hall - -Solid Waste 17 18Stormwater 84 -TOTAL 1,716 2,050Base 1,716Movement $ Increase (Decrease) 334% Increase (Decrease) 19%Dairy Farm – Horotiu196.0098 ha 2011 CV4 dwellings $8,600,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 22,481 20,156UAGC 487 403Hall 168 168Solid Waste 692 713Community Board - -Stormwater - -TOTAL 23,828 21,440Base 23,828Movement $ Increase (Decrease) (2,388)% Increase (Decrease) (10%)Pastoral – Onewhero151.82 ha 2011 CV1 dwelling $1,725,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 2,832 4,043UAGC 422 403Hall 41 41Solid Waste - -Community Board 24 18Stormwater 84 -TOTAL 3,403 4,505Base 3,403Movement $ Increase (Decrease) 1,102% Increase (Decrease) 32%

36NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILGrazing Property – Whatawhata 1063.9854 ha 2011 CV4 dwellings $7,175,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 16,764 16,816UAGC 487 403Solid Waste 828 853Community Board - -Stormwater - -TOTAL 18,079 18,072Base 18,079Movement $ Increase (Decrease) (7)% Increase (Decrease) 0%Pastoral Lge Onewhero450.233 ha 2011 CV1 dwelling $3,200,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 5,286 7,500UAGC 422 403Solid Waste - -Community Board 24 18Stormwater 84 -TOTAL 5,816 7,921Base 5,816Movement $ Increase (Decrease) 2,105% Increase (Decrease) 36%Lifestyle Property ExamplesLifestyle Property – Raglan12.57 ha 2011 CV$1,200,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 3,134 2,812UAGC 487 403Hall 15 15Solid Waste - -Community Board - 18Stormwater 215 194Water 179 200TOTAL 4,030 3,642Base 4,030Movement $ Increase (Decrease) (388)% Increase (Decrease) (10%)Lifestyle Property – Pokeno 4.0346 ha 2011 CV1 dwelling $485,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 800 1,137UAGC 422 403Hall 23 23Solid Waste 17 18Community Board - -Stormwater 84 -Water - -TOTAL 1,346 1,581Base 1,346Movement $ Increase (Decrease) 235% Increase (Decrease) 17%Lifestyle Property – Matangi/Tamahere 0.8002 ha 2011 CV1 dwelling $1,375,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 2,829 3,223UAGC 487 403Hall 24 24Solid Waste 173 178Stormwater 189 189Water 339 339TOTAL 4,041 4,356Base 4,041Movement $ Increase (Decrease) 315% Increase (Decrease) 8%East Coast Road Property23.3858 ha 2011 CV$70,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 121 164UAGC 422 403Hall - -Solid Waste - -Stormwater 84 -Water - -TOTAL 627 567Base 627Movement $ Increase (Decrease) (60)% Increase (Decrease) (10%)

37Residential Property Examplesfinancial pathwayResidential Property – Huntly0.1105 ha 2011 CV1 dwelling $420,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 959 984UAGC 487 403Hall 42 42Solid Waste 173 178Community Board - 18Stormwater 84 194Wastewater 388 438Water 357 400TOTAL 2,490 2,657Base 2,490Movement $ Increase (Decrease) 167% Increase (Decrease) 7%Residential – Rangiriri0.1416 ha 2011 CV1 dwelling $240,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 543 562UAGC 487 403Hall - -Solid Waste 173 178Community Board - -Stormwater - -Wastewater(Including Capital948 985Contribution)Water 89 100TOTAL 2,240 2,228Base 2,240Movement $ Increase (Decrease) (12)% Increase (Decrease) (1%)Residential Property – Huntly0.0358 ha 2011 CV1 dwelling $63,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 132 148UAGC 487 403Hall 42 42Solid Waste 173 178Community Board - 18Stormwater 84 194Wastewater 388 438Water 357 400TOTAL 1,663 1,821Base 1,663Movement $ Increase (Decrease) 158% Increase (Decrease) 10%Residential – Meremere0.0676 ha 2011 CV1 dwelling $155,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 382 363UAGC 487 403Hall 24 24Solid Waste 173 178Community Board - -Stormwater - -Wastewater 675 763Water 89 100TOTAL 1,830 1,831Base 1,830Movement $ Increase (Decrease) 1% Increase (Decrease) 0%Residential Property – Ngaruawahia0.0682 ha 2011 CV1 dwelling $230,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 533 539UAGC 487 403Hall 25 25Solid Waste 173 178Community Board - 18Stormwater 84 194Wastewater 388 438Water 357 400TOTAL 2,047 2,195Base 2,047Movement $ Increase (Decrease) 148% Increase (Decrease) 7%Port Waikato Property0.1009 ha 2011 CV1 dwelling $285,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 476 668UAGC 422 403Hall 20 20Solid Waste 17 18Community Board 24 18Stormwater 84 -Wastewater - -Water - -TOTAL 1,043 1,127Base 1,043Movement $ Increase (Decrease) 84% Increase (Decrease) 8%

38NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILResidential Property – Raglan0.1391 ha 2011 CV1 dwelling $940,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 1,822 2,203UAGC 487 403Hall 15 15Solid Waste 84 87Community Board - 18Stormwater 215 194Wastewater 510 576Water 357 400TOTAL 3,490 3,896Base 3,490Movement $ Increase (Decrease) 406% Increase (Decrease) 12%Port Waikato Property 0.0911 ha 2011 CV1 dwelling $305,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 514 715UAGC 422 403Hall 20 20Solid Waste 17 18Community Board 24 18Stormwater 84 -Wastewater - -Water - -TOTAL 1,081 1,174Base 1,081Movement $ Increase (Decrease) 93% Increase (Decrease) 9%Residential Property – Raglan0.0979 ha 2011 CV1 dwelling $193,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 564 452UAGC 487 403Hall 15 15Solid Waste 84 87Economic - -Community Board - 18Stormwater 215 194Wastewater 510 576Water 357 400TOTAL 2,232 2,145Base 2,232Movement $ Increase (Decrease) (87)% Increase (Decrease) (4%)Tuakau Avg Value0.689 ha 2011 CV1 dwelling $265,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 370 621UAGC 422 403Hall 46 46Solid Waste 220 226Economic 25 -Community Board 24 18Stormwater 243 194Wastewater 496 496Water - -TOTAL 1,846 2,004Base 1,846Movement $ Increase (Decrease) 158% Increase (Decrease) 9%Residential Property – Matangi 0.0684 ha 2011 CV1 dwelling $245,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 533 574UAGC 487 403Hall 24 24Solid Waste 173 178Economic - -Community Board - -Stormwater - -Wastewater 675 763Water 339 339TOTAL 2,231 2,281Base 2,231Movement $ Increase (Decrease) 50% Increase (Decrease) 2%Tuakau High Value 3.9114 ha 2011 CV1 dwelling $520,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 846 1,219UAGC 422 403Hall 46 46Solid Waste 220 226Economic 63 -Community Board 24 18Stormwater 447 194Wastewater - -Water - -TOTAL 2,068 2,106Base 2,068Movement $ Increase (Decrease) 38% Increase (Decrease) 2%

39Residential – Taupiri 0.1378 ha 2011 CV1 dwelling $218,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 417 511UAGC 487 403Hall 24 24Solid Waste 173 178Community Board - 18Stormwater - -Wastewater(Including Capital1,048 1,111Contribution)Water 89 100TOTAL 2,238 2,345Base 2,238Movement $ Increase (Decrease) 107% Increase (Decrease) 5%Te Kauwhata 0.082 ha 2011 CV1 dwelling $500,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 1,076 1,172UAGC 487 403Hall - -Solid Waste 173 178Community Board - -Stormwater 84 194Wastewater 510 576Water 89 100TOTAL 2,419 2,623Base 2,419Movement $ Increase (Decrease) 204% Increase (Decrease) 8%financial pathwayResidential – Maramarua 0.17 ha 2011 CV1 dwelling $143,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 298 335UAGC 487 403Hall 24 24Solid Waste 173 178Wastewater 675 763TOTAL 1,657 1,703Base 1,657Movement $ Increase (Decrease) 46% Increase (Decrease) 3%

40NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILNon-Residential Property ExamplesIndustrial – Horotiu 9.359 ha 2011 CV1 Com Bldg $4,900,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 9,719 11,484UAGC 487 403Hall 25 25CommmunityBoard- 18Stormwater - -Wastewater 388 438Water 89 100TOTAL 10,708 12,468Base 10,708Movement $ Increase (Decrease) 1,760% Increase (Decrease) 16%Commercial – Ngaruawahia0.2929 ha 2011 CV1 Com Bldg $1,550,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 3,217 3,633UAGC 487 403Hall 25 25CommmunityBoard- 18Stormwater 84 194Wastewater 970 1,096Water 356 400TOTAL 5,139 5,769Base 5,139Movement $ Increase (Decrease) 630% Increase (Decrease) 12%Industrial – Raglan 0.1222 ha 2011 CV1 Com Bldg $580,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 1,512 1,359UAGC 487 403Hall 15 15Solid Waste - -Economic - -CommmunityBoard- 18Stormwater 215 194Wastewater 255 288Water 536 600TOTAL 3,020 2,877Base 3,020Movement $ Increase (Decrease) (143)% Increase (Decrease) (5%)Tuakau Business0.1209 ha 2011 CV1 dwelling $265,000Rate Type 2011-12 Actual 2012-13 25%UAGCGeneral 403 621UAGC 422 403Hall 46 46Solid Waste 391 403Economic 912 -CommmunityBoard24 18Stormwater 257 194Wastewater 496 496Water - -TOTAL 2,951 2,181Base 2,951Movement $ Increase (Decrease) (770)% Increase (Decrease) (26%)

41Paying for the planFew people like to see their rates go up. However, mostappreciate how better services add to our communitiesand lifestyle, and also understand the impacts of inflation.There’s more detail on the council’s funding philosophy inthe Revenue and Financing Policy on page 111 in Volume Two.In summary the council’s aims are for:• All operating costs to be met by operating income(includes rates, fees and charges and grants and subsidies)• Growth-related operating costs met by increasing ourincome base. (This is not achievable immediately as projectsare completed and incur operating costs before growthoccurs. The council aims to minimise the effect of this)financial pathway• Asset renewal costs to be paid generally from CapitalReplacement Funds or new borrowing• All growth capital costs to be met from developmentcontributions.We have to set our operating revenues to cover our operatingexpenses. The Funding Impact Statement shows that overallwe can achieve this in each of the 10 years in this plan. We’veconsidered what this means and have decided it’s prudent foroperating costs to be met in the year in which they fall.This means we are able to deal with hard times, and costs areallocated fairly and equitably across each generation.The graph below shows the amount the council needs foroperating costs for each of the next 10 years. It also showswhere the funds will come from.10 year operating expenses and funding sourcesThis shows that although revenue will rise during the next10 years, rates remains at about 70 per cent of our income.It also shows we will receive slightly more from our fees andcharges over the same period. This reflects our more proactiveapproach to raising fees and charges in line with cost increasesthan in the past.Unlike many other councils, we don’t have investments earningsignificant returns to help keep our rates down.Funding asset replacementWe have budgeted to spend $274 million on rebuilding orreplacing existing assets to maintain our current services. Wepay for this programme each year by ensuring our revenue willcover asset depreciation charges. Most of this comes from rates,and some from subsidies (mostly for roads ).Every year we spend some of the funds, and the rest istransferred into Capital Replacement Reserves. The amountspent on replacing assets is not the same every year, (seethe Asset Renewal Expenditure graph below). However, ourplanning keeps your rates changes relatively small while stillmaking sure we have enough to pay for bigger projects.Asset renewal expenditure32241612081008060Millions02012/132013/142014/152015/162016/172017/182018/192019/202020/212021/224020Millions02012/132013/142014/152015/162016/172017/182018/192019/202020/212021/22Other operating fundingInterest and dividends from investmentsFees and chargesSubsidies for operating purposesTargeted ratesGeneral ratesOperating expenditure

42NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILThe Asset Renewal Reserve Balances graph shows the abilityof the council to fund asset renewal programmes.Asset renewal reserve balances2520151010 Year growth expenditure and developmentcontribution income2018161412108650Millions420Millions-5WaterWastewaterStormwaterRoadingTotal replacement fundsOther2012/132013/142014/152015/162016/172017/182018/192019/202020/212021/22While water and wastewater Capital Replacement Reserves dogo into deficit during part of the period this plan covers, duringthe whole 10 years the deficit is eliminated and we can startto build up reserves to fund replacement of ageing assets after2022. This means rates increases will be smoothed out, whichwe consider is a prudent approach to addressing the deficit.Revenue for new assetsNew assets are necessary to meet the needs of growth andimprove services. During the next 10 years the cost of thesewill be $172 million.2012/132013/142014/152015/162016/17Capital expenditureDevelopment contribution income2017/182018/192019/202020/212021/22Some of our growth projects have to be built beforedevelopment occurs, so we borrow the funds needed, and thenrepay that from development and financial contributions oncethe growth has taken place.Rates affordabilityOnce growth, new services and maintaining our existingservices has been taken into account, we need to considerthe impact on rates.What is affordable for each household is different and so wehave to consider averages to determine whether rates areaffordable. (There is a rates rebate scheme, rates remissionand postponement policies to help those who can’t affordtheir rates).These projects will be funded from development contributionsfor the growth-related projects, and new debt, reserves andrates for improved services.

43financial pathwayThere is also a challenge in that council inflation, measuredby the Local Government Cost Index, tends to be higher thanthe Consumer Price Index (CPI) that measures householdinflation. The graph below shows that during 1999 to 2009local government inflation increased more than the CPI.LGCI and CPI 1999 to 2009Index Jun 06 = 10001,2001,1501,1001,0501,000950900850800750700Overall LGCICPI19992000200120022003200420052006200720082009This trend is expected to continue. So we can maintain whatwe have now, and improve other services, rates will have toincrease more than incomes will during the next 10 years,making rates less affordable.We’ve set a limit on overall rates increases at the localgovernment inflation rate plus 1 per cent. (See thegraph below).Limits on proposed rates increases3,6003,2002,8002,4002,0001,6001,200800400Based on this plan, in 2012 the average rates per dwelling (totalrates amount divided by the total number of dwellings) will be$2,764. During the next 10 years, both rates and the numberof dwellings in the district will increase. By 2022, we estimatethe average rate per dwelling will be $3,148. This is belowthe Department of Internal Affairs national average estimateof $3,412. Therefore, the council has set a limit on rates atno more than $2,764 per dwelling plus the local governmentinflation rate plus 1 per cent (cumulative). Please note theamounts shown include Goods and Service tax.Affordable debtWhen new assets are needed to improve services or toprovide for growth, the council borrows the money needed.This keeps rates down and spreads the cost of paying for thenew assets to include future ratepayers who will also get thebenefit of the assets.The council’s Treasury Risk Management Policy (see page 115 inVolume Two) has the detail of how the council sets its externaldebt limits. This takes into account the technical measureslenders require so they are satisfied we can service the debt.In summary, the measures set the external debt limit for 2012at $144 million ($6,183 per dwelling).Our planned debt is well below the limit at $3,253 (by 2022)per dwelling. The council expects to have external borrowingsof $25 million by the end of June 2012. So that we can fundgrowth and new services, the council’s planning to borrowanother $66 million by 2022 (see below for our debt profile).Limits on proposed debt7,5007,0006,5006,0005,5005,0004,5004,0003,5003,0002,5002,0001,5001,00050002012/132013/142014/152015/162016/172017/182018/192019/202020/212021/2202012/132013/142014/152015/162016/17Proposed avg. rates per dwellingLGCI plus 1% (cummulative)2017/182018/192019/202020/212021/22Proposed avg. debt per dwellingDebt limitsStaying below our debt limit means we have the capacity tofund the expected growth, predicted in Future Proof, between2022 and 2061. It reflects a fair contribution from futureratepayers for the assets we have built and are building duringthis plan and provides a buffer for managing risk if we have amajor natural disaster.

44NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILBecause the money we borrow is secured against our ratesincome, as is common for local government, we pay lowinterest, helping keep the cost of debt low.We will be using the Local Government Funding Agencyas a source of funds in the future. A group of 18 councilsthroughout New Zealand set up this agency as a way ofproviding councils with a source of funds outside the majorlending institutions, to gain better terms and conditions. WaikatoDistrict Council is not a member of the agency, but will beborrowing from it. While the majority of the interest ratechanges relate to reduction in overall debt, this decisionhas also had a positive impact on the interest rate we willbe paying in 2012/13.Managing riskThe Canterbury earthquakes have brought risk managementinto sharp focus for all councils. We have $1.4 billion in assetsin the district, many of which are vulnerable to events affectingthe Waikato district.In 2010 we thought about joining the Local AuthorityProtection Programme to insure some of our water,wastewater and stormwater infrastructure that can’t otherwisebe insured. There were enormous claims on this scheme as aresult of the Canterbury earthquakes, so we’ve decided not tojoin the scheme.Insurance costs have, however, increased massively. We arebudgeting for insurance costs at 110 per cent above 2010levels. We have also resolved not to fully fund our insuranceand therefore are taking on some self-insurance risk.This means lower rates, but greater risk.If there is a natural disaster affecting our water, wastewater andstormwater infrastructure under the ground, we will have toborrow to pay for the repair and replacement.To reduce the amount of borrowing that would be requiredunder these circumstances; we have budgeted to put partof the general rate aside to increase the amount within ourdisaster recovery fund during the last four years of the plan.More details can be found under Organisational Support onpage 102.Our investments – are they doing what we want?The council has financial, property and equity investments.Investment 2012 2015Value Return Value Return$(000)$(000)Financial 740 6% 740 0%Property 535 9% 535 10%EquityStrada Corporation Ltd 4,500 6% 4,500 4%Waikato RegionalAirport Ltd2,639 0% 2,639 0%NZ GovernmentInsurance Corporation 99 0% 99 0%LtdLocal AuthorityShared Services Ltd114 0% 114 0%Waikato DistrictCommunityWellbeing Trust2,560 0% 2,732 0%Strada Corporation LtdAs noted on page 26 we are reviewing our investment inStrada Corporation Ltd.Strada was formed in a very different environment to todaysand we are able to gain fair prices for our road contractingtenders in this market. Our reasons for owning the companyare now for a financial return, and we need to have a fair returnfor ratepayers on such an investment.We have appointed a new director, and the board is reviewingthe business. 40 per cent of after-tax profits are to be paid tothe council in dividends, but because of the economic recession,the company has struggled to make a profit in recent years.In the context of this plan, we have assumed we will continueowning Strada, and its value will continue to increase steadilyuntil after-tax profits return about 14 per cent, equating to$500,000 each year in dividends. More details on budgeteddividend income can be found on page 13 in Volume Two.Once the review is complete the council will decide whetherto keep full ownership, sell it, or a part of it, and the best timeto do so. Any decision to sell would be significant and the publicwould be asked for feedback on the full proposal and options.

45financial pathwayWaikato Regional Airport LtdIn 1995, the council joined four other Waikato councils to buythe Crown’s 50 per cent shareholding in Waikato RegionalAirport Ltd, giving us a 15.625 per cent shareholding.The airport was, and is, a significant regional asset important tothe region’s economic growth and development.Since we bought that shareholding, there have been changes.Our boundaries have changed and the Waikato Expresswayand the south-western motorway developments mean abouta quarter of our population are within an hour’s drive of theAuckland International Airport.This means the Hamilton airport has less significance forWaikato district. Therefore, we intend to review our reasons forretaining ownership in the airport and to assess whether thelack of financial return for investment is fair to our ratepayers.We have not budgeted any dividend income from the companythroughout the next 10 years, consistent with the company’sstatement of intent.As with Strada, any decision to sell our shares would besignificant and the public would be asked for feedback on thefull proposal and options.ConclusionAs we have developed this plan, we have worked hard toconsider how growth in particular will impact our district’sdevelopment for the long term. We’ve taken into accounttoday’s economic environment as well as the forecasts forpopulation growth.Ours is a diverse district, with distinct communities all withvarying visions on how they see their futures. We have taken allthis into account and weighed up the available options on howwe can develop the Waikato district as the heart of the ‘goldentriangle’ between Auckland, Tauranga and Hamilton.With our Future Proof partners, we have the opportunity todevelop our district as a valuable resource centre, providingfor our neighbouring cities and regions. This is reflected inour District Plan changes and supported in this plan throughfunding for growth assets and improved services, while stillmaintaining what we already haveLocal Authority Shared Services LtdWaikato’s councils are working together to procure sharedservices through Local Authority Shared Services Ltd to achieveoperational efficiencies and contribute to economic wellbeing.The aim is to reduce the cost of providing services. Thecompany does not provide a financial return through dividends.Waikato District Community Wellbeing TrustThis trust was formed out of the winding down of the WaikatoFoundation and with other Waikato councils. This shows asan investment in our books. However, we do not expect anyfinancial return from the investment as its primary purpose isto fund projects to promote the social, economic and culturalwellbeing of the district and its communities.The trust invests its funds and distributes them to thecommunity. We hold the investment so we can appoint trusteesto ensure the trust continues to operate for the district’sbenefit.

46NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILWhat the council does through it’s DistrictPlan, growth strategies and our core activitiesall contribute to helping our communitiesgrow and develop,

47What We DoWhat we doSee what major projectsare proposed and howthey might affect you.THIS SECTIONAs you’ve seen in the previous sections, we have developed a strong strategic directionfor the next 10 years, with our principles and priorities a direct reflection of your feedbackand the community outcomes developed as a result of that feedback.A strategic direction is only as good as its implementation, and this is where our Groupsof Activities come in. The following pages provide information about our work programme– the major projects and activities we have decided on for the next 10 years, our targets,how we’ll measure them and, in Volume Two, their associated budgets.Our eight groups of activities contribute to keeping our district running, providing theservices and facilities needed to meet residents’ needs.While many of the activities relate to legislation, for example the Building Act 2004 andthe Resource Management Act 1991, they contribute to the community’s social, cultural,environmental and economic well-being and therefore also contribute to the communityoutcomes in some way, either directly or indirectly.You’ll see that we’ve shown which outcome each group of activities primarily contributesto, and the other groups of activities they might also contribute to in a more minor way.And because the council’s strategic direction is driven by three principles – Energy, Economicand People – we’ve also shown how our activities relate to and carry out these principlesand therefore, contribute to the strategic direction.Do keep reading and see what major projects are planned and how they might affect you.By doing all of the projects provided in the following sections we will be in a position tomaintain our current levels of service throughout the 10 years. We will not only monitorand report based on the performance measures you see, but also on the progress of thecapital programme. This section gives a good indication of the work we think will lead toa flourishing district, while still being financially prudent.Water 49SupplyWastewater 55Stormwater 61Roading 65Sustainable 71EnvironmentSustainableCommunities83Council 97LeadershipOrganisationalSupport 101

48NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCIL

49Water SupplyWhat We DoStrategic focusTo maintain our present network, addressingspecific health issues and projects that arepredominantly growth driven.Water is one of the most precious assets we have.Our residents need enough water of a consistent quality, flow andpressure to meet their day-to-day requirements and our role is to collect,treat and supply water to meet those needs. This also includes providingwater for the district’s fire-fighting services.Presently we source our water from the Waikato River, treating itat plants at Ngaruawahia, Hopuhopu, Huntly and Te Kauwhata, anddistributing to communities around these townships.We also buy bulk water from Hamilton City Council for Gordonton,Puketaha, Newstead, Eureka, Matangi and Tamahere in the south-easternparts of the district, and Te Kowhai Road and Stonebridge in the southwesternparts of the district. Raglan’s water comes from a spring, whileTuakau, Pokeno and Te Akau’s water comes from ground bores.Our major projects reflect the need to more adequately address ourwater supplies and to manage them sustainably. For example, we haveincluded increased storage from 24 hours to 48 hours, to align withHamilton city’s requirements and Pokeno’s development needs, and alsoto manage our water more sustainably.We are also continuing with our roll-out of water metering, which willhelp people to better understand their usage and therefore encouragewater conservation. This will become more of an issue as the district’spopulation grows. We keep track of water loss and once our meteringprogramme is completed, we’ll be able to measure loss more accuratelyand will therefore have a performance measure to reflect this.On page 23, we have referred to the Three Waters Strategy, whichis part of the Future Proof growth strategy. The final adopted strategy(which the Future Proof partners will consult on in the near future) is ahigh-level one dealing with co-management of the three waters acrossthe sub-region. This aims to support future growth, which is importantfor our future development and economic security.Climate change, and how we respond to it, also presents issues – wherewe get water from, what its quality is like and what the demand will beare just some of the issues to be planned for.This plan reflects changing requirements that could impose more costs,as well as the need to invest in our infrastructure to ensure we canmaintain the standards we have now. The Ministry of Health has changedits water grading, which means we have also had to review our waterquality against those new grades. Under the previous grades, our waterwas generally graded as Aa (‘A’ = water treatment grade, and ‘a’ = waterpipes distribution grade). While we’ve continued to treat and supplyour water to the same or better standard, the drinking water is nowconsidered, under the Ministry’s guidelines, as Ed (unacceptable levelof risk), which is similar to most other district councils. Better qualitydrinking water does come at a cost and affordability is an issue.To maintain present levels and to improve to Cc (marginally satisfactory)needs investment in maintenance, and so we have included watertreatment plant upgrades in our budgets to ensure we can maintain ourwater quality at present levels or better.Waikato district’s future is full of potential. The predicted populationgrowth holds promise for our economy, but will also bring aboutpressure on our natural resources, including water.Strategic Direction ContributionsPrimarySecondary

50NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILWhat’s plannedThe following are the major initiatives in the plan. The full workprogramme (capital and operational spending) is listed on pages42-45 in Volume Two.• Increase targeted rates to ensure financial prudence throughlower interest burden, and to continue our long-term fundingstrategy for water and wastewater services (see page 36 inVolume Two)• Employment of three new staff to replace the presentexternal contractors to manage water, wastewater andstormwater services, resulting in a saving of about $40,000.Budget $215,000. 2012/13• Continued roll out water metering• Develop and implement district wide leak detectionprogramme• Water advisory service to promote district wide residentialwater conservation campaign• Extend the Southern Districts Water Supply area to servicenew life-style blocks. Budget $6.6 million. 2012/13 – 2021/22• Two storage reservoirs for Southern Districts to extend ourstorage capacity. Budget $2.9 million. 2013/14 – 2014/15• Upgrade of water supplies including fluoridation work forHopuhopu and Taupiri, Te Kauwhata, Rangiriri, Meremere.Budget $630,000. 2012/13 – 2013/14.• Installation of water meters in Ngaruawahia. Budget$1.6 million. 2012/13 – 2014/15• Upgrade supply mains to Te Kauwhata and the rising mainfrom the treatment plant, to service anticipated growth.Budget $5 million. 2018/19 – 2021/22• New concrete water tank at Te Kauwhata to meet increaseddemand from growth, with land to be purchased in 2015/16.Budget $4.7 million. 2018/19-2019/20• Land, designation, design and construction of a replacementreservoir at Hopuhopu. Budget $2.5 million. 2012/13-2014/15• Replace old water mains in Raglan. Budget $1 million.2012/13 – 2013/14• A new trunk main system, treatment plant extension,and new storage reservoir to cater for expected growthin Pokeno. Budget $3.5 million. 2012/13-2021/22• Water meter renewals northern Waikato. Budget $1 million.2012/13-2021/22• Upgrade Ngaruawahia water network to service growth.Budget $531,000. 2015/16• Replace Port Waikato’s existing storage tanks with largercapacity reservoirs to ensure security of supply. Budget$241,000. 2012/13-2013/14• Infrastructure to cater for industrial growth at Horotiu.Budget $1 million. 2012/13 – 2014/15.What’s not in the plan• Budget to increase water quality to Bb• Specific infrastructure budgets for future spatial plansor structure plansWhat you’ve said“Council should do much more toimprove the health and quality ofall fresh water in the Waikato.”

51What We DoObjectiveHealthy and Safe Waikato: The council’s supply of wateris reliable and safe to drink. There is a good flow of waterfor firefighting.How we’ll know we are on trackThe number of times per annum we find harmful bacteriain our routine water supply reticulation testing.The percentage of network pressure tests that complywith set standards. (200kPA at the boundary)Proposed level of serviceThe drinking water is safeThe water is received at a good flow/pressureThe water supply is reliableIn town, the water supply is good for fire fightingTargets10/11 Actual Year 1 Year 2 Year 3 Years 4-103 None78% 80% 85% 85% 95%The percentage of “no water” complaints where customershave been contacted within 2 hours.NewMeasure100%Based on the Annual Satisfaction Survey, the percentageof respondents that are satisfied with the service theyreceive from the council.46% >75% >78% >80%The percentage of time that each reservoir is maintainedabove 40% full.The percentage of hydrants that when tested have therequired minimum flow of 25 litres/second at 100kPA.NewMeasureNewMeasure>96% >97% >98%>50% >52% >55% >55%Note: resource consents are granted under the Resource Management Act 1991 to ensure the activity is operated efficientlyand effectively and mitigates impact on the environment.Once water meters are installed throughout the district, measures to demonstrate the effectiveness of monitoring and mitigationof water loss will be added.Significant Negative Effect Cultural Social Economic Environmental Our ResponsePotential contamination of theraw water supply • • • •Discharges of backwashwater from treatment plantsand chlorinated water frommaintenance activities orpipe failures.Effects on river ecology causedby river water extraction duringlow flows• • • •Emergency response plans, operationalprocedures and monitoring of theraw water supply Public Health RiskManagement Plan (PHRMP) are all in placeCompliance with resource consents,the council’s engineering standards andguidelines and maintenance programme• • Compliance with resource consentsDepletion of aquifer resources • • Compliance with resource consentsHealth and safety risksassociated with the operation,maintenance, or construction ofwater supply infrastructure• •Insufficient water supplies duringtimes of drought or emergency • •Drinking water not meetingthe DWS2005 • •Inadequate pressure and flowto fight fires • •Ensure compliance with legislation andhealth & safety management plans.Maintain an incidents register.Ensure water sources security and identifypotential new sources and back up suppliesPHRMPContinue to monitor water quality andimprove process if necessary PHRMP (Maybe capital related)Carry out modelling/pressure testing andimplement remedial works

52NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILHow it’s funded1 %General rates91 %Fees, charges andtargeted ratesOperational Funding– Water56 %Development andfinancial contributions44 %Increase in debtCapital Funding– Water7 %Internal chargesrecovered1 %OtherHow this group contributes to the district’s wellbeingSociallyOur residents’ health and wellbeing is reliant on access toclean water of the standard they expect and as required bythe Ministry of Health. It is also the essential element for agreen and sustainable environment. Through an efficient andreliable water system, our district will continue to have a greenenvironment, provide for leisure activities and support furthergrowth and development.EconomicallyA reliable supply of potable water is essential for many of theindustries that drive our local economy. A good water supplysystem and infrastructure that provides for future demand willsupport our ongoing economic development.EnvironmentallyFor us to have a healthy environment, we must protect ourwater supplies and ensure we don’t extract more water thanthe environment can provide for. Through education, planningand monitoring, we ensure we are making the best use of ourwater supplies.Considerations for other activitiesA summary of the water and sanitary services assessmentsand waste management plans are on page 63.

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55WastewaterWhat We DoStrategic focusEnsure wastewater is suitably collected,treated and disposed of to protect ourenvironment and the public’s healthWhere there are people, there is waste. And if we’re to take care of ourenvironment and still continue progress economically, we have to takecare of our community’s health. That means dealing with our wastewaterefficiently and sustainably.It’s more than just treatment and disposal, however. It’s also aboutensuring wastewater systems, whether they’re on-site or off-site, aretreating our waste to the most appropriate standards and that it isdisposed suitably to protect our environment as well as the public’shealth.And in a district with many urban, lifestyle and rural communities, thereare many aspects to consider. Industries produce ‘trade waste’ to bedisposed of; treatment facilities and pipe networks for larger communitiesare relatively economic to maintain, whereas small communities might beon land which doesn’t adequately support on-site systems.Property owners who have septic tanks on site must have their tankpumped out every three years. This is required to ensure the septic tankscontinue to efficiently treat domestic wastewater from these households.We provide wastewater collection, treatment and disposal for Huntly,Ngaruawahia, Te Kauwhata, Meremere, Raglan, Hopuhopu and Horotiuwith smaller facilities at Te Kowhai, Matangi and Maramarua. We collectTuakau’s wastewater and it is then treated at the Watercare treatmentplant east of Tuakau.Growth is one of the major factors we have to consider when thinkingabout how we provide our wastewater services. We have already madea key decision to subsidise wastewater reticulation by 40 per cent out ofthe general rate for the Whaanga Coast reticulation project, in an effortto address affordability issues.While in the past some communities qualified for a Ministry of Healthsubsidy for wastewater schemes that subsidy is no longer available, andthis will be a factor when deciding how to address affordability. Therewill be more communities in the future that will need to address theirwastewater disposal requirements for various reasons, for examplegrowth, or poor soil conditions. Our primary concern is of course,protecting public health.This plan includes projects that address growth issues in somecommunities, and potential public health concerns in others, as well asensuring our plants continue to meet resource consent conditions.We also have to plan for other major issues, such as climate changeand how that might affect land drainage and land use; having an efficientand sustainable infrastructure (pipes and treatment plants); and howwe dispose of our wastewater, especially when thinking about ourJoint Management Agreement with Waikato-Tainui and wider culturalconcerns about the most appropriate way to dispose of our wastewater.Over the next 10 years we will be maintaining what we have in line withour strategic direction and where there are potential public health issuesthese will be addressed.Strategic Direction ContributionsPrimarySecondary

56NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILWhat’s plannedThe following are the major initiatives in the plan. The full workprogramme (capital and operational spending) is listed on pages46-48 in Volume Two.• Upgrade Ngaruawahia wastewater treatment plant toaccommodate future growth and to meet the new resourceconsent. The council is currently working with iwi todetermine the best treatment option for implementationat the plant. Budget $2.2 million. 2012/13• Provide wastewater solutions to address health risks withinthe communities of Glen Massey, Renown and PukemiroBudget $8.4 million. 2018/19 – 2021/22• Design and construction of new wastewater main to conveywastewater from Tuakau and Pokeno to the Watercare facilitywest of Tuakau. Budget $13.2 million. 2012/13 – 2014/15• Upgrade Huntly wastewater treatment plant to meetresource consent conditions. Investigations to be carriedout in conjunction with Ngaruawahia treatment plant works.Budget $2.1 million. 2012/13• New wastewater pump station and storage facilities inPokeno to cater for the existing population and expectedgrowth. Budget $3.5 million. 2012/13 – 2021/22• Land disposal wastewater to service Te Kauwhata growth.Budget $8.1 million. 2018/19-2021/22. Pump stationextensions Budget $2.4 million. 2012/13-2021/22• New pump station to service Horotiu Industrial Park.Budget $3.7 million. 2019/20.What’s not in the plan• Provision for Ministry of Health subsidies for wastewater• Specific infrastructure budgets for future spatial plansor structure plansWhat you’ve said“Seriously investigatewastewater alternatives.”

57What We DoObjectiveHealthy Waikato: the council provides reliable, efficientand effective wastewater servicesHow we’ll know we are on trackThe percentage of customer complaints about wastewateroverflows responded to within one hour.The numbers of wastewater odour complaints receivedreduce each year.The percentage of respondents to the Annual SatisfactionSurvey who are satisfied with wastewater services withinthe district.The percentage of wastewater consents that achieveat least “High Level of Compliance” from the WaikatoRegional Council.Proposed level of serviceWastewater does not cause any health risks.The wastewater system is reliable, efficient and effective.Harm to the natural environment is minimised.Targets10/11 Actual Year 1 Year 2 Year 3 Years 4-10100% 100%NewMeasure< 50complaints< 45complaints< 40complaints40% >75% >78% >80%NewMeasure>50% >70% >80%Note: resource consents are granted under the Resource Management Act 1991 to ensure the activity is operated efficientlyand effectively and mitigates impact on the environment.Significant Negative Effect Cultural Social Economic Environmental Our ResponseDischarges to land andwaterways not complyingwith resource consents• • • •Odour from manholes, pumpstations and at treatment plants• • •Improve processes (may be capitalrelated) and continue to monitordischargeImprove process and implementimprovements (capital related)Surcharges from manholes • • • Investigate and take remedial measuresHealth and safety risksassociated with the operation,maintenance, or constructionof wastewater infrastructure• •Pump station overflows • • •Chemical spills attreatment plants• • •Ensure compliance with legislation andhealth and safety management plans.Maintain an incidents registerInvestigate causes and provide additionalstorage if required.Ensure procedures are in place for correctidentification, storage and handling ofchemicals. Ensure appropriate bundedareas and storage facilities are in place.

58NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILHow it’s funded2 %General rates83 %Targeted rates11 %Fees and charges3 %Internal Charges andOverheads RecoveredOperating Funding– Wastewater37 %Development andfinancial contributions47 %Increase in debt16 %Lump sum contributionsCapital Funding– Wastewater1 %Other operating fundingHow this group contributes to the district’s wellbeingSociallyOur residents’ health and wellbeing is supported andprotected with efficient and effective collection and disposal ofwastewater. Good infrastructure means our towns and villagescan progress and develop.EconomicallyA good wastewater system and infrastructure built to deal withfuture needs supports the growth of industry and commerceand its associated trade waste, and increased numbers ofdwellings from increased population.CulturallyOur on-going monitoring assists in our environmentalstewardship / kaitiakitanga. By working with Waikato – Tainui,we are aware of and heed the importance of appropriatewastewater disposal.Considerations for other activitiesA summary of the water and sanitary services assessmentsand waste management plans are on page 63.EnvironmentallyProtecting our environment is one of our key communityoutcomes so the way we treat and dispose of our wastewateris vital. Through monitoring, we ensure we are maintaining thequality of treatment and therefore protecting our water andland from any pollution.

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61StormwaterWhat We DoStrategic focusTo maintain our current stormwaterinfrastructure to protect our environment fromstorm damage and runoff, and address anygrowth-driven projectsWaikato district’s widely diverse makeup of rural land and urbandevelopment brings its own challenges. We have industries ranging fromfarming and agriculture, mining and energy production to quarrying. Oururban centres support residential living and small businesses. All of thesebring their own specific demands including how we collect and disposeof stormwater runoff.And as we experience more growth and development, how we managethis is increasingly important, especially because we have specificobjectives to protect and maintain our natural resources and achievea sustainable district.The controls and infrastructure we have now, and plan to develop in thefuture, are designed to reduce the impact of our urban development andsubdivision and protect the natural features and waterways we value.For Waikato district to continue to grow and thrive, we need to attractnew business and industry, and provide our town centres with theservices and infrastructure to support their development.Our stormwater infrastructure plays an important part in beingsustainable, supporting growth and ensuring a safe and healthycommunity, by protecting property and land from storm damageand reducing the harmful effects that runoff can have on our harboursand waterways.Apart from maintaining the stormwater pipe networks, we also monitorstormwater quality. We also collect and dispose of stormwater in Huntly,Ngaruawahia, Te Kauwhata, Meremere, Raglan, Te Kowhai, Pokenoand Tuakau. In Raglan, we are planning a major upgrade of the town’sstormwater system.Similarly for Tamahere, as part of its Structure Plan, we are upgrading thestormwater system to deal with the runoff from the increased growth inthe area.Stormwater control is not just for urban areas; a total of 45 ruraldrainage networks were operated and maintained by rural drainagedistrict committees until recently. By July 2012, the council will havehanded over responsibility to the Waikato Regional Council. The pumpsfor the rural drainage networks are operated and maintained by WaikatoRegional Council.We have comprehensive management plans and discharge monitoringprogrammes, as well as catchment management plans required understormwater discharge consents. Business continuity plans and emergencymanagement capabilities are also being improved. Monitoring test resultsbetween October 2010 and September 2011 show our stormwaterquality across the district is all fully compliant with consents.Strategic Direction ContributionsPrimarySecondary

62NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILWhat’s plannedThe following are the major initiatives in the plan. The full workprogramme (capital and operational spending) is listed on pages49-50 in Volume Two.• Stormwater extensions at Pokeno. Budget $10.4million.2012/13 – 2021/22• Upgrade Huntly’s key stormwater assets crossing theState Highways and railway tracks• New stormwater infrastructure to provide for growthat Te Kauwhata. Budget $227,000. 2012/13• Improve Raglan’s stormwater network to deal with theincreasing inability of the urban environment to copewith stormwater. Budget $4 million. 2012/13 – 2021/22• Upgrade stormwater infrastructure in the TamahereStructure Plan area. Budget $708,000. 2012/13 – 2017/18.What’s not in the plan• Specific infrastructure budgets for future spatial plansor structure plansObjectiveSustainable Waikato: During rain events, the stormwater systemminimises disruption to businesses and homes.How we’ll know we are on trackThe number of complaints received about stormwaterflooding does not increase.The percentage of respondents to the Annual SatisfactionSurvey who are satisfied with stormwater services.The percentage of complaints about stormwater floodingwhere the customer has been contacted within 6 hours.The percentage of communities that achieve at least a “HighLevel of Compliance” from the Waikato Regional Council.Proposed level of serviceThe Stormwater system is reliable, efficient and effective.The Stormwater system is environmentally responsible.How we’ll know we are on trackTargets10/11 Actual Year 1 Year 2 Year 3 Years 4-10NewLess than 140 complaints per yearMeasureNewMeasure>75% >78% >80%100% 100%NewMeasure80% 85% 90%Note: resource consents are granted under the Resource Management Act 1991 to ensure the activity is operated efficientlyand effectively and mitigates impact on the environment.Significant Negative Effect Cultural Social Economic Environmental Our ResponseDischarges to land andwaterways not complyingwith resource consentsDischarge of contaminantsto waterways and streamsimpacting upon public healthand the environment (includesbut not limited to wastewateroverflows and stormwaterrunoff containing sediments,oils, greases and heavy metals).• • • •• • • •Erosion of streams andriver beds • • •Chemical spills affectingwaterways • • •Health and safety risksassociated with the operation,maintenance, or constructionof stormwater infrastructurePotential impacts on customersatisfaction due to service failure/delays /responsiveness• •• •Improve processes (may be capital related)and continue to monitor dischargesImplement improvements (capital related)and ensure compliance with the council’sDevelopment Manual Guidelines for newdevelopmentsImplement Development ManualGuidelinesEstablish procedures and emergencyresponse plans with Waikato RegionalCouncilEnsure compliance with legislation andhealth & safety management plans.Maintain an incidents register.Monitor customer requests for serviceand report on Levels of Service. Ensurecustomer complaints are resolvedsatisfactorily.

63What We DoHow this group contributes to the district’s wellbeingSociallyEnsures our ratepayers can enjoy our parks, open spaces andriparian zones, our towns and villages and our rural areas areprotected from the effects of severe weather events.EconomicallyProperty and assets are protected from erosion and flooddamageEnvironmentallyThe quality of our waterways and beaches and the receivingwater quality are improved.CulturallySustains the water, fish life, floral and fauna in our waterwaysand environment.A summary of the water and sanitary services assessments andwaste management plans are detailed on the following page.How it’s funded4 %General rates81 %Targeted rates15 %Internal Charges andOverheads Recovered55 %Development andfinancial contributions40 %Increase in debt5 %Lump sum contributionsOperating Funding– StormwaterCapital Funding– StormwaterSummary of Water and Sanitary Services AssessmentThe Water and Sanitary Services Assessment details all waterand sanitary services across the district’s boundaries, includingpublic and services. The assessment focuses on protection ofpublic health and wellbeing of the community.The council has to adopt the Water and Sanitary ServicesAssessment, which is reviewed and updated every three yearscoinciding with the Long Term Plan. The assessments coverwater supply, wastewater, stormwater services, cemeteries andpublic toilets.A copy of the full version of this document is available fromcouncil offices.Recent updates relate to work completed and progress madeon issues identified in the assessment.Fully ServicedThese communities are serviced by reticulated wastewaterand water supplies. These are main centres such as Huntly,Ngaruawahia, Te Kauwhata, Raglan and Tuakau and the smallertownships of Meremere, Hopuhopu, Taupiri, Rangiriri, Matangi,and Tauwhare Pa.Semi-ServicedThese communities either have reticulated water or wastewaterservices. These communities are at urban fringe areas such asTe Kowhai, Te Akau, Maramarua, Gordonton, Newstead, Eureka,Tamahere, Onewhero and Te Ohaaki. With the exception ofPokeno which is serviced with water only. Following adoptionof the structure plan full servicing is planned as the townshipgrows.Within the assessment these communities are not separatelyassessed, because within serviced areas there are unservicedblocks. They are either assessed as fully serviced or unservicedareas.Unserviced (Private supply, roof water, bore andon site wastewater systems)This type of community is not provided with council servicesbut provide their own individual service via private water supply,roof water, bore and on site wastewater systems. Communitiessuch as Glen Afton, Te Kowhai, Whale Bay, Horsham Downs,Te Akau South, Glen Massey, Pukemiro, Renown, Waikokowai,Whatawhata, Pukekawa, and Glen Murray are classified underthis category.The assessment includes risks to public health by water andsanitary services and options for dealing with failure events.Since the last review, communities such as Te Ohaaki andTauwhare Pa now have reticulated wastewater services. Thisyear the council is working with the community of WhaangaCoast to develop a solution to highlighted risks from existingonsite wastewater systems.

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65RoadingWhat We DoStrategic focusTo concentrate on maintaining thecurrent road network and projectswhich are mostly growth-drivenRoading focuses on providing and maintaining our district’s roadingnetwork.The activities included in this group are:Roading, corridor maintenance, bridges, footpaths, passenger transport,road safety, network development and maintenance.Roads make up a big percentage of the council’s budgets, in particulartheir maintenance. New Zealand Transport Agency has recentlyinspected our roads and has categorised the overall condition of oursealed roads as above average.We have 2,447 kilometres of local roads in the Waikato district. Theyservice our important rural areas, which make a big contribution to ourlocal economy, so businesses and industries can get their goods andproducts to their market. Roads are also essential for people gettingaround the district, to commute to jobs, school and recreational activities.We have to provide for the increasing number of vehicles on our roads,but this needs to be affordable, as well as meeting people’s presentrequirements and future needs.While our transport system – roads, public transport and cycleways– make a positive contribution to people’s lives and our economicdevelopment, there are some negatives. These include the physicalbarriers the major roads create such as SH1, SH1b and SH 39, portionsof which will become local roads as the new Waikato Expressway isconstructed. While the traffic creates noise and air pollution, safety issuesand water pollution from run-off, these negative effects will be reducedfor some of our towns.Most of the sealed roads throughout the district are of a high quality,but there are also roads that don’t reach the same standard. Becausewe don’t have the funding to have all roads at this high standard, wewill need to accept a compromise between the two levels. Communityfeedback showed a majority (72 per cent of respondents) wanted roadrenewals to stay at the same level. The plan doesn’t allow for any sealextensions, so we can focus on maintaining our existing roads. (You canread more about our approach to prudent management of our roadson page 22).This means that towards the end of the period of this plan, our roadswon’t have the same level of smoothness as now. But, because they aregenerally graded as above average, by the end of this plan they shouldstill be graded as acceptable within the national standards.Strategic Direction ContributionsPrimarySecondary

66NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILWhat’s plannedThe following are the major initiatives in the plan. The full workprogramme (capital and operational spending) is listed on pages51-52 in Volume Two.• Revocation of some sections of the state highway because ofthe construction of the Waikato Expressway means we willgain around 100 kilometres of additional sealed roads. Thiswill be on a staged basis out to 2022. It also means we willhave to allow for depreciation and maintenance which is asignificant cost.• Upgrade the Tuakau rail platform to extend the passenger railservices from Pukekohe to Tuakau. Budget $500,000. 2013/14(dependent on outcome of feasibility study)• Structure replacement work including:• Tuakau bridge repairs and investigations on alternativecrossing solutions. Budget $376,000. 2014/15• Tainui Bridge repairs. Budget $1 million. 2015/16-2016/17• Ongoing seismic investigations and retaining wallconstruction. Budget $5.1 million. 2012/13 – 2021/22• Structure plan works to be funded in conjunction withdevelopers:• Lorenzen Bay. Budget $2.9 million. 2014/15-2015/16• Pokeno. Budget $15.6 million. 2012/13 - 2021/22• Tamahere. Budget $5.8 million. 2012/13 - 2017/18• Te Kauwhata. Budget $3.2 million. 2012/13 - 2017/18What’s not in the plan• Seal extensions are presently discretionary within ourbudget. Recognising the difficult economic times, we will putthis on hold for the term of the plan. As a result we havereduced the level of staff in 2013/14. 2015/16 and 2017/18.We also recognise seal extensions might well become moreaffordable and required in the future as economic times andcommunity needs improve and change. So we will, in thereviews of this plan, consider reinstating seal extensions.• Budget to fully fund the desired renewal works programme• Budget for passenger rail initiatives other than the Tuakaurail platform• Budget to improve our roads beyond current standardsother than through minor safety improvement work• Construction of new footpaths, which means the council’saim to have a footpath on at least one side of most urbanstreets will not be achieved• Specific infrastructure budgets for future spatial plansor structure plans.ObjectiveAccessible and Safe Waikato: The roading network is wellmaintained, safe and provides a comfortable means of travel.Proposed level of serviceThe district is easy and safe to get around and the road networkis well maintainedThe footpath network is considered to be suitable, accessible,safe and well maintained.Road markings and signs are maintained to provide cleardelineation and direction for road users.Road users feel safe during their travels.How we’ll know we are on trackTargets10/11 Actual Year 1 Year 2 Year 3 Years 4-10Respondents are satisfied or very satisfied with the standardof roads overall as measured by the annual satisfaction survey64% 65%Respondents are satisfied or very satisfied with the standard ofthe unsealed roads as measured by the annual satisfaction survey28% 28%Respondents are satisfied or very satisfied with footpathsas measured by the annual satisfaction survey.Percentage of urgent trip hazards which are respondedto within 24 hours of notification to the contractor.Respondents are satisfied or very satisfied withsigns and markings on the road network as measuredby the annual satisfaction survey.Number of reported injury crashes where road factorswere a contributing factor (5 year moving average)Respondents are satisfied or very satisfied with the safetyof the Waikato district’s roads as measured by the AnnualSatisfaction Survey.NewMeasureNewMeasure46%100%76% 76%NewMeasureUrban

67What We DoSignificant Negative Effect Cultural Social Economic Environmental Our ResponseRoad and environment factorscan contribute to crashes,particularly those that involveloss of control.Increased traffic congestionon existing transport networkThe particular needs of cyclistsand pedestrians and theirconflicts with other formsof traffic.Speed restrictions imposed oninappropriate locations causingspeed limits to be ignored.If effect is not given to theLivestock Movement Bylaw2011 then existing crossingswill remain with resulting traffichazards and public nuisance.Economically, the cost of desiredinfrastructure improvementsmay exceed the community’sability to pay.Transport developmentmay impinge on culturallysignificant landsThe quality of surface runofffrom roads that dischargesinto adjacent coastal orother waters.• • • ••• •• • •• •• • •• • • •Dust nuisance • ••NZTA monitors and records throughthe Crash Analysis System (CAS) thepercentage of accidents caused by loss ofcontrol.Undertake crash reduction studies (CRS)Maximise funding for minor safety worksRoading contributions imposed underconsent conditions contribute to roadupgrading.Implement the recommendations of theWalking and Cycling Strategy.Speed limit surveys carried out andresulting recommendation in accordancewith Speed Limit NZ and TransportAgency rules.Monitor to ensure the appropriate andsafe crossing of cattle as per bylaw.Consult with the community on all costsand options for Levels of Service throughthe LTP processTrack and record all the consultationprocedures and results for each affectedMaaori/Iwi for all projects outside theexisting road reserve.Compliance with resource consents andthe council’s engineering standards andguidelines. Environmental controls.Track and record complaints and complywith resource consent conditions duringconstruction activitiesWhat you’ve said“When maintaining roads, please rememberpedestrians – safe pavements, adequate roadcrossings, dropped kerbs for mobility scooters.”

68NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILHow it’s funded61 %General rates24 %Subsidies foroperating purposes15 %Internal Charges andOverheads RecoveredOperating Funding– Roading77 %Subsidies and grantsfor capital expenditure15 %Development andfinancial contributions7 %Increase in debtCapital Funding– Roading1 %Lump sum contributionsHow this group contributes to the district’s wellbeingSociallyOur residents are able to access leisure and social activitiesmore easily through private and public transport on our roadnetwork.EconomicallyOur district’s economy relies on an efficient and wellmaintained road network, with roads built to cater for futureneeds supporting industry and commerce.. This helps supportour residents in employment, so improving their income andstandards of living.EnvironmentallyRoads tend to contribute negatively to the environment, withexhaust and noise pollution as well as stormwater run-off andoil consumption. However, as roads improve, so travel time isreduced and therefore the negative effects are reduced.CulturallyWe work with Maaori to ensure roading projects do notimpinge on land or sites of significance, ensuring traditional sitesare retained and respected.What you’ve said“There is no connectivity by publictransport between the dictrict’s towns.”

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72NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILWhat’s plannedThe following are the major initiatives in the plan. The full workprogramme (capital and operational spending) is listed on pages53-54 in Volume Two.Waste Management & Minimisation PlanWe need to reduce the amount of waste going to our landfills.While we have a recycling service now, we also know morerecyclable waste can be taken out of what goes into the landfill.When we reduce our waste, we also reduce the amount ofmoney we have to pay for the government waste levy (whichis likely to go up in the near future). As well, there will be anEmissions Trading Scheme charge on the amount of methanethat is produced at landfills, which means we will have to buycarbon credits per tonne of rubbish dumped into the landfill.All of this puts a greater burden on our rates.We need to address this, but the question is how? We havereviewed our Waste Management Plan and as a result ofthat review, have developed a draft Waste Management andMinimisation Plan so that we can better manage our waste forthe long term.Our goals are to:• Manage waste locally wherever possible and to work withthe community.• Reduce the amount of waste sent to landfill or other disposal• Lower the total cost to the community of managing waste,while increasing the economic benefit through new initiativesand infrastructure• Reduce the risk of environmental damage• Protect public healthIt will take the community working together to achieve thisplan. One idea to do this is to establish a partnership based onXtreme Waste, which provides most of the waste managementservices for Raglan and the surrounding area. This is a way forthe community to have a direct and immediate influence overtheir waste services.We also want to improve the links between the council andthe waste management sector. We’re suggesting a wastemanagement sector working group. This could includerepresentatives from organisations already operating withinthe Waikato District; those thinking about expanding into thedistrict and other bodies with an interest in this sector or ineconomic development.What else can we do?Some of the initiatives we think would help us reduce ourwaste are:• Extend the range of what we collect for recycling, such asmore plastics being recycled. This would mean less goingto the landfill• Collect recycling from kindergartens and schools, especiallyin rural areas serviced by existing recycling contracts• Collect recycling from commercial operations, whichwould pay for the service through user charges• Collect food waste separately for composting• If we collect food waste, we could change the collectionof left-over rubbish from weekly to fortnightly, offsettingthe cost of the new food waste service.We’re also considering a bylaw which would requirecommercial waste collection companies to provide informationto the council about the types and amounts of waste collected.This would help us better understand what is happening to thewaste generated in our communities. It would complement thework done by the waste management sector working group.In this plan, we will upgrade our Huntly, Raglan and Te Kauwhatatransfer stations to encourage better recycling. This is budgetedto be $807,000 (inflation-adjusted) from 2012 to 2019.In 2013/14 we will be consulting you about what you’d like tosee for collection services. Our aim is for whatever we do, tobe cost neutral. For instance, if we collect food waste separatelyon a weekly basis, we would then have to balance this with theregular rubbish collection being a fortnightly service.The draft Waste Management & Minimisation Plan documentis available at our service centres and the council’s officeon Galileo Street, Ngaruawahia. It is also available on lineat www.waikatodistrict.govt.nz.• Parliament is considering the Alcohol Reform Bill, which isscheduled to come back before the House in June. This willresult in a new Sale and Supply of Alcohol Act, expectedto come into force in 2013. It’s likely to have significantimplications for how we administer liquor licensing. The billas it stands requires all applications to be determined by acommittee with no power of delegation to staff. This couldresult in higher costs and increased time for approvingapplications.Local alcohol plans will also be provided for under the newlaw, which would mean significant consultation with thecommunity. These plans would be voluntary. However, thereis significant community interest in liquor licensing issuesin our district and this would be taken into account whenmaking any decisions. We could include local alcohol plansin our District Plan considerations, which would help reducethe cost while still keeping the community involved.• Parliament is also amending the Building Act 2004. In thebill now before Parliament, there are four new categoriesof building consents – Low Risk, Simple Residential, Standardand Commercial. The bill also redefines building consentauthorities’ responsibilities and reduces the timeframe (tofive days) to process Simple Residential consents. Whilethe Department of Building and Housing suggests buildingconsent authorities’ workload could drop about 25 percent, the shorter timeframe for processing simple residentialconsents might also increase the workload. When the billis enacted, we will have a better view of what effect thechanges will have for us.• Another law now before Parliament is the Food Bill, whichwhen enacted will replace the Food Act 1981. Yes. It isthe Food Act 1981, which is now 30 years old and needs

73What We Doupdating. This covers all food for sale in New Zealand toensure food people buy, is safe to eat. Our role is to monitorall places which sell food to the public, to make sure they’recomplying with the law. Under the new legislation, whenpassed, this would mean they are registered and have afood control plan in place that they work to.Fundraising galas and sausage sizzles won’t be affected, orwould need to be registered as long as they don’t take placemore than 20 times a year. Those who sell food at farmers’markets might be affected, depending on how much riskthere is in the food for sale. More information is available atwww.foodsafety.govt.nz.• To provide for additional workload expected because of theabove legislative changes, we are establishing some new roles:• Environmental health officer, the cost to be partlyrecovered from fees, from 2013• Monitoring officer, to deal with the expected increase inconsents to be monitored from 2012/13• Land purchase, design and construction for a new dog poundat Tuakau. Budget $927,000. 2012/13 (the budget for thiscapital work can be found under Sustainable Communitieson page 57 in Volume Two)• There will be an additional animal control officerappointed, to be based in Ngaruawahia, because ourexisting staff are stretched to handle the high workloadin controlling dogs. This will be funded through increasedrevenue (more resources to pursue unpaid registrations)and through fewer staff number in the building quality area.2012/13• Three new animal control officers are proposed totransfer animal control in north Waikato in-house fromthe present contracted service. 2014/15• Rather than carrying out a broad review of the District Planat one time, we propose to review ‘hot spots’ so that we canimplement changes quickly and at a lower cost. These reviewsaim to remove red tape and make it as easy as possiblefor industry and development to take place in appropriatelocations while still protecting our environment.• We have reviewed the Earthquake-prone, Dangerousor Insanitary Buildings policy. This is done every five years.It can be found on page 133 in Volume Two.What’s not in the plan• Budgets to support increased consultation withthe community• Specific budgets for specialist input into developing spatialand structure plans• Budget to address proposed changes within the AlcoholReform Bill• Any provision for the amendment to the Building Act 2004,as we do not yet know what the changes will mean for theorganisation; if they will mean more or less workload, ormore consent monitoring.How this group contributes to the district’s wellbeingSociallyOur District Plan, monitoring of buildings and of theenvironment ensure both our urban and rural areas arewell-planned and maintained and healthy for sustainablecommunities.EconomicallyOur strategies and plans provide sound guidelines andstandards for existing and prospective investors as well asfor our local communities, encouraging economic growthto contribute to our district’s future success and well-being.EnvironmentallyMonitoring the environment to keep it unpolluted helps keepour community protected from adverse effects of noxiouselements, contributing to overall health and the environment’slong-term sustainability.CulturallyWe recognise other diverse cultural requirements whencarrying out our monitoring activitiesHow it’s funded35 %General rates19 %Targeted rates32 %Fees and charges10 %Internal Charges andOverheads Recovered4 %Other operating fundingOperating Funding– SustainableEnvironment

75What We DoSustainable EnvironmentBuilding qualityStrategic Direction ContributionsPrimarySecondaryWe have a responsibility for people’s safety and wellbeing in thebuildings they live and work in. We have the sole responsibilityin our district for ensuring buildings in our district comply withlegislation, including fencing of swimming pools. We processbuilding consent applications and carry out constructioninspections. The Waikato Building Consent Group has beenformed with representatives from all Waikato territorialcouncils, so that we can have consistency across the region inmanaging what we do.ObjectiveSafe Waikato: All building activities are carried out in accordancewith legislative standards so that people feel safe.Proposed level of serviceThe council protects the community by enforcingbuilding regulations.Thriving Waikato: The council’s processes recognise the need for The council provides a timely consenting processprompt delivery of services.to support building activities within our district.How we’ll know we are on trackTargets10/11 Actual Year 1 Year 2 Year 3 Years 4-10The number of existing buildings which are monitoredand audited for compliance each year.234 at least 250 per annum (60%)The percentage of those buildings that provide sleepingcare or paid accommodation which are audited for87.8% 100%compliance annually.The number of existing pools which are inspected for fencingcompliance within each year.368 at least 350 per annumThe percentage of building consent applications whichare processed within 20 working days.99.8% 100%Significant Negative Effect Cultural Social Economic Environmental Our ResponseLegislation is requiring morecouncil input into plan reviewand building inspection, whichincreases costs.Non-compliance requires thecouncil to take offenders beforethe Courts.The time to processapplications might be regardedas a delay to construction• •• ••Leaky homes are identified. • • •The council has to react to new legislation,but tries to limit the cost increase as muchas possible.Prosecution of blatant offences againstthe Building Act is necessary to reinforcecompliance, maintain equity for those whoobtain consents and fulfil statutory duty.This is mitigated through the simplificationof the consent processMore thorough vetting of the drawings,inspections by better trained highly skilledinspectors, will assist in reducing theincidence of leaky homes.

76NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILSustainable EnvironmentStrategic &district planningStrategic Direction ContributionsPrimarySecondarySo that our district can grow and develop in a sustainable way,we have a District Plan which guides development. This includesour objectives, policies and the ways we address issues, adviseon appropriate land use, and work with the community onoptions for development policies, regulations and future growth.We also have a role in delivering on the Waikato DistrictGrowth Strategy and on Future Proof (see information inScanning the Horizon on page 14).Waikato District Council inherited the Franklin District Plan on1 November 2010. The plans will co-exist and a series of planchanges or variations will be undertaken to address specificresource management issues as they arise. To date the councilhas resolved 95 per cent of all appeals and was able to makethe plan partially operative on 16 July 2011.The following spatial and structure plans have budget providedfor within this plan:North Waikato from 2012/13Tuakau from 2012/13Ngaruawahia from 2013/14Huntly from 2016/17Te Kowhai/Whatawhata from 2018/19Matangi from 2018/19Gordonton from 2019/20The implementation of the district plan is dealt with in ourconsents team. Our planners provide guidance to developersand the general public on the rules within the district plan andthe requirements for consents as well as process resourceconsent applications for subdivision and land use.

77What We DoObjectiveThriving and sustainable Waikato: The council provides anefficient and punctual service to its customers. Consultationis undertaken to provide involvement of the community indecision making.Sustainable growth in appropriate locations beneficial to thedistrict is encouraged.How we’ll know we are on trackThe percentage of resource consent applications which areprocessed within the statutory timeframes.The percentage of time that people receive assistance withconsent applications when requested.All District Plan changes will be undertaken as per the RMAstatutory process.Consultation undertaken including: Informal consultation,opportunity to submit and present views, public hearingprocess and written advice of the council’s decision onsubmissionThe number of consents granted that are inconsistentwith our district growth strategy.Proposed level of serviceThe community has access to up-to-date information and receivesassistance with consent applications, regulations and requirements.Resources controlled by the council are managed in accordancewith the purpose and principles of the Resource Management Actand reflect the will of the community.Opportunities are provided for involvement in decision making.Growth is consistent with the intent of the district growth strategy.Targets10/11 Actual Year 1 Year 2 Year 3 Years 4-1095.9% 100%100% 100%100% 100%100% 100%NewMeasureNoneSignificant Negative Effect Cultural Social Economic Environmental Our responsePlanning may increasedevelopment costs, throughcompliance costs, developmentlevies or financial contributions.Non compliance with statutoryrequirements for the issuing ofresource consents may causedelaysInadequate or harsh monitoringof District Plan requirementsmay discourage development,affecting the economy in thedistrict• •• ••Benefits flow back to developers fromimproved environmental quality, andprovision and co-ordination of servicessuch as infrastructure, and any netnegative effect is not significant.Improvement of systems is ongoing toensure continual improvement in services.Apply a reasonable, concise, consistentmonitoring process

78NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILStrategic Direction ContributionsPrimarySecondarySustainable EnvironmentSolid wasteOur environment sustains us and our way of life, so it’s ourresponsibility to look after it. Part of that is to minimise andmanage our solid waste, recycling as much as we can, returningour green waste to the earth and reducing the amount of otherwaste we put into landfills.The council provides the following solid waste services:• Kerbside refuse collection including recyclables.• Recycle/refuse transfer stations at and collection centre.• Monitoring of closed landfills.There are no council owned or operated landfills. Waste isdisposed of at Hampton Downs, which is operated by EnviroWaste. Closed landfills are monitored at Huntly, Raglan, TeKauwhata, Tuakau and Ngaruawahia to meet resource consentrequirements.As part of our waste management, we are reviewing ourWaste Management and Minimisation Plan to provide ways toencourage waste minimisation and management, and to identifyand put in place the ways we can fund this. Once we have donethis we will set specific targets around waste reduction.• Waste education programmes.• Enviroschools.

79What We DoWhat you’ve said“Upgrade for efficienciesin operating stations.Advertise to encourage.”ObjectiveSustainable Waikato: To provide residents with an ideal qualityRefuse and Recycling Collection Service.How we’ll know we are on trackPercentage of refuse complaints resolved within3 working days.Percentage of recycle complaints resolved within3 working days.The number of missed bags in the council’s bagrefuse collection is no more than 200 per yearProposed level of serviceHave reliable and efficient refuse and recycling services.Targets10/11 Actual Year 1 Year 2 Year 3 Years 4-1098% 100%NewMeasure100%4 bags

80NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILSustainable EnvironmentEnvironmentalhealthStrategic Direction ContributionsPrimarySecondaryEnvironmental health focuses on the keeping the communityhealthy. Monitoring is a many faceted role, from food outletsto ensure they keep high hygiene standards, liquor outletsto ensure they keep to the conditions of their licenses, tohazardous substances and contaminated sites. As with anyregulatory activity any non-compliance is dealt with on a caseby-casebasis with measures taken depending on the natureof the non-compliance. Measures available regarding foodand liquor outlets range from providing education and advicethrough to prosecution and seeking closure of the premises inaccordance with provisions of the applicable legislation.General food service businesses now have the ability tovoluntarily opt out of the current inspection regime and intoa risk-based food control system. The council has obtainedapproval as an audit agency and the Environmental HealthOfficers have been approved to audit the new food controlplans operated by those businesses opting into the voluntaryprogram. Uptake of the voluntary system by food businesseshas been relatively slow.ObjectiveSafe and Thriving Waikato: The community’s healthand wellbeing is protected.Noise control is also an important part of improving, promotingand protecting public health. We also provide advice onpublic health aspects of resource consent applications andmonitor related compliance conditions. Managing land useinformation and requirements related to contaminated andpotentially contaminated land is also an important aspect ofkeeping our environment healthy. The council is continuing todevelop its processes and systems in this area. The NationalEnvironmental Standard (NES) for Assessing and ManagingContaminants in Soil to Protect Human Health came into forceon 1 January 2012 to provide a level of national consistency inthe management of potentially contaminated land. Whether wewill need more resources is still unclear but it is possible moretechnical expertise could be required.Proposed level of serviceFood sold within the district is safe.Liquor outlets operate responsibly and comply with legalrequirements.Noise complaints are responded to in a timely fashion.Nuisance complaints are responded to in a timely fashion.How we’ll know we are on trackTargets10/11 Actual Year 1 Year 2 Year 3 Years 4-10Percentage of “at risk” registered food premises inspectedper year.100% 100%Percentage of “at risk” liquor premises inspected per year. 100% 100%Percentage of excessive noise complaints responded towithin agreed timeframes. (Due to geographical characteristicsof the district, response times will vary in different partsof the district)Percentage of public nuisance complaints respondedto within 2 working days.Potential significant negative effectsThere are no significant negative effects identified with this activityNewMeasureNewMeasure90%95%

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83SustainableCommunitiesWhat We DoStrategic focusTo support economic growth,rather than spatial growth,to enrich ourcommunities through employment,improved quality of life, rather thansimply encouraging population growth.Sustainable Communities is predominantly about addressing those socialand economic wellbeing’s that ensure “communities” are developedrather than just discrete sets of towns and villages. It’s about the provisionof leisure options and the protection of enduring communities.The activities included in this group are:Customer Delivery, Economic Development, Grants and Donations,Leisure Facilities (aquatic centres, libraries and parks and reserves),Emergency Management (civil defence and rural fire), CommunityFacilities (cemeteries, property, toilets, pensioner housing etc.)Our communities share many qualities and at the same time havediverse outlooks and characteristics. One of our roles is to help thesecommunities make the most of their strengths and to develop a senseof belonging and pride.In the broader picture, aiding future economic development and growthis fundamental for the council. We work closely with the WaikatoEnterprise Agency and neighbouring local authorities to help integratenew developments into the community. We also work with PrimaryFocus, which is the economic development agency for the NorthWaikato and an independent trust.Our growth is mainly focused on Te Kauwhata, Pokeno, Tamahere andTuakau. And while we’d like to see other areas such as Huntly andNgaruawahia grow, it is simply not affordable in the ten years this plancovers. We want to make sure we don’t try to have growth in multipleplaces and find it is unsustainable because of major investment ininfrastructure for growth that doesn’t eventuate. However, developmentwon’t go ahead if we don’t have the infrastructure. For example, ifthe planned water pipeline from Tuakau to the Watercare plant doesnot go ahead, development at Whangarata will not happen. This typeof investment is initially funded by the council, which then recoversthe amount from developers through development contributions asdevelopment actually happens. (See the Development ContributionsPolicy on page 84 in Volume Two).Many of our parks and reserves and facilities such as sports grounds arealso funded in part through development contributions. And communityand leisure facilities, such as our housing for the elderly, aquatic centresand libraries, parks and reserves, and cemeteries, have an important rolein the things that make up the fabric of our towns and villages.Locally, we provide grants and donations to help individual communitieswith their own initiatives, helping make activities and projects happenthrough active support and funding, working with local organisations.Since the draft plan, we have budgeted some additional grants as aresult of submissions (see under “What’s planned”).Residents also expect to be safe within their communities and our rolecovers a wide spectrum, from health and well-being to road safety,emergency management as well as crime prevention. We work with thepolice and the community to improve safety, including using closed circuitTV cameras through the Camera Trust.Civil defence and emergency management has taken on a much higherprofile in the past year for the public. For us, emergency managementis a core service and while earthquake risk is under the spotlight now,we also have to think about other risks, such as flooding. We work withHamilton City, Waipa, Waitomo and Otorohanga District Councils tocontribute to ensure we are prepared for emergency response andrecovery. We also have our own civil defence plan in place and take partin regular training exercises to test response capability. The cost for theCivil Defence Emergency Management Group will be part of a regionalrate from the Waikato Regional Council.Strategic Direction ContributionsPrimarySecondary

84NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILWhat’s plannedThe following are the major initiatives in the plan. The full workprogramme (capital and operational spending) is listed on pages55-60 in Volume Two.• Library servicesWaikato District Council has had a contract with HamiltonCity Council to provide reciprocal library services, with anyWaikato district resident having free access to the service.While this has been free to the 6350 active users, it has costus $396,000 annually.We have renegotiated this contract to $300,000, while stillproviding residents unlimited access to Hamilton’s libraryservices.We will now work with Hamilton City Council to developa feasibility study for joint library operations based onwork done by the Greater Waikato Librarians group, whichproposed a consortia model. We will also seek support andapproval from Local Authorities Shared Services. No extrabudget has been allocated to this work, which will be started2012/13.We also want to increase the service level in Te Kauwhatalibrary, which at the moment is staffed by part-time staff. Wewill appoint a full-time library co-ordinator as the start ofa move to a full service centre in Te Kauwhata, planned for2014/15.From October 2013, former Franklin District residents withinthe Waikato will no longer receive free library services fromthe Auckland Council. We have libraries in both Tuakauand Te Kauwhata and residents will still be able to use thelibraries in Auckland at a cost. As agreed during the Franklinto Waikato transition process we have begun talks withAuckland Council around access to library services,especially for those of our residents who live closerto the regional boundary.• Economic developmentLate last year, we hosted an economic summit bringingtogether key business, industry and community leadersto discuss how together, we can ensure our economyand communities will grow and thrive.Out of this summit, we have developed four key strands ofaction to be launched in the coming year – our economicdevelopment road map. We are working closely with ourkey stakeholders to strengthen connections, to find outhow we as a council can be more business-friendly, helpfacilitate opportunities, and to advocate on policies andissues affecting business.We also want our infrastructure to support investmentdecisions, to eliminate bottlenecks and barriers andidentify potential infrastructure investment that willhelp our district grow.As part of this roadmap, Waikato district also needs toencourage people to see it with new eyes, to see ourpotential and take advantage of what we already offer.We have allowed for a new staff member to be responsiblefor making progress on the economic development roadmap. To fund this, we will use the amount currently spentwith Primary Focus, in a different way. The funding will remainin the economic development arena but will be used to fundspecific projects, for which Primary Focus may be contractedto provide.• GrantsAs a result of submissions, operating grants have beenadded across the 10 years of the plan for the WaikatoCoalfields Museum, Raglan Museum and Tuakau Museum,at $50,000, $20,000 and $5,000 respectively. The followingorganisations will receive one-off grants for 2012/13:• The Ngaruawahia Volunteer Fire Brigade $25,000• St John Te Kauwhata $25,000• Ngaruawahia Community House $15,000• Opus Orchestra $2,000• Waikato River Alive $7,000A further $5,000 per year from 2012/13-2015/16 has beenadded to help fund the FIFA under 20’s World Cup. This will betaken from the existing Events Fund rather than adding costs.• Rural Fire Authority– expansion of fire districtThe National Rural Fire Authority is planning to amalgamateall the rural fire authorities across the district into one tocover the whole Waikato region, as part of its objectiveto improve the effectiveness of the rural fire sector.At the moment, each district council has its own rural fireauthority which responds to rural vegetation fires outsideour main towns and manages fire risk. This includes workingwith landowners and other stakeholders to manage firerisks; providing information to the public about fire hazardconditions, and declaring restricted or prohibited fire seasonswhen lighting fires in the open is controlled by permit,or banned.This proposal provides an opportunity to pool equipmentand resources and improve and streamline management.We have been working with the other councils in the region,the Department of Conservation, forest owners, as wellas the rural fire authority and other stakeholders, on thisproposal for one regional fire authority.We believe the cost for this amalgamation will be limited,and there will be greater benefits long-term. This is also inline with our move towards shared services across councils.

86NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILHow it’s funded79 %General rates3 %Targeted rates7 %Fees and charges5 %Internal Charges andOverheads RecoveredOperating Funding– SustainableCommunities57 %Development andfinancial contributions34 %Increase in Debt9 %Lump sum contributionsCapital Funding– SustainableCommunities6 %Other operating fundingHow it’s fundedHow this group contributes to the district’s wellbeingSociallyThe council’s library services, parks and reserves andcommunity facilities all promote healthy lifestyle choices andfoster a sense of community identity and belonging. Emergencymanagement services ensure our communities are kept safe attimes of crisis.EconomicallyBy facilitating economic growth, and ensuring we have theinfrastructure needed to attract both residential and industrialgrowth, we help build our economy and job creation.EnvironmentallyOur parks and reserves, walking tracks and waterways are all avaluable part of our environmental heritage. Our maintenanceand stewardship of these is essential to our environmentalsustainability for future generations.What you’ve said“Better and more public spaces– parks, recreational facilities,horse-riding tracks.”

87Sustainable CommunitiesEconomicdevelopmentWhat We DoStrategic Direction ContributionsPrimarySecondaryOur focus over the next 10 years is about supporting theeconomic growth of our communities, so that people’s lives areimproved through having jobs, a better quality of life and accessto better incomes and the associated benefits.We are continually providing infrastructure to supportbusinesses as well as residents, updating the district plan toattract industry to our district along with many other initiatives.The goal is to ensure our district has longevity by bringing moreemployment opportunities.How we’ll know we’re on trackLevels of service and related performance measures and targetswill be developed in 2012/13 in line with the development ofour Economic Development strategy. You’ll see these includedin the Annual Plan for 2013/14.Potential significant negative effectsThere are no significant negative effects identified withthis activity.

88NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILStrategic Direction ContributionsPrimarySecondarySustainable CommunitiesGrants anddonationsEvery year we provide grants and donations to various organisations and charities throughout the district which otherwise mightnot have access to funding for their work.Proposed grantsand donations2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22Raglan Museum 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000Air ambulance 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000Northern Surf Lifesaving 29,500 29,500 29,500 29,500 29,500 29,500 29,500 29,500 29,500 29,500Waikato District Sports Award 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000Life Education Trust 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000Design Festival 3,000 3,000 - - - - - - - -Ecosourced Waikato in the District 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000Regional Tourism 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000Waikato District CrimePrevention & Technology Trust10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000Bush Tramway 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000Raglan Coastguard Grant 6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500Te Akau CommunityComplex Grant7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000Te Otamanui Lagoon 25,000 25,000 25,000 25,000 25,000 25,000 25,000 - - -Opus Orchestra 2,000 - - - - - - - - -Tamahere Community Committee 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000Ngaruawahia Community House 15,000 - - - - - - - - -FIFA Under 20 World Cup 5,000 5,000 5,000 5,000 - - - - - -Waikato River Alive Project 7,000 - - - - - - - - -Tuakau & DistrictMuseum Society Inc5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000Ngaruawahia Fire Brigade 25,000 - - - - - - - - -St John's Te Kauwhata 25,000 - - - - - - - - -Te Awa Walkway 300,000 300,000 - - - - - - - -Te Kauwhata –New premises for DISC10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000Waikato Coalfields Museum 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000677,000 603,000 300,000 300,000 295,000 295,000 295,000 270,000 270,000 270,000Potential significant negative effectsThere are no significant negative effects identified with this activity

89What We DoSustainable CommunitiesLeisure facilitiesStrategic Direction ContributionsPrimarySecondaryWe provide many parks and reserves, playgrounds and publicfacilities, including aquatic centres and libraries, walkways andsports grounds, providing the facilities and amenities needed fora healthy and thriving community.Our open spaces provide for a mix of activities for examplewalkways, tennis courts, and kayaking, boating and others. Wealso have some sites with archaeological value such as The Pointand Puke-I-Ahua in Ngaruawahia, and Wainui Reserve in Raglan.Some of our esplanade reserves also provide access to rivers,lakes and the foreshore.We have six libraries in our district with a wide range of fictionand non-fiction books, youth and young children’s books, talkingbooks, large print books and magazines. Customers can alsohire from our DVD and music collection.The libraries run reading programmes for primary schoolchildren to improve literacy and comprehension. And there isaccess to internet and a number of growing digital resources,such as reference databases.We have 25m swimming pools located in Huntly, Tuakau andNgaruawahia, with the Huntly pool has recently upgraded/converted to an indoor facility. These facilities have additionallearner and toddlers pools and provide a mixture of swimminglanes and recreational use.There are 18,193 library members in the Waikato District.Services are provided in Huntly (membership of 6,223),Ngaruawahia (membership of 4,570), Raglan (membership of3,516), Te Kauwhata (membership of 1,487) and Tuakau (2,266).A library is also provided at Meremere with reduced hours.Community libraries are managed by volunteers to provideaccess to limited printed resources such as books andmagazines and are located at Port Waikato, Te Akau, andPerrin Park Retirement Village.

90NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILObjectiveHealthy, Safe and Thriving Waikato: The community has accessto safe and well maintained recreation and leisure facilitiesHave up-to-date library stock and technology availableat librariesHow we’ll know we are on trackThe percentage of respondents who have indicated that ourparks and reserves are well maintained as measured throughthe annual satisfaction survey.The percentage of respondents who have indicated that theyfeel safe in our parks and reserves as measured throughthe annual satisfaction survey.The number of complaints the council receives aboutpool water quality.Reliable daily access to free Internet service at all libraries(excluding supplier issues).Library stock is purchased in accordance with the library’scollection development policy and that 50% of the bookcollection is not more than five years old. (Note: this is based onthe action collection being books less than 10 years old. Booksolder than 10 years are generally reference items, specialist items,local history or core stock that has long term value.The percentage of respondents who indicate throughthe bi-annual library survey that they are satisfied withthe service they receive.Proposed level of serviceLocal reserves and facilities should be safe and well maintained.Council pools are healthy and safe.Libraries provide for modern societyTargets10/11 Actual Year 1 Year 2 Year 3 Years 4-10NewMeasureNewMeasureNewMeasure100%100%1 or less per pool per quarter100% 100%100% 80% 100%>90% >90%Significant Negative Effect Cultural Social Economic Environmental Our responseDamaged library items • •Inappropriate books/magazines/material in thecollection (i.e. Adult material,or offensive to cultures, religion,or in general)• • •Repaired as condition is assessed during the issuingor receipting process, or discarded in accordancewith the Collections Policy.Items are acquired in accordance with theCollections Policy and catalogued as per the natureof the material.Disability access to facilities •Development of the Disabilities Access Policy.Design and maneuverability for wheelchair access,or mobility scooter.New facilities to be design in accordance with thecouncil’s HCC Development ManualNoise and disorderly behaviourEvents managed in line with the council’s terms andissues from events at reserves, • • conditions of hire. Any disturbance will be handledand general use of reservesby local police or noise control if required.Working in conjunction with HASNO standardsfor handling agri-chemicals. Enforcing appropriateHerbicides impactingenvironment• conduct and use of wash down facilities and hardstands. Ensuring pest and weed control activities arewithin guidelines.Tree maintenance programme according toDamages to property andindustry standards. Focus on higher risk areas suchharm to people from falling • •as walkways, playground, higher use reserves, andtrees and branchespower networks. Responsive to customer requestsand cyclical maintenance.Reserves can create a fireManagement of a fire-break to preventhazard for properties • • •this effect.Staff training to identify and handle emergencyHazardous chemicals used toevents, and safety standards strictly adheredkeep bio hazards under control, • •to. Sodium hypochloride used which is a safercan be harmful if mishandled.alternative than traditional chemicals.Pools managed to PoolSafe certification standards.Accidents at aquatic facilities • •Wet floor signage for appropriate areas.

91Sustainable CommunitiesCommunityfacilitiesWhat We DoStrategic Direction ContributionsPrimarySecondaryThe council owns and manages property such as libraries,information centres, museum, council offices and a range ofinvestment properties to serve the community’s needs acrossthe district. We also own land designated for future roads andpotential use to provide for future growth. Housing for theelderly also provides affordable and safe homes for elderlyand disadvantaged tenants in Huntly, Tuakau and Ngaruawahia.Community halls and centres, cemeteries, camping groundsand harbour assets are also included.ObjectiveHealthy and Safe Waikato: The community has accessto safe and well maintained facilitiesHow we’ll know we are on trackRespondents are satisfied or very satisfied with thecondition of council facilities as measured by theAnnual Satisfaction Survey.The percentage of customer complaints regardingthe condition of public toilets responded to withinone working day.The number of complaints received regarding thecondition of our cemeteriesProposed level of serviceCouncil facilities should be safe and well maintained.Public toilets are clean and tidy.Local cemeteries have a pleasant environment.Targets10/11 Actual Year 1 Year 2 Year 3 Years 4-10NewMeasureNewMeasureNewMeasureless than 10complaints/yearless than 7complaints/year>65%95%less than 5complaints/year

93Sustainable CommunitiesEmergencymanagementWhat We DoStrategic Direction ContributionsPrimarySecondaryPublic safety and emergency management activities arefundamental to the protection of life and property in thecommunity. We have a key role in disaster and emergencyresponse, management and recovery, including rural firemanagement.We have local civil defence plans in place and have beendeveloping business continuity and disaster recovery plans.The council also contributes financially to the Waikato ValleyEmergency Operation Area (WVEOA).In the event of a natural disaster the disperse locations of ourcommunities would ensure that only part of the district wouldbe affected rather than the whole district (e.g. tsunami, wouldaffect Raglan and Port Waikato infrastructure but not Huntly,Ngaruawahia, Pokeno etc.)ObjectiveSafe Waikato: Provide a key role in ensuring the organisationand community are able to respond, effectively manage,and recover from disaster impacts.How we’ll know we are on trackEmergency Operation Centre (EOC) radios arecommissioned and functioning on mandated ES bands.Weekly radio test to be performed between the council’s CDradio locations and WVEOA headquarters.Undertake two Waikato district localised exercises involvingcommunity centre offices e.g. Raglan, Tuakau, etcUndertake a joint annual training exercise with WVEOCparties.Proposed level of servicePreparedness for emergency response and recovery in the eventof an emergency.Targets10/11 Actual Year 1 Year 2 Year 3 Years 4-10100% 100%NewMeasure2 per annum1 per annum 2 per annumPotential significant negative effectsNo potential significant negative effects have been identified for this activity.

94NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILStrategic Direction ContributionsPrimarySecondarySustainable CommunitiesCustomerDeliveryCustomer delivery is one of the key ways residents can contactus about the issues and questions regarding the services weprovide. This includes staff in our libraries and service centres,and our call centre.Customer Service centres are located in Ngaruawahia,Huntly, Raglan and Tuakau, provide face-to-face access for, billpayments, rates enquiries, district plan enquiries, submissionand consultation documents as well as general enquiries.Through this plan we will be introducing a new servicecentre at Te Kauwhata library.A planning enquiry service is regularly available at Tuakauand Ngaruawahia for enquiries regarding building andresource consents.Our call centre was expanded in 2010 to meet the increasedcall volumes that resulted from the change to our boundary.With the addition of all web and email enquiries via Contact Usnow being processed centrally, the call centre will be referredto as the contact centre in the near future.In order for our customers to feel supported outside of normalworking hours, an after-hours service is provided by HamiltonCity Council.ObjectiveThriving Waikato: Customers are delivered an effectiveand responsive experience.How we’ll know we are on trackRespondents are satisfied or very satisfied with the overallservice received when contacting the council as measuredby the annual satisfaction survey.Respondents who deal with front-line staff are satisfiedor very satisfied with the service they receive as measuredby the Annual Satisfaction Survey.Respondents who contact the council by phone are satisfiedor very satisfied with the service they receive as measuredby the Annual Satisfaction Survey.Percentage of all calls to the council’s main telephonenumber which are answered within 30 seconds.Percentage of all calls to the council’s main telephonenumber which are abandoned (caller hangs up).Proposed level of serviceEfficient and effective service from customer delivery and callcentre teams.Targets10/11 Actual Year 1 Year 2 Year 3 Years 4-1074% 75% 75% 80%NewMeasureNewMeasureNewMeasureNewMeasure90%90%70% 70% 75%80% at20 seconds

95What We Do

96NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILOurCouncillorsAllan SansonHis worship the Mayor(07) 828 6966Dynes FultonDeputy MayorHukanui-Waerenga(07) 828 6966Clint BaddeleyRaglan(07) 825 8194Rodney DixonWhaingaroa(07) 825 4581Wally HayesTamahere(07) 856 6616Jennie HaymanOnewhiro(022) 103 7809Shelley LynchHuntly(07) 828 9682Rob McGuireEureka(07) 824 3696Allan MorseNgaruawahia(07) 824 8268Lionel PetersenAwaroa ki Tuakau(09) 236 9189Peter SandsAwaroa ki Tuakau(09) 235 9379Jan SedgwickWhangamarino(07) 826 3013Noel SmithNewcastle(07) 824 8300Moera SolomonNgaruawahia0800 104 412Graeme TaitHuntly(07) 828 8864

97CouncilLeadershipWhat We DoStrategic focusTo be strategic and broad-based inidentifying outcomes and exploring newoutcomes for communities; being moreenquiring and interested in ensuring counciloperations are performing to expectations.Council Leadership is where the strategic high level relationships withindustry, other councils and government are developed and fostered, toadvocate and represent the community as a whole.The activities included in this group are:Governance, Maaori Liaison, Committees and Community Boards,Elections, Council SupportStrong leadership is required for the district to progress and prosper.The council, community boards and community committees work inpartnership with the community to make the key decisions for thedistrict’s long term future, responding to the differing needs of diversecommunities, through plans and strategies, and by facilitating progressagainst community outcomes. The council in particular is instrumental inmaking sure people’s interests are looked after, their concerns addressed.A vital aspect for Waikato district is its relationship with Iwi, with the JointManagement Plan with Waikato-Tainui an integral part of this. WaikatoTainui and the council have concerns and interests in common.The Council Leadership group of activities also includes the three-yearlyelections, with the organisation providing support through the ElectoralOfficer and organisation of the election process. And while the electionsare a big aspect of this work, there are other areas where support isrequired, for example, the just-completed poll for Maaori wards in thedistrict.Support is also needed for council and committee meetings, whetherit’s organising hearings and meetings with their associated agendas,consultations and open days to address community issues.Strategic Direction ContributionsPrimarySecondary

98NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILWhat’s plannedThe following are the major initiatives in the plan. The fullwork programme (capital and operational spending) is listedon page 61 in Volume Two.• A binding poll was held to see whether we should introduceMaaori wards for the next two elections in 2013 and 2016.The majority of those who voted were against the proposal.We have reviewed all our representation arrangements(number of wards, councillors etc) and as a result, it isproposed that:• The existing Onewhero and Whaingaroa wards aremerged to form the Onewhero-Te Akau ward, reducingthe number of wards by one• Ward boundaries for Huntly, Raglan and Newcastleare slightly expanded• Raglan Community Board boundaries are expandedto include Ruapuke, Te Mata and Te Uku• A total of 13 councillors for the 10 wards, plus theMayor elected at large. This would mean a reductionof one councillor.Consultation on this proposal is timed to close afterthe adoption of this Long Term Plan.• The funding of the district-wide minor improvementsprogramme is reduced from $125,000 to $100,000. Thisprogramme funds local projects such as planting trees andvegetation, minor kerb and channel work, providing picnicarea car parking, footpaths.• The contract with Sport Waikato has been halved, to makethe budget affordable, resulting in one co-ordinator andwork being prioritised to allow for this.• The council decided to set aside an amount of $10,000each year to assist with operational costs of communitycommittees as a result of the submissions process.Criteria will be set in place to fairly distribute these funds.What’s not in the plan• Budgets to support an adjustment to the number ofcommunity boards or elected representation at council level• Specific budget to address implementation of the JointManagement Agreement schedules. This will be revisitedover time as we better understand the implications.ObjectiveThriving Waikato: Communities have an opportunityto influence the decision making process.How we’ll know we are on trackPercentage of respondents who understand how thecouncil makes decisions as measured by the AnnualSatisfaction Survey.Percentage of respondents who agree that they have hadthe opportunity to be involved and participate in the waythe council makes decisions as measured by the AnnualSatisfaction SurveyProposed level of serviceOur communities understand the decision making process.Our communities have an opportunity to be involved inthe decision making process.Targets10/11 Actual Year 1 Year 2 Year 3 Years 4-1047% 60% 65% 70%58% 60% 65% 70%Potential significant negative effectsNo potential significant negative effects have been identified for this activity.What you’ve said“Community consultation is crucial.Make sure you consult and listen.”

99What We DoHow it’s funded77 %General rates3 %Targeted rates19 %Internal Charges andOverheads Recovered1 %Other operating fundingOperating Funding– Council LeadershipHow this group contributes to the district’s wellbeingSociallyGroups and/or individuals can contribute to the decisionmakingprocess.EconomicallyThe council provides strong leadership to facilitate the districtseconomic development.EnvironmentallyThrough the Joint Management Agreement, the council workswith Waikato-Tainui to ensure the Waikato River is managedappropriately.CulturallyThe council can work closely with Iwi and other cultures toensure their voices are heard within the democratic process.

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101OrganisationalSupportWhat We DoStrategic focusTo put into action the initiatives to take theorganisation forward; making services moreefficient and cost effective for ratepayer andcontinually reviewing how we can improve.Organisational Support is essentially the council’s engine room. Thesefunctions are responsible for the council having the right people, theright systems, the right processes, and the right information so that ourcore service delivery areas can excel. For example, so the roading teamcan deliver its pavement rehabilitation work each year, the organisationalsupport team ensures roading management has the appropriate people,systems, processes, plant and information to do this well.The activities included in this group are:Communications, business improvement, human resources, health andsafety, finance and treasury, rates, information management, legal counsel,corporate property and plant and management, infrastructure planning,design and operations.All of these functions support our staff providing services to you, helpingthem communicate with you, and you to communicate with us so thatwe can understand your issues and concerns.Our staff makes this organisation work. Each and every one works andinteracts with the public and with other agencies. We need to be able tomanage what we do, well, so that the organisation is more streamlined,can provide better information, and go beyond what we deliver now sothat we have real savings and ultimately, you get better value for yourrates.We have included, for instance, new roles within various areas of theorganisation. Most will be funded from savings made (for example,procurement), and/or will lift our service in line with what you expectfrom us.Strategic Direction ContributionsPrimarySecondary

102NAVIGATING THE FUTURE | WAIKATO DISTRICT COUNCILWhat’s plannedThe following are the major initiatives in the plan. The full workprogramme (capital and operational spending) is listed on pages62-65 in Volume Two.• We think there’s a lot of savings to be made in what wedo as a business. We need to buy better and create savings,and to do this, we need the right expertise. So, we areadding a new specialist procurement role. In the short term,savings should cover the $100,000 cost. In 2013/14, we havebudgeted for a $50,000 reduction in overall costs ($150,000of savings against the $100,000 cost), while from 2015onwards we have allowed for net savings of $100,000per year.• Business improvement will focus on delivering demonstrabledollar savings to the council and to do this, we will employone additional staff member to increase the scope andnumber of business improvement initiatives and thereforeincrease efficiency.• More capacity is provided for in this plan for the financeteam, to review processes to reduce cost and improveinformation quality. Time-consuming manual reporting is likelyto be replaced with software solutions, while pre-electionreporting and monitoring progress against the financialstrategy, required by law, will also be addressed throughthis additional capacity.• Information management solutions are focused on takingthe organisation forward, software solutions will encouragebetter integration across teams, smarter processes andprovide advanced reporting capabilities to aid in decisionmaking. Customers now expect to complete some councilprocesses on line. We also need to explore sub-regional oreven broader shared IM services.• Demands on the communications team are high, and likelyto increase as we look for different ways to consult andprocess the feedback we have received from the public.We have added a communications manager role so theteam can effectively deal with the workload.• From a legislative perspective, the council environmentis becoming increasingly complex and onerous. We havetherefore included budget for an additional role to supportour legal counsel.• Completion of the refurbishment of the Ngaruawahia counciloffices. Budget $1.1 million. 2012/13.• Local government business models are changing, andthere’s a consequent need for flexible and adaptablehuman resources processes. This needs a culture focusedon delivering great results. Underpinning this will beexcellent and targeted recruitment, development, successionplanning and performance management. The plan providesfor strategies to deliver this, including an in-house trainer(presently contracted) and increasing a part-time HR adviserto a full-time role, reflecting the needs of 280 full-time staff.• The council’s investment in Strada is expected to provide afinancial return in each year of the plan: 2012/13 - $50,000;2013/14 – $100,000; 2014/15 – $200,000; and progressivelyincreasing at $100,000 per year to $500,000 to 2021/22• As we have seen in Canterbury, and other centres severelyaffected by natural disasters such as floods, the damagecaused from such events can be severe and costly. At themoment, our disaster recovery fund is at $972,000. We haveprovided for more investment in this fund, for the last threeyears of the plan, to double the amount. Budget $1 million.2018/19 – 20/2122.• Our electricity contract for general properties has expired.This contract covered our council offices, halls and smallerproperties. The new contract will cost $35,000 moreeach yearWhat’s not in the plan• Planning, design and operations will continue to require ratesfunding, but have been kept at a level consistent with the2011/12 budget• The sale of any council-controlled organisations• Specified staff level reductions; instead a general poolof operational savings has been included.What you’ve said“Begin a programme ofbenchmarking againstother councils.”

103What We DoObjectiveThriving Waikato: Communities feel well informed and partof consultation.Sustainable Waikato: The council does their part in ensuringa sustainable approach to managing property.How we’ll know we are on trackPercentage of respondents who are satisfied with informationprovided by the council as measured by the annualsatisfaction survey.Percentage of respondents who are satisfied with thecouncil’s consultation programme as measured by theannual satisfaction survey.Reduction in total annual electricity consumption for counciloccupied buildings compared to 2011/12 total consumption.Proposed level of serviceCommunication and consultation is effective.Corporate property is energy efficient.Targets10/11 Actual Year 1 Year 2 Year 3 Years 4-10NewMeasureNewMeasureNewMeasure>50% >55% >60%>50% >55% >60%2% 4% 5%Potential significant negative effectsNo potential significant negative effects have been identified within this activity.How it’s funded1 %General rates94 %Internal Charges andOverheads Recovered5 %Other operating fundingOperating Funding– OrganisationalSupport97 %Increase in Debt3 %Gross Proceedsfrom sale of assetsCapital Funding– OrganisationalSupportHow this contributes to the district’s wellbeingSociallyOur residents expect council services to be delivered promptlyand efficiently. Our support functions provide the systems andprocesses needed to meet residents’ expectations in how werespond to their issues and concerns, and in our service deliver.EconomicallyOne of our roles is to facilitate business relationships andopportunities to encourage industry to the district. We also workto streamline our processes and systems so that we can make iteasier for business to relocate and establish in Waikato district.EnvironmentallyOrganisational support provides the back-up to the staff thatplan and deliver the services, so they can do so in such a waythat our environment is protected and maintained.CulturallyAll our systems and processes recognise the need to workclosely with iwi and other diverse cultures within our district,ensuring we communicate appropriately, and work with themso that their requirements are met.

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Waikato District Council15 Galileo Street,Ngaruawahia,New ZealandPrivate Bag 544,Ngaruawahia 3742New ZealandPhone 07 824 8633Freephone 0800 492 452Fax 07 824 8091www.waikatodistrict.govt.nz