Table of Contents

Table of ContentsThe Journey Continues…Introduction from the Mayor and Chief Executive 2Summary of Specific Consultation Issues Addressed in the LTCCP 4Audit Report 6Our Starting Point - Snapshot of the District 10Analysis of Growth for the Waikato District 12Forecasting Assumptions and Risks 14Key Council Plans, Policies And Strategies 20Community Outcomes - Where Are We Heading? 22Waikato Regional Community Outcomes 40Waikato-Tainui Iwi Community Outcomes 44Development of Maori Capacity 48ACTIVITIES SECTION 49Development of Levels of Service 49CORPORATE AND COUNCIL LEADERSHIP 51Estimated Expenses and Revenue Statement - Corporate and Council53LeadershipCORPORATE SERVICES 54Estimated Expenses and Revenue Statement - Corporate Services 61Estimated Capital Funding Requirements - Corporate Services 62ENVIRONMENTAL SERVICES 63Estimated Expenses and Revenue Statement - Environmental Services 70COMMUNITY ASSETS 71Estimated Expenses and Revenue Statement - Community Assets 91Estimated Capital Funding Requirements - Community Assets 92TRANSPORTATION SERVICES 93Estimated Expenses and Revenue Statement - Transportation Services 112Estimated Capital Funding Requirements - Transportation Services 113Council Controlled Organisations 114FORECAST FINANCIAL INFORMATION 117Statement of Accounting Policies 126Funding Impact Statement 135General Council Information 149Council Members 150Council Structure 151Management Team 152Summary of Water and Sanitary Services Assessment 153Summary of Waste Management Plan 154THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

INTRODUCTION FROM THE MAYOR AND CHIEF EXECUTIVEThe journey continues...Introduction from the Mayor and Chief ExecutiveWelcome to the ongoing journeyof our Long-Term CouncilCommunity Plan (LTCCP). Thisten-year Plan is our roadmap forthe future of the Waikato District.We started the journey in 2004with the fi rst LTCCP. This Planfollows a similar format, howeverwe have also reviewed ourfi nancial future for the next 10years in more depth.Council is required to producethis Plan on behalf of thecommunity under the LocalGovernment Act 2002. It showsthe community’s expectations andhow Council will work to achievethese goals.In 2005 we worked with thecommunity on the ChoosingFutures consultation programmeto ask residents what kind ofdistrict they wanted to be living inthroughout future years. The goalof the consultation programmewas to establish a set of‘Community Outcomes’ and nineOutcomes were decided.The Outcomes contribute toand promote the environmental,cultural, social and economic wellbeingof the community.This LTCCP outlines Council’sresponse to these ‘CommunityOutcomes’, and how it willcontribute to the achievement ofthem.We have been working closelywith local communities overrecent years to develop localisedCommunity Plans. In the past year,we have completed CommunityPlans for Matangi, Eureka andNewstead and we are going to beproducing plans for Meremere,Tauwhare, Glen Afton/Pukemiro,and Glen Massey during the nextyear.The information gained throughthe community planning processesis vital to Council as it enablesspecifi c consultation with eachof the communities in order toidentify key issues and prioritiesfor the future.Council has allocated a signifi cantamount of funding towardscommunity development and thishas seen town development takeplace in Raglan, Ngaruawahia, TeKowhai, Huntly, Te Kauwhata andMeremere.Transportation continues to beCouncil’s single largest area ofexpenditure. We are currentlyfaced with the diffi cult task ofprioritising our budget due toincreasing construction costsimpacting on both roadingexpenditure and the developmentof our services and facilities.We are continuing with our sealextension programme, and theroads to be sealed or preparedfor seal in future years are listed inthe Transportation section of thisdocument.We are currently undertakingsignifi cant roading upgradesthroughout the district. Ourtransportation network comprisesmore than 1660 kilometres ofroad and because of the demand,we have had to employ additionalengineering staff to maintainservice standards.2 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

INTRODUCTION FROM THE MAYOR AND CHIEF EXECUTIVEParks and Reserves continue tobe a key focus and we are workingon maintaining and developing ouriconic reserves such as WainuiReserve at Raglan, Huntly Domain,The Point at Ngaruawahia andWoodlands at Gordonton.Council will continue with itscurrent work programme tokeep the community’s water andwastewater services up to a veryhigh standard. A key highlight inthis Plan is the extension of theSouthern Districts Water supply.We are experiencing a signifi cantamount of growth withsubdivisions developing in ourdistrict, particularly in thoseareas close to Hamilton city.There are also subdivisions beingdeveloped in the North Waikatoand at Raglan and Council isanticipating ongoing developmentin these areas, which will bringwith it a requirement for newinfrastructure.We have taken on board thecomments received by thecommunity through the AnnualSatisfaction Surveys and we willnot be increasing rates to pay foradditional services in the areas ofanimal control, or public toilets.Neither will Council be increasingrates to fund the elimination ofstock crossings at a quicker rateor increasing the current level ofservice to seal additional roads.The LTCCP includes an extensionof our current recycling service.The service will be enhanced overthe next two years, commencingwith Ngaruawahia and Huntly.Residents in those areas willreceive a recycling crate and willbe able to recycle plastics andsteel cans. The existing servicealready collects paper, cardboard,glass bottles and aluminium cans.The general rate increase forthe coming year is 5%, and theUniform Annual General Chargehas increased to $335 (up from$310 last year). $10 from theUniform Annual General Chargewill be used to fund capitalprojects on our communityfacilities. This includes work onpublic toilets, parks and reserves,swimming pools, libraries,properties and community halls.Please also take the opportunityto read the policies set out in thisdocument. Details of Council’s fullfi nancial policies can be found ina separate volume, (Volume 2) ofthis LTCCP.Council received 208 submissionson the draft LTCCP on a numberof issues. Council considered eachsubmission and is satisfi ed that thisfi nal LTCCP refl ects a balancedand pragmatic approach to theissues raised.In our roles as Mayor and ChiefExecutive of the district, weare proud to be involved with aCouncil working hard to makeour district an even better placefor living, working, investing andvisiting.Peter HarrisMayorGavin IonChief ExecutiveTHE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-20163

SUMMARY OF SPECIFIC CONSULTATION ISSUES ADDRESSED IN THE LTCCPSpecific Consultation Issues addressed in the LTCCPThis section outlines the key issuescontained within the LTCCP, onwhich Council sought feedbackfrom the community.District-wide communityfacility rateCouncil proposed to increasethe Uniform Annual GeneralCharge by $10 for capital projectsto be undertaken on districtwide community facilities. Thiswill enable work to proceedon projects for public toilets,community properties, parks andreserves, swimming pools, librariesand community halls. Council willconsider a range of projects forfunding on an annual basis throughthe budgeting process.Decision: Council agreed toproceed with the rate.Increase in levels ofservice for kerbsiderecyclingCouncil proposed that the weeklycollection of steel cans andplastic bottles be progressivelyintroduced within the existingrecycling collection area overa two-year period. This is inaddition to existing materialcollected. Plastic recyclingcrates would be provided toall residential properties withinthe collection area. Kerbsiderecycling is funded from the refusecollection targeted rate. Therecycling of steel cans and plasticbottles will add approximately$20 to the targeted rate in allareas except Raglan where thisservice is already being provided.Minor extensions to the recyclingcollection area will be consideredwhere suffi cient demand exists andthe service can be economicallyprovided.Decision: Council agreed toproceed with the increase inkerbside recycling.4 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016DevelopmentContributions PolicyCouncil has decided to applydevelopment contributions forTamahere and Lorenzen Bay areasunder the Local Government Act2002. These contributions willbe levied on developers to assistin funding the bulk constructionof the infrastructure as detailedin the Structure Plan. Councilconsulted on these developmentcontributions as part of theLTCCP process. This is in additionto the fi nancial contributions,which Council levies throughthe District Plan. Please referto Volume Two – Key Policiesfor more detail on financialcontributions.Decision: Council resolved toproceed with the DevelopmentContributions Policy subjectto some minor workingchanges that resulted from thesubmission process.Huntly Pools - newtargeted rateCouncil proposed to separate theHuntly Pool Targeted Rate fromthe Huntly Community FacilitiesTargeted Rate and to charge thesetargeted rates to different ratingareas. The Huntly CommunityFacilities rate was increased by$15 for 5 years (ending 2007/08)to assist with the initial increase incosts for the pool heating project.The proposed $30 in 2008/09was to cover additional costs thatwould be incurred should theproposed project for coveringthe pool proceed. The $30 chargeassumed that the pool would beopen for the full 12 months of theyear.Decision: Council resolvedto introduce a Huntly PoolTargeted Rate of $15 for a newrating area on the outskirtsof Huntly. The landownersaffected were consulted on theproposed rate.Council resolved to retain theexisting Huntly CommunityFacilities rate of $40 for Huntlyratepayers and not to charge aseparate targeted rate for theHuntly Swimming Pool.Council had also considered anincreased charge in 2008/09. Atthis stage, it is not proposed toincrease the rate at that time.Te Kauwhata - newtargeted rateA new targeted rate was proposedfor Te Kauwhata in the 2006/07rating year. These funds were tobe utilised for community facilitiesin the area. For the 2006/07rating year, it was proposed toutilise these funds towards the TeKauwhata Health Awareness grant.Decision:Following community feedbackand some misunderstandingabout the proposed targetedrate, Council resolved not toproceed with a separate TeKauwhata Community FacilityTargeted Rate.Council will reconsider thematter and consult with thecommunity next year about themerits of such a proposal.Taupiri WastewaterSchemeCouncil plans to install areticulated wastewater collectionand disposal system at Taupiriduring 2006/07. The estimatedcost of this project is $4,200,000.The Ministry of Health hasapproved a subsidy of 79.5% of thetotal cost of the project. Councilhas already consulted widely withaffected property owners and adetailed design has been agreed.If the Ministry of Health subsidyis confi rmed, Council will consultwith affected property ownersregarding the targeted rate fundingoptions at that time.Decision: Since the draft LTCCPwas prepared, the Ministryof Health has confirmed the

SUMMARY OF SPECIFIC CONSULTATION ISSUES ADDRESSED IN THE LTCCPsubsidy and the contract hasbeen let. No comment wasreceived through the LTCCPconsultation on this matter.Ngaruawahia / TaupiriWastewater ProposalCouncil is considering the mergerof the above wastewater schemesas the waste from both areasis treated at the Ngaruawahiawastewater treatment facility.Council will consider theimplications of the merger duringthe next three years, after thecosts of the Taupiri scheme aremore certain, and will consult withthe affected communities.Decision: Council receivedno feedback on this matter.Council plans to startconsultation on this matter overthe next year.Council ControlledOrganisationsThe Council operates threeCouncil Controlled Organisations(CCOs). They are TanlawCorporation Limited, WaikatoRegional Airport Limited and LocalAuthority Shared Services Limited.These organisations independentlymanage facilities and deliverservices. Through this LTCCP,Council sought comments fromthe community about its futureinvolvement in Waikato RegionalAirport Limited and TanlawCorporation. Council wanted toknow whether the communitysupported retention of our airportshareholding and ownership of ourroading company. The alternativewould have been to sell theshareholdings and use the funds toadvance projects.Decision: Council resolvedto continue its ownership inboth the Waikato RegionalAirport Limited and TanlawCorporation.Financial ManagementThe Local Government Act 2002requires that Councils operate abalanced budget – in other words,operating revenue is set at a levelthat covers operating expenses.The draft LTCCP was prepared onthat basis.The Statement of FinancialPerformance identifi es cashsurpluses for each year of theLTCCP. These surpluses, alongwith borrowing and reserves,are used to fund capital works.Council gave serious considerationto its overall level of debt. Councilis satisfi ed that a prudent debtportfolio is planned, which refl ectsa realistic approach to ongoingdebt replacement. In the lastfew years of the LTCCP, Councilis planning for significant cashbalances. This is due to the buildup of replacement funds that arerequired for works outside of theLTCCP period.Through our level of serviceconsultation and questionnaires,Waikato District Council residentsand ratepayers have demonstrateda resistance to rate increases.Council also recognises that thedemographics of our communityindicate that affordability is anissue for at least some parts ofour district.In the early years of our LTCCP,Council is conscious thatapproximately 20% of our generalrate income is consumed byinterest and debt repayment.Council has a history of beingfi nancially prudent and retaininga relatively low level of debt. TheLTCCP continues this trend.Council is investing in a numberof signifi cant assets such aswater supply extensions andnew wastewater schemes. Thesewater and wastewater assetshave signifi cant capital cost anddepreciation. They are relativelylong-term assets, which requirelittle replacement or renewal inthe early years of their life. Fromthis perspective the 10-yeartimeframe of the LTCCP is tooshort to refl ect the renewal workthat will be undertaken beyond2016.Some examples of signifi cant assetrenewal beyond the life of theLTCCP include:· Ngaruawahia Water Supplyupgrade (year 2025)· Southern Districts WaterSupply extensions (year 2045)· Rangiriri Wastewater System(year 2055)· Te Kauwhata WastewaterSystem (year 2055)· Taupiri Wastewater System(year 2085)Council has also undertakena signifi cant upgrade in the TeKauwhata water and wastewatersystems in conjunction with theDepartment of Corrections.This has been an upgrade thatwould have been unaffordablefor Waikato District Councilratepayers on their own.The assets developed are ownedand maintained by the WaikatoDistrict Council. The cost ofdepreciation is significant for ourcommunity but is affordable. Therenewal of the assets is a longtermissue and depreciation fundsare being accumulated to meetthis requirement.Decision: Council received verylittle comment regarding ourfinancial management. Councilconfirmed our financial anddebt management strategies.Ngaruawahia officeExtensionFollowing consultation withthe Ngaruawahia CommunityBoard and some members of thepublic, the Council included aproject in the LTCCP to extendthe Ngaruawahia offi ce. Thisproject is needed to addressaccommodation as staff numbersincrease, and to improve carparking in the area. Council hasincluded the project, but this willbe subject to a more detailedreview of future requirements.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-20165

AUDIT REPORT6 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

AUDIT REPORTTHE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-20167

AUDIT REPORT8 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

The road ahead...THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 9

Our startingpoint...To help us track progress over the years tocome, it is important that we know wherewe are right now. This snapshot of theWaikato District today provides an insightto the make-up of the district and thepeople that live in it.The Waikato District Council covers an areaof 3,450 sq km. The district encompassesa diverse area. It borders with HamiltonCity to the south, extends to the WestCoast, includes the plains to the Eastand stretches north of Meremere. It hasa large rural population, many smallcommunities and our three main towns ofHuntly, Ngaruawahia and Raglan. BothState Highway No 1 and the Waikato Rivertraverse the full length of the district fromSouth to North along its central axis. Theregion’s primary industry is dairy farmingwith high quality soils located in thecentral and eastern parts of the district.The topography changes towards the WestCoast, becoming more mountainous, wheredry stock and forestry farming is moreprevalent.PopulationThe population of the Waikato Districtwas 39,855 in 2001, when the lastCensus was undertaken. However theestimated population at June 2006 isapproximately 43,000.The Waikato District has a lowermedian age of people at 33.7years,lower than that of New Zealand as awhole where it is 34.8 years. This is arefl ection of the fact that the districthas a smaller number of people over 65(9.8%) and a larger number of peopleunder 15 (26.9%) than the average.While this currently means that thereis a greater need for services andfacilities for the younger members ofour community, there are long-termimplications as the demand for servicesfor those above 65 will increase infuture years.EthnicityEthnically the Waikato district haslow numbers of Pacifi c Island (2.1%)and Asian people (2.1%), but a muchlarger than average proportion ofMaori (27.1%), with 78.3% consideringthemselves European (ethnicity isself-perceived and people can belongto more than one ethnic group).Our urban wards have much higherpercentages of Maori than our ruralwards.With 35.3% of people aged 15 and overhaving no formal qualifi cations, andonly 28.5% of people having a tertiaryqualifi cation, education is one area thatneeds to be addressed.10THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

A journey of a thousand milesmust begin with a single step...- Chinese ProverbIncomeThe district as a whole has a lower thanthe national median level of income,at $18,300, though the diversity of thedistrict shows differing results whencomparing the rural wards with urbanwards. For example the Tamahere Wardhas 41.9% earning over $30,000, andEureka 39.5% earning over $30,000,while Ngaruawahia has only 21.2%,Raglan 21.7% and Huntly with only18.8% earning over $30,000.A high number of people (20.9%)received their income from theagricultural and fi shery industry,refl ective of the district’s rural nature.Property OwnershipThere are high levels of homeownership in the Waikato District with71.1% of permanent residents owningtheir own property. (The nationalaverage is 68.8%)THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 11

ANALYSIS OF GROWTH FOR THE WAIKATO DISTRICTAnalysis of Growth for the Waikato DistrictPopulation Growth forthe Waikato DistrictIt is evident from census dataand from recent research andanalysis that Waikato District isexpected to experience fairlysubstantial growth between nowand 2026, particularly around thefringes of Hamilton and in thenorthern parts of the districtclose to Auckland. WaikatoDistrict currently has an estimatedpopulation of approximately43,000.Based on median fertility, mortality,and migration, the population ofthe Waikato District is projectedby the Department of Statisticsto increase overall by about sevenpercent to 2021, from a 2001 baselevel. However, different growthpatterns are seen within differentarea units of the district. Therefore,Council has applied a mediumgrowth scenario for Rotowaro, TeUku, Te Akau, Whitikahu, Taupiri,Huntly East and West, Waerenga,Te Uku, Ngaruawahia, Meremere,Inlet Raglan Harbour and InletAotea Harbour. A high growthscenario is used for WaikatoWestern Hills, Raglan, Te Kauwhata,Matangi, Eureka, Gordonton,Kainui, Tamahere-Tauwhare,Whatawhata, Maramarua, TeKowhai and Horotiu. The rangeof increases vary from -9.1% to36.3% with the highest values inWhatawhata, Te Kowhai, Horotiu,Tamahere, Gordonton and thelargest decreases in Waerenga,Meremere, and Huntly West.Projected Resident Population of Waikato District 2001-2021 (Dept of Stats)ApproximateWard AreaArea Unit NameBasePopnProjected Population as at 30 June Change 2001-20212001 2006 2011 2016 2021 Number % ChangeChangeWhangamarino Te Kauwhata 1130 1200 1260 1310 1350 220 19.5Maramarua 900 970 1030 1090 1150 150 27.8Meremere 370 380 380 380 370 0 0Whangape Western Hills 3440 3720 3970 4200 4410 970 28.2Whaingaroa Te Akau 930 970 1000 1030 1050 120 12.9Te Uku 1550 1650 1740 1830 1910 360 23.2Raglan Raglan 2760 2900 2990 3090 3200 440 15.9Rangiriri Waerenga 1760 1750 1730 1690 1650 -140 -8.6Whitikahu 2050 2100 2120 2130 2140 90 4.4Hukanui Gordonton 850 950 1000 1040 1080 130 22.4Kainui 2020 2220 2360 2490 2630 610 19.3Eureka Eureka 1860 2000 2080 2150 2210 350 18.8Tamahere Matangi 1600 1690 1770 1840 1910 310 19.4Tamahere/ Tauwhare 3680 4110 4420 4700 4960 1280 34.8Huntly Huntly West 3070 3040 3000 2910 2790 -280 -9.12Huntly East 4030 4010 3970 3900 3810 -220 -5.5Newcastle Horotiu 800 900 940 980 1010 210 26.3Te Kowhai 1180 1290 1360 1420 1470 290 24.6Whatawhata 1710 1910 2060 2200 2330 620 36.3Ngaruawahia Ngaruawahia 5160 5080 5060 4990 4880 -280 -5.43Taupiri 470 470 470 470 460 -10 -2.1312 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

ANALYSIS OF GROWTH FOR THE WAIKATO DISTRICTOverallVariantPredictions2001 2006 2011 2016 2021 NumberChange% ChangeHigh 43100 44600 45900 47100 5780 14.0Medium 41320 42400 43200 43800 44200 2880 7.0Low 41700 41800 41800 41600 280 0.7Additional Factors Influencing Growth and DemandHuntlyThe statistics projection shows adecrease in the Huntly population.Council expects the Huntlypopulation to be static or increasebecause of the expansion ofenergy related industries (SolidEnergy, Genesis Energy), theSpring Hill Corrections Facility,the proximity to South Aucklandand the development of theexpressway.North WaikatoThe North Waikato (TeKauwhata, Meremere, Waerenga,Whangamarino) population willbe infl uenced by the proximityto Auckland, completion ofthe expressway, Spring HillCorrections Facility and otherproposed developments.Lifestyle PropertiesThe population in the countryliving and rural areas within20km of Hamilton is expectedto increase due to high demandfor properties and increasedsubdivision.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201613

FORECASTING ASSUMPTIONS AND RISKSForecasting Assumptions and RisksCouncil has made a number of assumptions in preparing this LTCCP. These assumptions are necessary asthe planning term for the LTCCP is 10 years and the assumptions and estimates ensure that all estimates andforecasts are made on the same basis.Forecasting Assumptions Risk Level OfUncertaintyInflation – Inflation has beenreflected in Council’s costs.The Council has used nationalindices provided by SOLGMand BERL as a basis foradjusting costs. This approachis considered to provideconsistency in cost movementsacross all local authorities. Theinflation rate ranges from 1.3%to 4.6%.Land Transport New Zealandsubsidies - LTNZ requirementsand specifications for theperformance of subsidisedwork will not alter to theextent that they impactadversely on operating costs.Resource Consents– Conditions of resourceconsents for Council activitieswill not be altered significantly.Depreciation expense– Council has assumedthat present estimates ofdepreciation are adequate.Revaluation movements – Itis assumed that asset valueswill increase in line with theBERL inflationary factor. Rateis dependent upon the type ofasset.Council is subject toinflation in a number ofways. The primary risk isthat our assessment ofinflation is inaccurate orthe combination of factorsused to assess inflationarymovements does notreflect what actuallyhappens.Changes in subsidy rateand/or variation in criteriafor inclusion in subsidisedworks programme.Conditions of resourceconsents are alteredsignificantly and withoutsufficient warning.Depreciation expensecalculations could prove tobe inaccurate due to assetrevaluations or throughimprovements or changesin Asset ManagementPlans.The revaluation resultsin a higher or lower levelof assets and this has animpact on the cost ofdepreciation.HighHighMedium - HighMediumMediumReasons And Financial Effect OfUncertaintyInflation is affected by externaleconomic factors.Council’s costs andthe income required to fund thosecosts will increase by the rate ofinflation.Land Transport New Zealand hassignalled that it is undertaking areview of the Financial AssistanceRates. The impact of this review isunclear as to what input Council willhave in the final decision process.Council is aware of its existingobligations under resource consentsand also the timing of renewal ofthese consents. If Council is facedwith significant changes to resourceconsent conditions, this could havea significant impact on its financialresources.Council is required to funddepreciation. Depreciation is basedon an accurate assessment ofasset valuations. The accuracy ofdepreciation is therefore linked to theforecast impact of asset revaluationsthat are driven by a number of factorsthat are difficult to estimate.Asset values could increase by moreor less than our estimate. This couldimpact on the level of operating costsfor different activities.14 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

FORECASTING ASSUMPTIONS AND RISKSForecasting Assumptions Risk Level OfUncertaintySubdivisional activity (level ofcontributions) – It is assumedthat subdivisional activitywill be in line with historicinformation for the last threeyears on additional lots.Interest rates - As banksare not predicting interestrates beyond the short-term,forecasting internal borrowingrates have been calculatedbased on the mid-pointbetween the on-call rate, andthe floating borrowing ratefor all 10 years. For interestrates on investments, the oncallrate has been applied forall ten years. The on-call rateis 6.75%.Salary levels – Salaries havebeen set based on marketsalaries adjusted by the BERL/SOLGM indicators.The salaryinflation rate ranges between1.3% and 2.5%.Staffing levels – Council hasassumed that staff levels willincrease on average by twoadditional people per year.This is based on historicalexperience and plannedworkloads/work programmes.Rental income - Incomeprojections are in line withcontract conditions untilthe expiry of each contractonly for investments thatare materially significant. Forother investments, forecastingis based on an inflationadjustment (BERL).Estimates of subdivisionalactivity will be above orbelow actual subdivision.Interest rates are likely tochange from those used incalculations of forecasts.Market salaries fluctuate inresponse to demand andsupply of labour.Staffing levels could changeor consultants could beused instead of permanentstaff.Actual staffing levels couldimpact on the timing ofrequired office extensions.Actual income will behigher or lower than thatbudgeted.MediumMediumMediumMediumMediumReasons And Financial Effect OfUncertaintyDemands on infrastructure aredependent on growth in the district.Part of this growth comes fromsubdivisional activity. Subdivisionalactivity also provides developmentcontributions that are used to fundinfrastructure including roading, water,wastewater and parks and reserves.If actual subdivisional activity is lowerthan budgeted then some projectsmay not be able to be funded. If actualsubdivisional activity is higher, thenadditional projects could have beenbudgeted and undertaken.Interest is affected by externaleconomic factors.Council’s costs ofborrowing and lending will changeaccording to projected interest rates.Whilst Council does not have asignificant debt portfolio, movementsin interest rates could still affectCouncil’s financial position.The impact of the tight labour marketmay have an impact on overall costlevels. Projections about future salaryincreases may be affected by marketconditions and the use of consultants.The labour market is tight and it isbecoming more and more difficultto attract and retain staff in localgovernment. Other options suchas consultants may be explored incertain circumstances and this couldaffect cost levels.Level of rental income is marketdrivenand based on the value of landand buildings, therefore difficult topredict.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201615

FORECASTING ASSUMPTIONS AND RISKSForecasting Assumptions Risk Level OfUncertaintyDividend income from CouncilControlled Organisations– Council has assumed thatdividend levels are consistentfrom Tanlaw during the 10 yearperiod and that no dividendsare paid by the WaikatoRegional Airport Limitedor Local Authority SharedServices Ltd. Dividend incomeis estimated $1million perannum.Renewal of external funding– Council is able to retainall external funding even ifprojects are delayed.Population growth – Theaverage population growthin the district during the 10-year period is 5.6%. Declinein population is predictedat Meremere, Taupiri andNgaruawahia, while it willgrow at Gordonton, Tamahere,Matangi, Eureka, Te Kowhai,Horotiu, Te Kauwhata, Raglanand rural areas. Population atHuntly is expected to remainstatic.The level of dividendincome could vary frombudget.A project may be delayed,which would put theexternal funding at risk.Should the populationgrowth be higher thanprojected, then therewould be extra pressureon Council to provideand maintain additionalinfrastructure.MediumMediumLowReasons And Financial Effect OfUncertaintyMarket conditions will dictate thelevel of dividend we receive from ourCouncil Controlled Organisations.Some projects may not proceed ifexternal funding is not available.Population predictions are based onStatistics New Zealand, forecaststhat depend on a standard set ofdemographic assumptions that donot tend to change quickly (fertility,mortality and migration). There ishowever additional non-demographicfactors (District Plan changes,expressway development, newdevelopments in the North Waikatoand growth in the energy sector) thatmay have an influence on the futureprojected population at some wards.Should the populationgrowth be lower thanprojected then therewould be extra pressureon Council to maintainexisting infrastructureservices.Low toMediumFor this reason, medium growthscenarios have been used forRotowaro, Te Uku, Te Akau,Whitikahu, Taupiri, Huntly East andWest, Waerenga, Te Uku (overall)Ngaruawahia, Meremere, Inlet RaglanHarbour, and Inlet Aotea Harbour.High growth scenarios for WaikatoWestern Hills, Raglan, Te Kauwhata,Matangi, Eureka, Gordonton, Kainui,Tamahere-Tauwhare, Whatawhata,Maramarua, Te Kowhai and Horotiu.Council is assuming that therewill be no natural disasterrequiring emergency work thatcannot be funded out of thebudgetary provisions.A natural disaster willoccur requiring additionalfinancial and otherresources beyond thatwhich is affordable by thecommunity.Low toMediumIn the event of a natural disasterCouncil may be unable to fundthe recovery operations that arerequired.16 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

FORECASTING ASSUMPTIONS AND RISKSForecasting Assumptions Risk Level OfUncertaintyImpact of Strategic Agreementwith Hamilton City Council– We have assumed that theStrategic Agreement coveringboundaries between the twoCouncils is implemented aswritten.The Local GovernmentCommission does notapprove boundary changes.Impact of boundarychanges impact negativelyon Council’s rating income.LowReasons And Financial Effect OfUncertaintyWaikato District Council andHamilton City Council haveagreed on changes (over time) tothe boundaries between the twoCouncils. The Local GovernmentCommission is aware of theagreement but no specific applicationhas been lodged to adjust theboundaries at this stage.The LocalGovernment Commission has thefinal say. The LTCCP assumes thatthe changes proceed. If they do notthen Council may have more ratingincome than budgeted.The LocalGovernment Commission could alsoapprove alternative and/or additionalboundary changes that could reducerating income for Council.Other ConsiderationsStatements of Fact Risk Level OfUncertaintySeabed and Foreshore– Council has assumed thatCouncil assets affected bythe Foreshore and SeabedAct 2004 will be retained inCouncil ownership.Central Government - Noadditional devolution ofservices to local government(i.e. there will be nounexpected changes tolegislation or other externalfactors that alter the nature ofservices provided by Council.)Consultation – Consultationwill be undertaken as requiredby the Local GovernmentAct 2002. There is a flowonimpact to projects andresource consents.Levels of service – Councilhas assumed that changesin customer expectationsregarding service levels will notalter significantly.The legislation may resultin these assets beingtransferred to centralgovernment.There are unexpectedchanges to legislation thatalter the nature of servicesprovided by Council.Increased resourcesrequired to meet legalrequirements.Increasedcommunity expectationsregarding consultation andengagement.There are significantchanges in customerexpectations regardinglevels of service.HighMedium - HighMediumMediumReasons And Financial Effect OfUncertaintyThe legislation as written conveysrights on Government. Council isseeking an exemption for specificassets.Most changes to legislation areprogrammed in to Council’s LTCCPand/or are known about in advance.Based on historical trends, additionalservices may be devolved to localgovernment.Increased legislative requirementsaround the need for consultation areoccurring and more such legislation isbeing considered.The first full LTCCPhas established the need for moreconcerted and ongoing consultationwith the community.If through customer demand, levels ofservice are significantly altered, thiscould impact on operating and capitalbudgets.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201617

FORECASTING ASSUMPTIONS AND RISKSStatements of Fact Risk Level OfUncertaintyCouncil policy – Council hasassumed that there will be nosignificant changes to Councilpolicy as summarised in thisPlan.New legislation is enactedthat requires a significantpolicy response fromCouncil.MediumReasons And Financial Effect OfUncertaintyChanges to Council policy to dealwith new legislative and Councilrequirements are part of normalbusiness. Any significant change toCouncil policy would be assessedin terms of impact upon Council’sfinancial position.Election of a new Councilwith different objectivesfrom the current Council.MediumCommunity expectations may differfrom current policy guidelines andthis may necessitate changes inthinking and action.Political situation – Council hasassumed that there will be onlyoccasional isolated instances ofpolitical unrest in the district.Political unrest (such asoccupation of Councilproperty) increasessignificantly during theperiod.MediumIf the level of political unrest increasesthis may affect the staff involvementin dealing with ownership and mediaissues.Depreciation method– It is not anticipated that themethod of depreciation for theCouncil will change from thecurrent method. i.e. straightline.A change in depreciationmethod will not bereflected in prior periods.Therefore, informationfor comparatives will beinconsistent.Operatingexpenses could beunderstated or overstated.LowIn accordance with accountingstandards, the chosen method shouldreflect the expected pattern ofconsumption of economic benefitsand be applied consistently fromperiod to period. The Council’sexpected pattern of consumptionof economic benefits from property,plant and equipment is not expectedto significantly change. Therefore, thedepreciation method is unlikely tochange.In the event that a change ofmethod was approved or accountingstandards changed, operatingexpenses might alter which couldaffect the accuracy of the financialinformation in the LTCCP.No significant changes toour rating system or ratinglegislation will take place andour rating valuation systemremains unchanged.Council’s rating systemand rating legislationdetermine the basis ofrevenue. Any changes tothese will affect Council’sability to complete itswork programmes.Every three years Councilundertakes a ratingrevaluation that affectsthe incidence of rates onindividual landowners.LowThe rating system is reviewedevery three years or as requiredby legislation. A change in ratinglegislation or the impact of thecurrent funding review beingundertaken by government couldforce Council to revisit how weoperate and how we fund theseactivities.A change in rating method and/or arating revaluation might impact onindividual ratepayers but may have nooverall impact on Council’s revenuestreams. This is fundamentally only achange in the method of allocation.Rating income is a significant sourceof revenue for Council. Significantchanges to the level of rating or theuse of rating could affect Council’sability to provide services andactivities.18 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

FORECASTING ASSUMPTIONS AND RISKSStatements of Fact Risk Level OfUncertaintyReasons And Financial Effect OfUncertaintyGovernance - Representationreviews – the structure ofthe elected representation onCouncil will not fundamentallychange from that adopted forthe 2004 elections.Through representationreviews, Council couldbe faced with more orfewer elected members.This could be by way ofadditional Councillors,Community Boardmembers or throughMaori representation.LowCouncil could be required to fundadditional costs arising from analternative governance structure tothat which is already in place.This could impact on levels of staffresources required to service Councilmeeting structures. In addition,Council could be required to fundadditional remuneration for electedmembers. Conversely, costs couldbe overstated if a smaller governancestructure were put in place.No fundamental changes tothe District Plan or ProposedDistrict Plan will be made.The District Plan governsland use and can impacton the levels and type ofgrowth that takes place inthe district.LowThe District Plan details how landcan be used in the district. If theDistrict Plan differs markedly fromthe existing provisions and changessignalled in the Proposed DistrictPlan, this could impact on the rate ofsubdivision and the development ofindustry in the area.If additional growth is permitted theninfrastructure will be under pressureand costs could escalate. If growthis curtailed then demands would belower and budgets may be too high.NOTES• Any assumptions at the activity level are contained in the individual Asset Management Plans and Activity ManagementPlans.• No assumption has been made in relation to currency variations as Council has no signifi cant foreign currency exposure.• Useful lifes of signifi cant assets – detail on useful life is provided in the depreciation note within the Statement ofAccounting Policies.• Sources of funds for future replacement of significant assets – details on sources of funds are detailed in Council’sRevenue and Financing Policy.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201619

KEY COUNCIL PLANS, POLICIES AND STRATEGIESKey Council Plans, Policies and StrategiesThe following key Policies,Strategies and Plans have allcontributed to the preparationof this LTCCP. They have beendeveloped in conjunction withthe community and havebeen important in developingCommunity Outcomes forthe district. For example, thecommunity feedback collectedthrough consultation workshopsand meetings on variousplans and policies were usedto prepare some of the basesupporting information for ourinitial Community Outcomesconsultation.In effect, the CommunityOutcomes process forced Councilto take a stocktake of how thevarious policies related to andcontributed to the community’sviews on where the Waikatodistrict should be going.As the Community Outcomeswere developed, the key plansand policies were referred toand updated as required. Themost recent Community Plans,for example, link all projectsto the appropriate CommunityOutcome, and as we reviewthe older Community Plans, thesame approach will be taken.Community Plans are in effectproject-based mini strategic plansat a local level. The impacts ofthese Plans and the direction setby the individual communitieshave been incorporated into theLTCCP.The District Plan governs landuse in the district. The LTCCPfactors the impact of the currentand proposed District Plans andtheir implications for demand andgrowth into our work programmesand in determining the future lookand feel of the district.The State of the EnvironmentReport, Walkway Strategy,Conservation Strategy, Reservesand Recreation Strategy, and Artsand Heritage Policies have allbeen core documents that haveinfl uenced Council’s selection ofprojects and strategic direction inthe LTCCP.District PlanThe District Plan contains theCouncil’s objectives, policies andrules regarding land use in theWaikato district. The OperativeDistrict Plan (notifi ed in 1992and mostly operative in 1995) hasbeen under review since 2002 anda new proposed District Plan wasnotifi ed in September 2004. Thehearing of submissions started inNovember 2005 and is expectedto continue until mid-2006.Community PlansOver the past few years, Councilhas been consulting withcommunities within the district,and developing Community Plans.These plans capture the sharedvision of the community, andoutline the key issues and projectsfacing that community over thenext 6-10 years.The Plans provide a clear focusfor Community Boards andCommittees to progress keyissues within their area. Theyalso provide local input intoCouncil’s decision-making processand contain community views,not necessarily Council views.Nevertheless, Council fi nds theCommunity Plans an invaluabletool in assessing the priorities oflocal communities.20 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

KEY COUNCIL PLANS, POLICIES AND STRATEGIESState of the EnvironmentReportWaikato District Councilis required to undertakeenvironmental monitoring so wecan assess the effectiveness of ourenvironmental goals. The threeyearlyState of the EnvironmentReport provides an overview ofour environment and it documentsCouncil’s environmental policiesand methods for managing theenvironment.Waikato DistrictWalkway StrategyThis policy outlines how theCouncil seeks to achieve its vision- a variety of safe, easily accessibleand attractive walkways formpart of an integrated transportnetwork and help make theWaikato a desirable place to live inand visit.Conservation StrategyThe Waikato DistrictConservation Strategy presentsthe way in which this Councilwill undertake its responsibilitiesfor managing biodiversity. Thefocus here is on implementation– clarifying what the Council willdo to play its part in achieving thenational and regional targets thathave been defi ned.Reserves and RecreationStrategyThis strategy states the WaikatoDistrict Council’s role in providingrecreational facilities including thepurchase, development and saleof reserves. It contains objectivesand policies to guide the Council’sdecision-making. The aim is toensure the Council approachesthe task of providing facilities in aconsistent and systematic mannerso that the community receivesmaximum benefi t from Councilexpenditure. This is achieved byclarifying community requirementsand by having clear policies.Arts PolicyIn developing the Arts Policyand Strategy the Council hasrecognised the key role of thearts in the district’s social, culturaland economic development, andas a vehicle for urban renewaland district marketing. The artsplay a vital role in improvingthe lives of citizens and shouldbe encouraged for their socialand cultural value as well ascommercial potential. Supportfor the arts enables the Councilto help meet its responsibilitiesfor community well-beingunder the Local GovernmentAct (2002), its commitment tovibrant and healthy communitiesand its support for economicdevelopment.The Arts Strategy aims to supportnew and established local artists,develop new opportunities forartistic expression, and to increasethe enjoyment of and participationin the arts across all sectors ofthe Waikato community. It alsoaspires to promote the sense ofWaikato as a cultural destinationto the outside world.Council has considered the needfor a District Arts Co-ordinator.Council does not consider this isrequired at this time in order topromote our Arts Policy and theachievement of our CommunityOutcomes.Heritage PolicyCouncil understands that as wellas promoting development, growthand the future; we must considerand preserve the past. Theinformation we collect and protecthelps us to prepare for the futureand to learn from earlier mistakesand triumphs.This Heritage Policy is intended tocover the full range of techniquesand methods, which WaikatoDistrict Council has at its disposal,and which will cover activitiesundertaken, by all parts ofCouncil. This policy is founded onprinciples of retention, protectionand recognition of our heritageand culture, both privately-ownedand Council-owned.Key Financial PoliciesThese are contained in VolumeTwo of the LTCCP. Volume Twoincludes the following:· Revenue and Financing Policy· Treasury Management Policy· Policy on Partnerships betweenWaikato District Council andthe private sector· Policy on Lump SumContributions for CapitalWork, or payment over severalyears· Early Payment Policy· Rate Remission andPostponement Policies· Signifi cance Policy· Policy on Involving Maori indecision making.Volume Two also containsCouncil’s DevelopmentContributions Policy.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201621

Where are we heading?The purpose of Councilsis twofold.to enable democratic localdecision-making and action by,and on behalf of, communities;andto promote the social,economic, environmental,and cultural well-being ofcommunities, in the presentand for the future.Council’s VisionCouncil developed its visionin 2000 following an extensiveconsultation process and thedevelopment of a strategic plan.Council’s vision is:To develop the Waikato districtinto an even better place forliving, working, investing andvisiting.The ChallengeTo be successful the Council willneed to work in partnership withthe community and will needto manage resources to achievethe community’s goals. Thisrequirement to consult and workwith the community has beenre-emphasised through the LocalGovernment Act 2002.Since Council determined itsVision for the district, Council hasconsulted with the public and thecommunity on the key issues andCommunity OutcomesCouncils are required, not lessthan once every six years, tocarry out a process to identifyCommunity Outcomes for theintermediate and long-term futureof its district, and to work withother groups and organisationsto work towards achieving thesegoals. Councils are also requiredto monitor and, not less than onceevery three years, report on theprogress made by the communityin achieving the CommunityOutcomes for the district.Waikato District Council hasundertaken targeted consultationwith its local community inorder to identify a set of localCommunity Outcomes, unique tothe Waikato district. Key themesof the Community Outcomeswere initially drafted using thesignifi cant amount of communityfeedback and information thatCouncil had collected over theyears. Key documents, includingCouncil and other widerstrategies, plans, and submissionswere also used as a basis fordeveloping key Outcome themes.The themes were then collatedand provided to the communityat ward meetings and workshopswith residents, and to everyhousehold in the district, seekingfeedback on the developmentof Community Outcomes. Thethemes were then draftedinto Outcome statements, andprovided back to stakeholdersand residents to check that wehad ‘got it right’. The resultingfeedback was incorporated intothe statements, and nine finalCommunity Outcomes wereagreed.These Outcomes are aspirationaland encapsulate what thecommunity wants the Waikatodistrict to be like in the future.They are not Council Outcomes.They are owned by the wholecommunity, and will require thewhole community’s efforts inorder to achieve them.The Community Outcomes that have been identified for the Waikato District are:ACCESSIBLE WAIKATOACTIVE WAIKATOGREEN WAIKATOEDUCATED WAIKATOSUSTAINABLE WAIKATOTHRIVING WAIKATOVIBRANT WAIKATOWELL WAIKATOSAFE WAIKATO22 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

where the community wants to bein 10 years time. Following closeto 1,000 responses, Council agreedon nine Community Outcomes,which are the high level goals forthe district. The four dimensionsof well-being are captured in thesedistrict Community Outcomes.If Council is successful in achievingand facilitating the CommunityOutcomes then we will be closeto achieving our Vision as outlined.The Community Outcomes andthe Vision are in accord.Link between Well-beings and Community OutcomesCommunity Outcomes areimportant to the currentand future social, economic,environmental andcultural well-being of thecommunity. All CommunityOutcomes relate to oneor more of the fourcommunity Well-beings.The diagram provides aview, albeit fairly simplistic,of the link betweenCommunity Outcomes andthe four Well-beings. Thediagram outlines which ofthe four Well-beings each ofthe Community Outcomesprimarily contributes to.Economic Environmental Social CulturalThrivingWaikatoAccessibleWaikatoSustainableWaikatoCOMMUNITY WELL-BEINGSGreenWaikatoSafe WaikatoWell WaikatoEducatedWaikatoVibrantWaikatoActiveWaikatoTHE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201623

COMMUNITY OUTCOMESMeasuring progress towards the achievement ofCommunity OutcomesAs well as facilitating theidentifi cation of CommunityOutcomes, Councils are requiredto measure and report on thecommunity’s progress towards theachievement of those Outcomes.This means the whole communityneeds to be involved, particularlythe groups and organisations thathave a direct infl uence on theachievement of one or more ofthe Community Outcomes.Where practicable, all indicators/measures have been developedin a way that will enable localdata collection at the territorialauthority level, so that we willhave a true refl ection of progressfor our local community. We havealso tried to keep the measures toa workable number, while selectingmeasures that will be indicativeof overall progress towardsachievement of the Outcomes.Regular monitoring of progresstowards achievement of theOutcomes will be undertaken, andreported back to the communityevery three years. It is intendedthat this three-yearly progresswill be reported in the Council’sAnnual Report.It is important to note that theseare Community Outcomes,and not Council Outcomes.They were developed by thecommunity and are owned by thecommunity. In order to achievethese Outcomes over the comingyears, we will need a whole-ofcommunityapproach. Thereare many other contributinggroups and organisations inthe district who will have animpact on the achievement ofCommunity Outcomes. Councilhas worked with local and regionalorganisations, Maori, centralgovernment, non-government andthe private sector in developingCommunity Outcomes andrespective measures/indicators.Council will continue to workwith stakeholders and thecommunity and seek opportunitiesto further co-operate withother organisations to progressachievement of CommunityOutcomes and initiatives whereverpracticable.The table below outlines each ofthe Community Outcomes, theirrespective measures/indicatorsand suggested contributinggroups/organisations, in addition toCouncil.Community Outcomes for the Waikato DistrictACCESSIBLE WAIKATOA district where the community’s access to infrastructure, transport and technology meets itsneeds.Community Outcome Measure/Indicator Contributors*The elements of Accessible Waikato areas follows.Essential services, like power and phone,are accessible.The district is easy to get around, and theroad network is well maintained.Infrastructure is developed at a rate tokeep pace with growth and demand.The strategic importance of theWaikato expressway is recognised anddevelopment occurs with priority.Public transport is accessible in thedistrict.A declining trend in the number of roadtraffic crashes and casualties in the district.An increasing trend in the numberof household telephone and internetconnections in the district.Continued progress towards thedevelopment of the Waikato Expressway.Increasing trend in perception of thedistrict’s progress towards the achievementof ACCESSIBLE WAIKATO.Transit New ZealandLand Transport NewZealandEnvironment WaikatoTelecom LtdWEL NetworksMinistry of Transport24 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

COMMUNITY OUTCOMESACTIVE WAIKATOA district that provides a variety of recreation and leisure options for the community.Community Outcome Measure/Indicator Contributors*The elements of Active Waikato are asfollows.Recreation and leisure facilities aremaintained and enhanced to ensure thecommunity has access to quality facilities.Opportunities for developing newfacilities, or enhancing existing facilities, areinvestigated and partnership approachessought where appropriate.The community is aware of, and ableto access, the variety of recreation andleisure opportunities available in thedistrict.An increasing trend in satisfaction withdistrict libraries.An increasing trend in satisfaction withparks and reserves, including sportsfieldsand playgrounds.An increasing trend in participation levelsin recreation and sporting activities.An increasing trend in perception of thedistrict’s progress towards the achievementof ACTIVE WAIKATO.Sport WaikatoSport and Recreation NewZealand (SPARC)EDUCATED WAIKATOA district where education options are varied, and allow our community to be skilled for workand life.Community Outcome Measure/Indicator Contributors*The elements of Educated Waikato are asfollows.The community is encouraged to supportlocal schooling options.The closure of schools in the district isminimised.Community education initiatives aresupported and enhanced through localschools and networks.An increasing trend in participation in earlychildhood education.A declining trend in the number of schoolleavers with no formal qualification.An increasing trend in perception of thedistrict’s progress towards the achievementof EDUCATED WAIKATO.Ministry of EducationSchoolsKindergartensTertiary InstitutionsEducating New ZealandTe Wananga O AotearoaTHE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201625

COMMUNITY OUTCOMESGREEN WAIKATOA district where our natural resources are protected, developed and enhanced for futuregenerations.Community Outcome Measure/Indicator Contributors*The elements of Green Waikato are asfollows.The district’s natural assets, landforms, andwaterways are protected.100% Satisfactory river water quality(ecological health, & contact recreation)- Waikato River sites (Horotiu & HuntlyBridge)- Waipa River site (Whatawhata)Ministry for theEnvironmentDepartment ofConservationCouncil supports environmental initiatives.Animal and plant pests in the district aremanaged.Recycling and waste management initiativesare enhanced and supported.100% Satisfactory coastal water quality- Manu Bay- Putoetoe Point- Ngarunui BeachAn increasing trend in the number ofproperties that have a recycling service.A declining trend in the amount of wastegoing to landfills (indicative by the amountof waste handled by Council contracts).Council supports implementation ofEnvironment Waikato’s Regional PestManagement Strategy.A declining trend in the contamination ofgroundwater supplies, from nitrates andpesticides.An increasing trend in perception of thedistrict’s progress towards the achievementof GREEN WAIKATO.Whaingaroa Harbour CareXtreme WasteEnvironment WaikatoIwi ManagementCommitteesWhaingaroa EnvironmentCentreSAFE WAIKATOA district where people feel safe and supported within their communities, and where crime isunder control.Community Outcome Measure/Indicator Contributors*The elements of Safe Waikato are as follows. A declining trend in reported criminaloffences and resolution rates.NZ PoliceResidents feel safe in their community.A declining trend in motor vehicle accidentNZ Fire ServiceAppropriate lighting is provided for parks,reserves, roads and public placesinjury and mortality rates per 10,000population for the Waikato district.Waikato Valley EmergencyOperating Area (WVEOA)Infrastructure projects such as roadingworks take account of public safetyEmergency management structures are inplace to deal with potential disasters andincidentsCrime prevention programmes are availableand supported.Policing levels are sufficient and crime isdecreasing.An increasing trend in perception of thedistrict’s progress towards the achievementof WELL WAIKATO.Civil Defence EmergencyManagement Group(CDEMG)Ministry for EmergencyManagement26 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

COMMUNITY OUTCOMESSUSTAINABLE WAIKATOA district where growth is effectively managed.Community Outcome Measure/Indicator Contributors*The elements of Sustainable Waikato areas follows.Controls are in place to ensure thatsubdivision is not greatly impacting on therural nature of the district.Growth is not taking place to thedetriment of the natural environment.Infrastructure is developed at a rate tokeep pace with growth and demand.Growth is encouraged at a rate, and inlocations, beneficial to the district.Industry is encouraged, but in definedlocations, and with strong controls.Reduction in the amount of noncompliancewith conditions of resourceconsents.Growth assessments undertaken as partof the preparation of Structure Plans,followed by regular monitoring of StatisticsNew Zealand growth figures.The number of dwellings exposed tospecific local hazard risks does notincrease.Council undertakes annual monitoring andreporting against District Plan effectiveness,and publishes a State of the EnvironmentReport every three years.The extent of native vegetation and thearea of wetlands in the district do notdecrease.An increasing trend in perception of thedistrict’s progress towards the achievementof SUSTAINABLE WAIKATO.Ministry for EconomicDevelopmentDistrict SurveyorsWhaingaroa EnvironmentCentreHousing New ZealandCorporationTHRIVING WAIKATOA district where business and industry are encouraged and supported and employmentcontributes to a successful local economy.Community Outcome Measure/Indicator Contributors*The elements of Thriving Waikato are asfollows.Council’s processes aid the establishmentof new businesses and industry.Local businesses and industry helpcontribute to a low unemployment rate byproviding opportunities locally.The contribution of tourism to the districtis acknowledged and enhanced throughlocal and regional initiatives.The district is promoted as a destination,lifestyle and business choice.A declining trend in the unemploymentrate.An increasing trend in the median income.An increasing trend in the total number ofbusinesses and employees (by industry).An increasing trend in occupancy rates incommercial accommodation within thedistrict, evidenced by an increase in thenumber of guest nights.An increasing trend in perception of thedistrict’s progress towards the achievementof THRIVING WAIKATO.Tourism WaikatoNorth Waikato TourismWaikato Enterprise AgencyKatalystWork and IncomeMinistry of SocialDevelopmentLocal Businesses/ Organisations /DepartmentsTHE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201627

COMMUNITY OUTCOMESVIBRANT WAIKATOA district where our heritage and culture are recognised, protected and celebrated.Community Outcome Measure/Indicator Contributors*The elements of Vibrant Waikato are asfollows.Historical buildings, collections andheritage sites are protected and preservedfor the future.Council’s policies and programmessupport the community’s efforts toenhance heritage sites.Culture, including the arts, is supportedand encouraged through programmes,facilities and funding.The diversity of the district’s land, peopleand culture is celebrated.Council provides funding for cultural andarts events/activities/organisations.A reduction in the proportion of thosesites destroyed that are registered with theHistoric Places Trust, or listed as heritageitems in the District Plan.An increasing trend in the numbers ofvisitors to galleries and museums that aresupported by Council.An increasing trend in the community’sawareness of arts facilities in the district.An increasing trend in perception of thedistrict’s progress towards the achievementof VIBRANT WAIKATO.Tiaki TangataTe Puni KokiriMinistry for Culture andHeritageArts WaikatoHistoric Places TrustDistrict MuseumsLocal Businesses/ Organisations /DepartmentsWELL WAIKATOA district where people can access quality community health and care services.Community Outcome Measure/Indicator Contributors*The elements of Well Waikato are asfollows.Health care, well-being and relatedservices are accessible to all.Health care well-being and relatedservices meet the needs of the community.Community health programmes areavailable and supported.Potable water supplies conform toestablished public health standardsWastewater systems support andpromote safe and sanitary conditionsA declining trend in avoidablehospitalisations.A declining trend in the prevalence ofcigarette smoking.100% compliance with NZ Drinking-WaterStandards 2005.An increasing trend in satisfaction levelsof water services as per WDC satisfactionsurvey.An increasing trend in satisfaction levelsof wastewater services, as per WDCsatisfaction survey.An increasing trend in perception of thedistrict’s progress towards the achievementof WELL WAIKATO.Waikato District HealthBoardWaikato Primary HealthOrganisationsSt John AmbulanceRest Homes/HospitalsRetirement Homes/Villages* Waikato-Tainui is recognised and supported as a contributor to all Community Outcomes.28 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

COMMUNITY OUTCOMESHow Council will contribute toCommunity OutcomesThe LTCCP is, in effect, Waikato District Council’s responseto the set of Community Outcomes, and outlines how theCouncil plans to contribute towards achievement of them.Council has developed activity and asset management plans,which provide detailed information and forecasts for eachactivity within Council, and outline how they contributeto Community Outcomes (full Asset Management Plansare available from Council on request). This informationis translated into the LTCCP and, in the intervening yearsbetween subsequent LTCCPs, will be further refi ned inthe Council’s Annual Plan, based on Outcome monitoringinformation collected.Community Outcomes also relate to a number of other keystrategic documents and processes, for example CommunityPlans, Council’s District Plan, Regional Land Transport Strategy,and the Regional Council’s LTCCP.The following table outlines how each of Council’s activitiescontribute to Community Outcomes.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 29

COMMUNITY OUTCOMESCouncil Activities and Links to Community OutcomesAccessible Active Educated GreenCorporateand CouncilLeadershipThrough ourtownshipdevelopment plans.Council is focusedon improvinginfrastructure in ourdistrict.Throughdiscretionary funding,events and activitiesare promoted andencouraged.Some grants aremade to schoolsand educationalestablishments byCouncil.Corporate andCouncil Leadershipincludes the HearingsCommittee, whichis responsible forenvironmentalprotection.CorporateServicesPropertyThrough Council’sproperty portfolio,we provide propertyinfrastructurefor a number ofcommunity groupse.g. community halls.Grants andDonationsGrants and donationsprovide a means ofCouncil supportingrecreation andleisure activities inthe community.Grants toorganisations, like LifeEducation Trust andSport Waikato, assistwith the educationof residents andratepayers.Council supportsgroups such asWhaingaroa HarbourCare, which isfocused on plantingand environmentalprotection.Area OfficesArea Offices areoften the contactpoints for thecommunity withCouncil. It isseen as essentialinfrastructure forCouncil.Community andSafety30 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

COMMUNITY OUTCOMESSustainable Thriving Vibrant Safe WellThe HearingsCommittee is themonitor of theenvironment. Thisincludes ensuring thatgrowth is managed.The townshipdevelopment fundsprovide townimprovements, whichhelp to generatebusiness and industry.The Maori LiaisonCommittee ispart of Council’scontribution toculture and heritage.Townshipdevelopment planscontribute to safetyimprovements.Through advocacyCouncil workswith health careorganisations andalso administerspublic healththrough water andwastewater schemes.Council providesa number ofbuildings, whichare used for localindustries, businessesand activities.Council has alsoundertaken propertydevelopment in orderto generate activity.Housing for theelderly provides acommunity wherepeople feel safe andsecure. In additionhousing for theelderly is aimed athigh quality low costaccommodation.Council providesfacilities so thathealth care servicescan operate in placessuch as Meremere.Grants anddonations to anumber of groupsassist in economicdevelopment andgrowth in towns andfacilities. Tourism is akey focus each year.Council supportsa range of art andculture activities.Council hascontributed to suchprojects as securitycameras, which areaimed at public safety.Council works with avariety of groups oncommunity projects.Historically, this hasincluded a numberof arts and cultureprojects.The communityand safety activityincludes Council’scivil defenceresponsibilities.The activity is alsoresponsible forproject managingthe establishmentof security camerasin Ngaruawahia andHuntly.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201631

COMMUNITY OUTCOMESAccessible Active Educated GreenEnvironmentalServicesBuilding ControlInitiatives such asa tyre house, andpacked earth housesare inspected andsupported.Animal ControlAnimal Controlprovides dog runs,which promoteexercise and leisureopportunities.Animal Controlhave a role to playin educating ownersabout dog-relatedissues.ResourceManagementEnvironmentalHealthShop owners areencouraged andsupported in ahigh standard offood preparationstandards.This activity coversmanagement ofenvironmentalissues, monitoringcompliance withthe ResourceManagement Act andresource consentsand strategic landplanning.Environmental healthis predominantlyabout protectingour citizens throughmonitoring of foodand other premisesand responding tohealth and noiseissues.CommunityAssetsWater SupplyCouncil-suppliedwater schemesare essentialinfrastructurewithin the district.Everybody needs safedrinking water andCouncil is lookingat extending waterconnections wherethis is feasible andcost effective.32 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

COMMUNITY OUTCOMESSustainable Thriving Vibrant Safe WellThe buildingcontrol activityprovides a methodof ensuring qualityand sustainability inbuilding projects.Growth is effectivelymanaged throughthe District Plan andthrough the resourceconsent process.The District Planspecifies rules andpolicies, whichassist and controldevelopment.Building control isabout ensuring theconstruction ofsafe houses, whichcomply with buildingregulations.Animal Control fillsan important rolein keeping residentssafe from dogs. Anincreasing amountof the work is nowinvolved in handlingdangerous dogs.Building Control alsoassists in maintainingpublic health andwell-being.Resource consentsinvolve considerationof public health andrelated issues.Environmental healthis predominantlyabout protectingour citizens throughmonitoring of foodand other premisesand responding tohealth and noiseissues.Water supply is anessential service,which supportsgrowth anddevelopment.Without safedrinking water supply,new and existingbusinesses cannotdevelop.A quality drinkingwater supply is a keyingredient in keepingpeople healthy.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201633

COMMUNITY OUTCOMESAccessible Active Educated GreenWastewaterCouncil is seeking toprovide an effectivewastewater systemwherever possible.This is seen as a corefunction of Counciland is essentialinfrastructure for thedistrict.Environmentalstandards are set at ahigh level to maintainthe quality of theenvironment.StormwaterEffective stormwatermanagement is akey infrastructuralcomponent of thedistrict. This is oneof the big challengesfor Council in growthareas within thedistrict.Correct treatmentand disposal supportsthe protection of theenvironment.Solid WasteManagementThe communityrequires educationabout wasteminimisation. Overa period of time,the emphasis forour community hasshifted from wastedisposal to wastemanagement andminimisation.Council providesRefuse TransferStations in Huntly,Raglan and TeKauwhata. Thesefacilities areactively involved inrecycling and wastemanagement. Councilprovides a refusecollection service tomore than 11,000properties in thedistrict. This serviceincludes refusecollection and insome areas, recycling.Part of the refusebudget is for wastemanagement andeducation.Parks andReservesParks and reservesprovide opportunitiesfor recreation andleisure activities inthe district.Parks and reservessuch as Woodlandsand The Pointpromote learning andunderstanding of thehistory of the area.Through this activity,Council is ableto emphasise thenatural environmentand beauty of ourdistrict.LibrariesLibraries are anessential partof the Council’scontribution torecreation andleisure in the district.Libraries promoteeducation and lifelong learning throughbooks, DVD’s, videosand other media.34 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

COMMUNITY OUTCOMESSustainable Thriving Vibrant Safe WellWastewater is anessential service thatsupports growth anddevelopment.Stormwater is anessential service thatsupports growth anddevelopment.A suitablewastewater systemis a fundamentalservice to help newbusinesses.Stormwaterinfrastructure needsto be in place forbusinesses to grow.Stormwater assistswith flood controland public safety.Disposal ofwastewater is a keyingredient in publichealth. Council hasrecently undertakena sanitary assessmentof wastewater in thedistrict to identifypotential publichealth issues.We need to managegrowth and wastestreams.Some new industrieshave developedaround refusetransfer stations. Thisincludes recyclingshops.Without this activityit would be difficultfor Council to ensurepublic health andsafety. Waste streamsmust be managed.Council supportsreserves such asWoodlands. Thisis an illustrationof Council’scommitment toheritage and culture.Libraries provide avaluable source ofinformation abouthistory and culture.This includes ourown district aswell as regional,national and globalinformation.Appropriate lightingand facilities supporta safe community.Council facilities suchas parks, swimmingpools and walkwaysare ways of assistingresidents with healthand well-being.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201635

COMMUNITY OUTCOMESTransportationServicesAccessible Active Educated GreenTransportationNetworkAdministrationThis activity isfocused on continualefficiency of theroading network.Ensuring the networkis keeping up withthe growth and thegrowth is managedthrough properplanning.Cycle and walkwaystrategies have beenprepared. Theseaddress the needs ofthe community.Growth is plannedand managed withenvironmentalprotection in mind.PassengerTransportThrough passengertransport, Councilmakes it easier forratepayers to travelto and from thedistrict. This activitymakes district moreaccessible.Road SafetyThis activity is aboutensuring road safetyand personal security.Safety educationsupplements thesafety standards ofthe infrastructure.The Road SafetyCommunityProgramme is aimedat educating thecommunity about thedangers of roads.BridgesThe district includesapproximately 350bridges and largeculverts. These arevital infrastructurefor residents andratepayers to travelthrough the district.Our large culvertsare managed toenable fish passages.FootpathsThis activity improvesthe quality of ourinfrastructurethrough replacingand installing newfootpaths. This makesthe district moreaccessible.Improved facilitiesencourages walkingand cycling.36 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

COMMUNITY OUTCOMESSustainable Thriving Vibrant Safe WellCouncil preparessafety andmanagement plans toprotect residents andratepayers.This activity is aboutensuring road safetyand personal security.Safety educationsupplements thesafety standards ofthe infrastructure.Bridges are designedwith safety rails andthe like to keep thecommunity safe.Footpaths andimproving towns andvillages accommodategrowth.Footpaths andimproving towns andvillages accommodategrowth.Footpaths encouragepeople to walk safelyand not on roads.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201637

COMMUNITY OUTCOMESAccessible Active Educated GreenTransportationNetworkDevelopment andMaintenancePavementMaintenanceDrainageMaintenanceKerbs and ChannelsCarriagewayResurfacingPavement RenewalUnsealed RoadsStructure PlanningThis activity isfocused on:- Continualimprovement of theroading network andits efficiency.- Prudentmaintenance ofassets to extendtheir useful life andhence maximisethe initial capitalinvestment. The key isensuring the roadingnetwork copes withthe demands of thedistrict. Pavement anddrainage maintenanceincludes sealed andunsealed roads.Unsealed roadsare upgraded on apriority basis and tokeep up with growthsuch as subdivisionaldevelopment.Improving facilitiesfor cycling (e.g. roadwalking) encouragesactivity.Growth is plannedbearing in mindthe needs of thecommunity andthe requirementto protect theenvironment.CorridorMaintenanceThe management oflitter and noxiousweeds are examplesof protecting theenvironment.RegulatoryRural FireParkingConsent ProcessingThrough parkingcontrol, cars areencouraged toturnover fairlyquickly. Councilneeds to ensurethrough carefulconsideration thatconsent applicationsare processed in away that promoteseffective managementof the roadingnetwork.This activityincorporatesCouncil’sresponsibility forparking and ruralfires. The emphasishere is on protectingthe environment andkeeping residentssafe. In addition,Council has a roleto ensure thatconsideration is givento environmentaleffects and roadingimplications ofconsent applications.38 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

COMMUNITY OUTCOMESSustainable Thriving Vibrant Safe WellThis is a key activitythat supportssustainable growth.Roadinginfrastructure needsto be in place forindustries to develop.Road repairs andflood control areaimed at ensuringpublic safety. Sealingof roads improvesroad surfaceand safety. Safetyimprovements areput in place whererequired.Cleaning andmaintenance oftowns and district atlarge keep the imageof the district at ahigh level.Street lightingpromotes safety forresidents and thecommunity in general.This activityincorporatesCouncil’sresponsibility forparking and ruralfires. The emphasishere is on protectingthe environment andkeeping residentssafe. Rural fires isabout protectingresidents and visitorsto the district.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201639

COMMUNITY OUTCOMESWaikato Regional Community OutcomesIn parallel with consultationundertaken by Council to identifylocal Community Outcomes,additional consultation has beentaking place at the regionaland iwi levels. The twelveterritorial authorities of theWaikato region, together withthe Waikato Regional Council(Environment Waikato), jointlycoordinated a process in 2005 toidentify regional-level communityoutcomes. The regionalCommunity Outcomes process iscalled Choosing Futures Waikato.Participating Council areas areshown in the map opposite.Choosing Futures Waikato isa joint initiative of the DistrictCouncils of Franklin, Hauraki,Matamata-Piako, Otorohanga,Rotorua, South Waikato, Taupo,Thames-Coromandel, Waikato,Waipa and Waitomo, EnvironmentWaikato and Hamilton CityCouncil.This collaborative process hasbeen unique to the WaikatoRegion. The discussions andliaison that have occurred betweenagencies have helped to establishgood relationships and haveprovided a strong foundationto the continuation and furtherdevelopment of collaborativerelationships.How were the Waikato RegionalCommunity Outcomes identified?A draft set of Waikato RegionalCommunity Outcomes wasidentifi ed during 2004/05 througha series of regional visioningworkshops followed by meetingsof a broadly representativeCommunity Outcomes WorkingGroup. The process includedconsultation with Iwi in the region,information collected by localCouncils through consultationwith their local communities,and information from keyorganisations including centraland local government, businesses,industry groups and communityorganisations. A draft set ofWaikato Regional CommunityOutcomes was reviewed by keystakeholders and promoted forcommunity feedback before beingsigned off in November 2005. TheWaikato Regional CommunityOutcomes are grouped under fi vethemes:Sustainable EnvironmentThe Waikato region valuesand protects its diverse,interconnected naturalenvironments.Quality of LifeThe Waikato region is a greatplace to live, providing the servicesand opportunities we need to livewell.Sustainable EconomyThe Waikato region balances athriving economy with lookingafter its people, places andenvironment.Culture and IdentityThe Waikato region identifies with- and values - its land, air, riversand waterways, mountains, fl ora,fauna and its people.Participation and EquityThe Waikato region builds stronginformed communities and has aculture that encourages peopleand communities to play their part.40 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

COMMUNITY OUTCOMESThe Waikato Regional CommunityOutcomes are broader thanCouncil activities or local issues.They encompass the overall social,economic, environmental andcultural well-being of the WaikatoRegion. The Regional CommunityOutcomes sit alongside andsupplement local CommunityOutcomes identifi ed withineach local authority area. Theirpurpose is to help guide regionalcommunity stakeholders inWhat happens next?planning and monitoring regionalcommunity well-being.Government agencies, localcouncils and communityorganisations will be encouragedto use the Waikato RegionalCommunity Outcomes forguidance on their planning andhelp to identify the sorts ofservices the community has statedas most needed in the WaikatoRegion.Progress made towards achievingthe Waikato Regional CommunityOutcomes will be measuredregularly and reported back toWaikato communities. Thismonitoring will be an importantway of ensuring together we aremaking progress, while identifyingareas for improvement.The following Core Indicator Set has been selected to measure and monitor theRegional Community Outcomes.OUTCOMESustainableEnvironmentQualityof LifeINDICATORRiver water quality for ecological healthRiver water quality for recreationLakes water qualityLand cover and useAir quality (particulate matter, PM10)Protection of natural heritage and landscapesWater availability and useExtent of native vegetation (forest, wetland, coastal)Protected native vegetation areasPeople’s environmental attitudesPeople’s personal environmental actionsCoastal water qualityPublic access (Coastal ownership)Rural subdivisionStock densityTotal energy consumptionGreenhouse gas emissionsWaste to landfi llsProportion of recycling (paper, glass, other)Effi ciency of energy use (e.g. energy use relative to economic growth)Life expectancy/ Health expectancy (*)Social deprivation index (*)Avoidable mortality/hospitalisation rates (and causes) (*)Sense of emotional well-being (happiness, quality of life)THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201641

COMMUNITY OUTCOMESBarriers to accessing health care (*)School leavers with no formal qualification (*)Educational attainment of the adult populationParticipation in early childhood educationAdult and community educationMedian weekly rent (by income) (*)Housing affordabilityHome ownership rateHousehold crowdingProximity to work, study, recreation (survey)Criminal victimisation rates (or reported criminal offences and resolution rates)Perceptions of safetyInjury ratesEmployment/unemployment rateUnpaid workWork opportunities matching skillsParticipation in sport and active leisurePerceptions of access to adequate family services and support networksContact between young people and their parentsYouth and older people engagement in decision-makingSustainableEconomyCulture andIdentityGenuine Progress Indicator (or Ecological Footprint)Number of businesses and employees by industryMedian weekly earningsRegional GDP or Regional Economic ActivityBuilding consentsDrinking water qualityRoad traffi c crashes and casualtiesCouncil performance (or residents’ confi dence in Council’s decision making)Resident satisfaction with Councils’ approach to planning and providing servicesRegional GDP contributed by primary industries (farming, horticulture, etc)Visitor numbers and nights in commercial accommodationTourism Waikato performance indicatorsTotal research fundingEnrolments at tertiary education institutes (by type of study)Residents’ rating of their sense of pride in the way their region/city/town looks and feelsProportion of Maori speakers (in Maori and in total population)Proportion of population that speak the ‘fi rst language’ of their ethnic groupNumber of buildings and places listed on Historic Places Trust registerNumber and proportion of heritage buildings demolished or removed from heritage records42 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

COMMUNITY OUTCOMESDesign of new developments (survey)Residents’ satisfaction with cultural facilities providedParticipation in cultural and arts activitiesProportion of Councils’ spending on cultural activities and eventsPeople employed in cultural sectorParticipationand EquityPercentage of voter turnout at local and general electionsDegree of representation by minority groups on governance and decision-making bodiesResidents’ rating of satisfaction with Councils’ provision of opportunities for community involvementin decision-makingPercentage of residents perceiving that cultural diversity makes their region/ city/town a better placeto live.(*) These indicators include a breakdown into Maori/non-Maori population.Indicators in blue will need further investigation before they can be confi rmed.Note:The above table does not includeregional Maori/Iwi indicators.These are currently beingdeveloped by Tai Ranga Whenua(EW) and Kowhai ConsultingLtd. for the Outcome Themes of:Maori Heritage, Regional Identityand Pride, Bicultural Partnerships,Tikanga Maori, Treaty of Waitangi,Unique Status of Tangata Whenua,Maori Housing, Maori SocialWellbeing, Maori EconomicProsperity and Air, Land and WaterQuality.Councils, Government agencies,iwi, community organisations andother groups will be workingtogether to make the WaikatoRegion the best it can be, now andin the future.Further informationFor further informationabout the Choosing FuturesWaikato process, visit www.choosingfutures.co.nz or contact:Choosing Futures WaikatoFreepost Authority 11HamiltonPh 0-7-838 6672e-mail info@choosingfutures.co.nzTHE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201643

IWI COMMUNITY OUTCOMESWaikato-Tainui Iwi Community OutcomesWaikato-TainuiThe natural and physical resourceswithin the tribal area of Waikato-Tainui are of significant culturaland historical importance to theiwi. Waikato-Tainui relationshipwith the Waikato River and WestCoast Harbours, in particular, hasextended over many generationssince the time of the fi rst inlandexplorations of their ancestorswho brought the Tainui canoeto Aotearoa in the fourteenthcentury.Their relationship with the riveris unique. The Waikato River isregarded as a tuupuna awa, theancestral river of the peoplerepresenting the mana and themauri of the people. It is centralto their tribal identity, and to theirspiritual and physical well-being.Its power is both protective andhealing.Waka (Canoe) TainuiIwi (Tribe) WaikatoHapu (Sub-tribes) 33Marae (Whanau Groups) 65Registered Tribal Members (Individuals) 52,000The importance of thisrelationship is evident in manywhakatauki (tribal sayings)and waiata (songs), and in oralhistories, which record theassociation of the ancestors withplaces, events, daily activities,thoughts, emotions, and everythingthat touched their lives.Over the generations Waikato-Tainui have developed tikanga(protocol) that embody theirprofound respect for the riverand all life within it. Their tikangarecognises that if they care forthe river, the river will continue tosustain the people. Waikato-Tainuihas mana whakahaere (authority)over the river. Accordingly,Waikato-Tainui has a duty to past,present and future generationsto protect the river and Waikato-Tainui is obliged to satisfy thatduty.It is important to recognise thatfor Waikato-Tainui the WaikatoRiver means the whole river.Waikato-Tainui regards the riveras an entire living entity, whichincludes not just its banks, bedsand waters but also its manystreams, lakes and tributaries, itscatchments and fl ood plains, andits fl ora and fauna, as well as itsmetaphysical being.As with the Waikato River; theWest Coast harbours of Manukau,Whaingaroa, Aotea and Kawhiahave signifi cant historical andcultural importance to Waikato-Tainui; particularly for the mana67% Reside Waikato, 28% Rest of NZ, 5% Overseas. More than 35,000 people residingin the Waikato Region are members of the Waikato –Tainui tribe.whenua (local people) who residearound them.Iwi AuthorityThe Waikato Raupatu TrusteeCompany Ltd (WRTCL) is theprincipal constitutional and thelegally mandated Iwi authority ofWaikato-Tainui, which comprises65 Marae and 33 Hapu. Onbehalf of Waikato-Tainui theWRTCL has a major interestin the development of CouncilCommunity Plans.The WRTCL is governed by theexecutive board Te Arataurawhich comprises 12 members;11 of which are elected fromTe Kauhanganui o Waikato Inc,which is the 195-member tribalparliament comprising threerepresentatives from each of the65 Waikato Raupatu Marae. Theremaining Tainui executive member,the Kahui Ariki representative, isappointed by Te Arikinui Dame TeAtairangikahu.The WRTCL is responsible fortribal development and managingthe Waikato Raupatu settlementthat was settled with the Crownin 1995; and for resolving itsoutstanding claims with theCrown.Waikato-TainuiOutcomesWaikato-Tainui hold a uniquestatus as tangata whenua of theWaikato Region and seek to havepositive relationships with localand regional government. Thefollowing are Waikato-Tainui’sdesired outcomes for its tribalgroups and members that shouldbe incorporated and achieved inLong Term Community CouncilPlans within the greater Waikatoregion. These outcomes weredeveloped from the tribal strategicplan of Waikato-Tainui thatwas endorsed and passed by TeKauhanganui o Waikato Inc and itsexecutive board Te Arataura. Theseoutcomes are complementaryto the Community Outcomes ofmanawhenua and should not beused or viewed to be overridingthose Outcomes that have beendeveloped separately betweenCouncil and manawhenua. TheWRTCL supports the outcomes ofWaikato-Tainui manawhenua.Waikato District Council willendeavour to contribute towardsthe achievement of relevantWaikato Tainui Iwi Outcomes,and continue to foster a positiverelationship based on good faith.44 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

IWI COMMUNITY OUTCOMESOUTCOMES and link toWaikato District CommunityOutcomesWaikato-Tainui exercisesmana-whakahaere (practicingauthority) over its taonga(treasures)Links to Green WaikatoACTIONSInvestigate ways in which Waikato-Tainuican exercise kaitiakitanga (guardianship)to protect, restore and enhance thehealth and well-being of the WaikatoRiver, West Coast Harbours, beaches,waterways, habitats and the physical andnatural environment.Increase the sustainability of the naturaland physical environment for current andfuture generations by developing effectivecontrols for protecting the naturalenvironment.Assist and increase the participation ofhapu/marae/whanau in the exercise ofkaitiakitanga over their areas.Make greater use of renewable resourcesand increase the reuse and recycling ofresources and the efficiency of how weuse them.Protect and enhance the biodiversity ofnative flora and fauna.Protect the special cultural, historical andspiritual relationship of Waikato-Tainuiand its taonga.INDICATORSAn increase in support andparticipation of Waikato-Tainui inexercising kaitiakitanga.The sustainability of the natural andphysical environment for current andfuture generations is improved.An increase in resources forhapu/marae/whanau to exercisekaitiakitanga over their areas.The use of renewable resources isincreased. Less waste to landfill isachieved, increase in recycling ofresources.The biodiversity of native flora andfauna is increased.The special cultural, historical andspiritual relationship of Waikato-Tainui and its taonga is recognised byCouncil processes.Waikato-Tainui values theeducation of all its peopleLinks to Educated WaikatoInvestigate possibilities for tribaldevelopment research and/or inpartnership with Council.Investment in tribal intellectualdevelopment.Increase Council commitment toWaikato tribal education in resourcemanagement practice and planning policydevelopment.Assist in the maintenance and retentionof tribal intellectual property.Become partners in the delivery of tribalresearch.Investigate ways in which the Council canassist in the establishment of the WaikatoEndowed College to benefit the tribe,community and the nation.Increased education levels ofWaikato-Tainui comparable to non-Maori.Waikato tribal education andresearch is advanced through amutual positive relationship withCouncil.The tribal research and the educationof Waikato-Tainui is supported byCouncil.Increased involvement of Waikato-Tainui on policy-making decisions.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201645

IWI COMMUNITY OUTCOMESOUTCOMES and link toWaikato District CommunityOutcomesWaikato-Tainui recognises itspartnership with the CrownACTIONSEstablish mutual beneficial partnershipsbetween Waikato-Tainui and Councilsthat have integrity and are durable.Investigate ways to increase the capacityand participation of Iwi, hapu, maraeand whanau to effectively engage withCouncils.Participation of Waikato-Tainui indecision-making processes throughrepresentation on Council managementand governance structures.Council recognises the status of Waikato-Tainui as tangata whenua.INDICATORSA mutual beneficial relationship isdeveloped between Councils andWaikato-Tainui.Increase in participation of Iwi, hapu,marae and whanau within Councilactivities.Increase decision-makingrepresentation and participation inCouncil management and governancestructures.The status of Waikato-Tainui astangata whenua is recognised inCouncil policy and plans.Waikato-Tainui undertakes toresolve its excluded WaitangiTribunal Claims that remainoutstanding from its 1995Raupatu SettlementWaikato-Tainui continues to negotiateand resolve its outstanding claims withthe Crown in good faith while updatingthe Council on its progress.Through participation with the Council,Waikato-Tainui protect and restore thehealth of the Waikato River and the WestCoast Harbours for the benefit of futuregenerations.Undertake transparent leadership andmeaningful consultation with tribalmembers and the community.Increase the Councils’ understandingof Waikato-Tainui outstanding claimsto achieve settlement.The health of the Waikato Riverand the West Coast Harbours isimproved for the benefit of futuregenerations.Increase in positive and productiverelationships between Waikato-Tainuiand Council.To advance the tribaldevelopment of Waikato-Tainui for the bettermentof tribal members and theircommunitiesLinks to Well WaikatoScope and identify tribal developmentstrategies in consultation with hapu,marae and whanau that reflect thedreams and aspirations for the futurebetterment of Waikato-Tainui.Pursue and enhance opportunities ineducation, health, employment andhousing for the betterment of tribalmembers.Work with Councils in partnership tofulfill these dreams and aspirations.Tribal development of hapu, maraeand whanau is improved with theassistance of Council.Increase in opportunities ineducation, health, employment andhousing for the betterment of tribalmembers.46 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

IWI COMMUNITY OUTCOMESOUTCOMES and link toWaikato District CommunityOutcomesWaikato-Tainui values TeKotahitanga (unity) andMatauranga (knowledge) of itspeopleLinks to Vibrant WaikatoWaikato-Tainui to be leadersin safe and healthy lifestylesLinks to Active and Well WaikatoACTIONSCouncil, Iwi, hapu, marae and whanauworking in unity to support theKingitanga.Promote manaakitanga (care) andwhanaungatanga (family values) amongstWaikato-Tainui and the community.Practice, enhance and celebrateWaikatotanga (Waikato way of life).Investigate ways to protect and preservewaahi-tapu and Waikato taonga (sacredplaces).Waikato-Tainui to be all healthy: throughthe philosophy of Waikato, Wairua,Waiora (spiritual and physical wellbeing).Educate and inform tribal members sothey own their own health by exerciseand through healthy eating, healthydrinking and healthy lifestyle habits.Promote and provide safe and protectiveenvironments for mokopuna (children),rangatahi (youth), kaumätua (elders) andthe community.INDICATORSIncreased participation by theCouncil to support significant tribalevents.Increase the profile of Waikato-Tainuiand its values within Council.Increase in the cultural capacity ofCouncil staff.Increase in waahi tapu protection andidentification.Increase the life expectancy/ healthexpectancy of Maori to that of non-Maori.The prevalence of smoking andalcoholism amongst Maori to thelevel of non-Maori.Increase in safe and protectiveenvironments for mokopuna,rangatahi, kaumätua and thecommunity.Sustainable equitableeconomic development isimportant to Waikato-TainuiLinks to Thriving and SustainableWaikatoWaikato-Tainui advocates andparticipates in developmentsand businesses that are socially,environmentally and culturallyresponsible and sustainable.Increase the employment and economicopportunities for Iwi/hapu/marae/whanaufor their betterment and the bettermentof the greater community.Increase in developments andbusinesses that are socially,environmentally and culturallyresponsible and sustainable.The employment rate and medianincome of Maori is increased to thatof non-Maori.Increase in economic opportunitiesfor Waikato-Tainui.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-201647

DEVELOPMENT OF MAORI CAPACITYDevelopment of Maori CapacityCouncil will apply the intent andprinciples of the Treaty of Waitangiin its dealings with Maori.Council will identify the Maoristakeholder groups in the districtand develop a database forregular supply of information andengagement. This would include:- all Marae- management groups usedextensively for provisionsunder the ResourceManagement Act (RMA)- Waikato Raupatu TrusteeCompany- individuals who request tobe placed on Council’s ‘supplyof information’ list- key individuals in the districtwith knowledge on specifi cissues- Nga Mana Toopu O Kirikiriroa- Te Wananga O Aoteoroa- Tangata Whenua.Council will identify the key issuesof particular interest to Maori thatwould include:- LTCCP and Annual Plan- Annual Report- District Plan and associateddocuments- issues of possible signifi canceto Maori- key policy papers that have theintent of changing the Council’sdirection or operations.The aim is to build on the existinggood quality relationships thathave been established, through:- regular Marae visits- open invitation to meet withthe Maori Liaison andConsultation Committee, HisWorship the Mayor, Councilrepresentatives- supplying information to keystakeholders on a regular andtimely basis- continuing to encouragethe dialogue that has beenestablished with RMArelationships- meetings with Tangata Whenuaas appropriate.Staff will identify a draft annualtimetable of documents thatCouncil would wish to haveengagement with Maori anddeliver it to the stakeholdersso as to give adequate advice ofupcoming processes.Council will develop a bi-annualnewsletter to key stakeholders(prepared in Maori and English) tokeep Maori informed of currentissues. This would be additionalto Council’s newsletter, The Link,which is distributed six times peryear.The bi-annual newsletter will beissued in draft form to seniorKaumatua to ensure the wordingis traditional and appropriate.Council will sponsor seminarsand hui with keynote speakers onMaori issues to better inform thecommunity.48 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

ACTIVITIESSECTIONDevelopment of Levels of ServiceThe Local Government Act 2002 requires Councils tostate the intended level of service provision for eachgroup of activities, including the performance targetsand other measures by which actual levels of serviceprovision may be meaningfully assessed.Council believes that all ratepayers should have theopportunity to consider the impacts of changes to levelsof service.In late 2005 Council undertook community consultationon levels of service for a number of activities, includingAnimal Control, Public Toilets, Stock Crossings, andUnsealed Roads.Council received feedback from 889 people; 404 peoplethrough the telephone survey and 485 people throughthe written survey sent out via The Link.Council took on board the comments received by thecommunity through the Annual Satisfaction Surveys andwill not be increasing rates to pay for additional servicesin the areas of animal control, or public toilets. Neitherwill Council be increasing rates to fund the eliminationof stock crossings at a quicker rate or increasing thecurrent level of service to seal additional roads.The intended level of service provision for theRecycling activity is included in the Solid Wastesection of this Plan.A proposed programme of consultation for allremaining Council activities has been developed. Theprogramme would see all Council activities beingconsulted on by 2010.Clearly, a fl exible approach must be taken to therolling programme of consultation on levels of serviceprovision. Some activities may require consultation atan earlier or later time than planned, due to changingneeds. This will be reviewed annually. At the time thatservice levels are reviewed for each activity, respectiveperformance measures will also be reviewed.Unless otherwise stated, all intended service levels andperformance measures contained within this LTCCPare assumed to apply for the full ten-year period, oruntil the scheduled year of service level review, atwhich time the measures will be reviewed, revised asappropriate, and updated in Council’s Annual Plan orLTCCP.Key for understanding Service Level and Performance Measure information -“How will we know we are on track”Service Level Checking Progress Target 2006/07 -2008/09 Target 2009/10 -2015/16This section outlines theintended levels of serviceprovision for the activity.This section outlines theperformance measure thatCouncil will be using tomeasure achievement ofservice level provision.This section specifies thetarget level of achievementfor the first three years of thePlan.This section specifies thetarget level of achievementfor the last seven years of thePlan.A tick (√) in this box meansthat the 2006-2009 targetis relevant for the full ten- year period, or until suchtime as the service level andperformance measures arereviewed.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 49

Proposed Consultation Programme for Levels of ServiceACTIVITY 2005/06(Completed)2006/07 2007/08 2008/09 2009/10Corporate and CouncilLeadershipCorporate ServicesPropertyGrants and DonationsCommunity and SafetyArea OfficesEnvironmental ServicesBuilding ControlAnimal ControlResource ManagementEnvironmental HealthCommunity AssetsWater SupplyWastewaterSolid Waste Management Recycling Balance ofactivitiesParks and Reserves Public Toilets SwimmingPoolsStormwaterLibrariesRoadingRoading Network AdministrationPassenger TransportRoad SafetyRegulatoryCorridor MaintenanceFootpathsBridgesRoading Network Developmentand MaintenanceStockCrossingsUnsealedRoadsBalance ofactivitiesBalance ofactivitiesBalance ofactivities50 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

Corporate andCouncil LeadershipThe Chief Executive is the principal policy advisor to theCouncil and provides the overall leadership and businessplanning for the organisation. Activities within this groupinclude human resources, corporate and community planning,and communications.Through its community planning focus this activity coordinatesthe development of community plans in local areas,and Council’s major planning documents like the Long-TermCouncil Community Plan, Annual Plan and the Annual Report.This section also provides policy and direction for humanresources activities relating to Council staff, and Council’scommunications activities.Overview of the activityActivities within this group include managing the democraticprocess, all issues associated with the various CommunityBoards, Community Committees and community developmentprojects, Maori liaison and consultation.Rationale for ActivityCorporate and Council leadership is fundamental toCouncil’s requirements under the Local GovernmentAct 2002. Corporate and Council leadership is aboutgovernance and key policy development that supportsour legislative compliance.This activity ensures political input into policy setting anddevelopment. It ensures there are checks and balancesaround community input and involvement.Council also has responsibilities around Maoriinvolvement in decision-making. The formation of a MaoriLiaison and Consultation Committee is a step towardsmeeting this requirement.Through discretionary funds, Council is able to promoteactivities and events in individual communities. Thisencourages local decision-making and prioritisation.This activity is about managing Council’s involvementin addressing the four well-beings – economic, social,cultural and environmental. If Council is fulfi lling itsfunction, then our decision-making and planning shouldbe geared at meeting the requirements of the four wellbeings.Primary Contribution to CommunityOutcomesCorporate and Council Leadership contributes to allnine community outcomes in a variety of ways. Thisis a logical result given that this activity provides thegovernance and direction for Council.Key Projects for the Next Three YearsThe key community-focused projects in this activity arethe development of Community Plans for Meremere,Tauwhare, Glen Afton, Pukemiro and Glen Massey, andthe continuation of township development in Huntly,Ngaruawahia and other areas. The emphasis on towndevelopment is primarily driven by growth and demand.The key corporate projects for this activity over the lifeof this Plan are:· preparation of corporate documents required by theLocal Government Act 2002, including Annual Plans,Long-Term Council Community Plans and AnnualReports; and· production of communication material, includingCouncil’s newsletter The Link, to help promotestrategic links between the organisation’s activitiesand the Community Outcomes.All projects post 2008/09 will be reviewed in detailfor the LTCCP 2009-19, and any costs and timings areindicative only at this stage.Significant Negative Effects onCommunity Well-beingProviding Councillors fulfi l their function regardinggovernance of the district then there should be nosignifi cant negative effects. In other words, as longas Councillors act in good faith, there will be nonegative effects. The measures suggested will identifythe perceptions of the community in terms of thegovernance arm of Council. Over a period of time,Council will be able to track trends in communityperception and identify whether any negative effects havetaken place.Key AssetsThere are no strategic assets relating to this group ofactivities.Where We Want To GoCouncil is putting in place a programme to activelyconsult with our various communities. Through ourcommunity plans and township development plans,Council will develop a better understanding of ourcommunity needs and aspirations.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 51

CORPORATE AND COUNCIL LEADERSHIPWhat We Plan To DoProject 2006/07$ 2007/08$ 2008/09$Community Plan implementation 1,515,000 1,485,000 1,370,000Maori Liaison Committee - Waimakariri Marae Development 20,000Development of New Community Plans 9,000 9,000 10,000Event Management 18,000 20,000 20,000LTCCP - Community Outcomes 40,000 40,000 40,000Te Kauwhata A+P Show Event Management 2,000Council has allocated funding in this activity to promote township and community development. This funding provides the method bywhich individual projects in each community is undertaken.How will we know we are on trackThe intended level of service is based on a structure that includes 13 Councillors, a Mayor, four Community Boards andtwo Community Committees. Council is strongly regulated in this area in terms of the size of Council and the wards inthe district. A review is undertaken every six years at which time, the whole composition of the Council is determined.We do not anticipate that demands will be larger in future than current levels. If they are, this will need to be addressedthrough the six-yearly representation review.Within the framework of applicable legislation we aim to monitor our progress in the following areas:Service Level Checking Progress Target 2006/7to 2008/9The Local Government Official Informationand Meetings Act is complied with.Council complies with legislativerequirements in relation to the LTCCP,Annual Plan and Annual Report.Engage Maori in decision-making.Residents are satisfied that they are able toinfluence decisions that the Council makes.No more than 10% of decisions are made inthe public excluded section of the agenda.Target 2009/10to 2015/1610% √A clear audit opinion is achieved in each case. 100% √At least 65% of respondents to a survey oflocal Maori are satisfied with the level ofinvolvement and opportunities for Maorito engage with Council. This target level ofsatisfaction should increase by 2% each yearthrough to 2011/2012 then remain at thatlevel for the balance of the ten years.At least 65% of residents in the AnnualSatisfaction Survey agree that they have theopportunity to be involved and participate inthe way the Council makes decisions. Thistarget level of satisfaction should increaseby 2% each year through to 2011/2012 thenremain at that level for the balance of the tenyears (63% in 2005).65% increasingto 69% by2008/0965% increasingto 69%71% increasingto 75% by2011/1271% increasingto 75% by2011/12Council develops and consults with thecommunity on Community and TownshipDevelopment Plans as they are developed.100%, as plansare developed√Relationships between the Council and thecommunity are enhanced.At least 65% of residents in the AnnualSatisfaction Survey understand how theCouncil makes decisions. This target level ofsatisfaction should increase by 2% each yearthrough to 2011/2012 then remain at thatlevel for the balance of the ten years (61% in2005).65% increasingto 69%71% increasingto 75% by2011/1252THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

ESTIMATED EXPENSES AND REVENUE STATEMENT - CORPORATE AND COUNCIL LEADERSHIPEstimated Expenses and Revenue Statement - Corporate and Council LeadershipA forecast for the 10 years ending 30 June 2016Activity Expenditure2006/07 2007/08 2008/09$000’s $000’s $000’s2009/10 2010/11$000’s $000’s2011/12$000’s2012/13$000’s2013/14 2014/15 2015/16$000’s $000’s $000’sCorporate & Council Leadership 4,071 4,097 4,294 4,285 4,463 4,439 4,402 4,561 4,685 4,766Less:4,071 4,097 4,294 4,285 4,463 4,439 4,402 4,561 4,685 4,766Internal Interest 225 190 159 139 118 96 70 43 20 8Activity Expenditure 3,846 3,907 4,135 4,146 4,345 4,343 4,332 4,518 4,665 4,758Activity RevenueFees/Other Income 580 88 30 30 93 30 30 97 30 30Less:580 88 30 30 93 30 30 97 30 30Internal Interest 0 0 0 0 0 0 0 0 0 0Activity Revenue 580 88 30 30 93 30 30 97 30 30Activity Surplus/(Deficit) (3,266) (3,819) (4,105) (4,116) (4,252) (4,313) (4,302) (4,421) (4,635) (4,728)Activity Surplus/(Deficit)funded byCouncil Reserves (350) (720) (918) (909) (888) (866) (840) (813) (950) (1,078)General Rate (2,916) (3,099) (3,187) (3,207) (3,364) (3,447) (3,462) (3,608) (3,685) (3,650)(3,266) (3,819) (4,105) (4,116) (4,252) (4,313) (4,302) (4,421) (4,635) (4,728)THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 53

Corporate ServicesThe Corporate Services group of activities provides a rangeof support and service delivery functions for Council, itscommunity and ratepayers. In particular these are fi nancialmanagement, computer technology, property and legalfunctions.The Finance department within the Corporate Services Groupmeets Council’s accountancy and treasury requirements.The principal services include rates billing, maintenance andintegrity of fi nancial systems, fi nancial reporting and advice,and internal audit and control.The Information Services team provides an internal supportservice for core Council departments, activities, staff andelected members throughout the district. Council businessrequires expertise and specialised software fully integrated intothe provision of customer services.The cost of the Finance and Information Services departmentshas been allocated across all Council activities.The Property Management Unit is responsible for themanagement of all Council properties, furniture and plant.The Safety of the Community is fundamental to ensure thereis a plan to respond to hazards, risks and emergencies.Significant Negative Effects onCommunity Well-beingThere are no identified signifi cant negative effects oncommunity well-being arising from this group of activities.Key AssetsThe key community assets for this activity group include:· Housing for the elderly units in Ngaruawahia andHuntly, valued at $690,000.· The Raglan Wharf and Raglan Harbour endowmentproperties valued at $7,965,000.Demand will affect the service levels of the relevantactivity. Service levels are internally reviewed regularlythroughout the year, and targeted public consultation oneach activity has been programmed to occur before 2010.Twice a year, budgets are reviewed and this incorporatesthe change in expenditure needed to cope with changinglevels in service as highlighted through the reviews.Council will assess and manage the implications ofchanges to demand and service level, particularly withregard to property assets by ensuring it providesadequate facilities to meet community needs.In addition, the Corporate Services area supports a number ofcommunity activities through community contracts, grants anddonations.The group also provides the public face of Council throughstaffi ng the area offi ces, counter and call centre operations.54Key Projects for the Next Three YearsProject Projected Cost$ Growth /demandOngoing replacement and maintenance of theCouncil’s vehicle fleet each year.Council has also approved a grant for the new District Museum building in Huntly in 2007/08 totalling $424,000.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016As a result of…ServicelevelchangeChanges tolegislation/standardsMaintenance/ renewal ofasset500,000 per annum √ √Huntly Library Alterations/Extension in 2006/07 130,000 √Ngaruawahia office extension 1,200,000 √Raglan Information Centre and Museum 1,300,000 √ √

PropertyOverview of the ActivityThe Property Management Unitis responsible for the effi cientmanagement of all Council properties,plant and furniture. This includesdevelopment, sales and purchases,maintenance, leases and licencesto occupy. Council owns over 600properties including offi ces, libraries,housing for the elderly units, reserves,public cemeteries, camping grounds,community houses, Raglan Harbourendowment properties, a wharf,community centres and halls.Rationale for ActivityCouncil’s property portfolio isretained, managed and operatedto ensure local communities haveaccess to venues for recreational,cultural and governance activities.Community and civic halls andvenues provide an environmentfor an extensive range of culturaland community-based socialactivities, including theatre, arts,band practice, indoor sportsand clubs. Council’s housing forthe elderly units provide wellmaintained,affordable and safeliving environments for elderly anddisadvantaged tenants. Librariesand offi ce buildings are located tobest serve the local communities,while reserve land is held forrecreation and conservationpurposes.Primary Contribution toCommunity OutcomesThe Property activity contributesto the Community OutcomesActive, Thriving, Safe and WellWaikato.What We Plan To DoProject 2006/07$2007/08$2008/09$Energy Efficiency Review 10,000 11,000 11,000Weed Control on Council Properties 10,000 11,000 11,000District Information Centre Exterior Painting 11,000District Information Centre Flooring 13,000Hamilton East Investment Property remedialwork10,000Huntly Library Alterations/Extension 130,000Huntly Pensioner Flats - Electrical WiringUpgradeNgaruawahia Depot Automatic Gates 24,00015,000Ngaruawahia Investment Property – roofing 13,000Ngaruawahia Library – replace air-conditioningunit54,000Ngaruawahia Office – External Painting 54,000Ngaruawahia Plunket Rooms – Re-pilePerimeter Wall11,000Raglan Service Centre – Courtyard lighting 8,000Raglan Service Centre – Exterior Painting 13,000Raglan Wharf – Rebuild beacons 21,000Waikato Coalfields Museum – Roofreplacement*11,000Waikato Coalfields Museum –Remedial Work* 16,000Ngaruawahia Office Extension 600,000 600,000Hukanui Park Storm Water 32,000Raglan Museum and Information Centre 1,300,000Lake Hakanoa Motor Caravan Park AmenityBlock UpgradeLake Hakanoa Motor Caravan Park PurchaseCabin10,00021,000In addition to the above there are various halls that require work to becompleted on them. This work is budgeted to be funded through thetargeted rate for that specific hall.* This work will only be undertaken if the new Huntly Museum building project does notgo ahead as planned in this year. Refer to Grants & Donations for more information.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 55

Property continuedMajor ProjectsHuntly Library ExtensionThe Huntly Library buildingwill be extended in 2006/07 tocompensate for space utilisedfor the Huntly Service Centre,which was relocated into theLibrary. The project is delayed dueto resolution of land ownershipissues.Raglan HarbourCouncil will be working with thecommunity during the 2006/07year to identify and prioritiseworks in relation to the RaglanHarbour.Ngaruawahia Office ExtensionDue to the projected increase instaffi ng numbers, there will be aneed to extend the NgaruawahiaOffi ce. This project will be furtherinvestigated in 2006/07.Raglan Information Centre and MuseumThe initial project investigation was started in 2005/2006 and the project isrebudgeted in 2006/2007 now that more accurate costings are known. Theproject is a new building on the site of the old Museum, that will also housethe Information Centre.Projects after 2008/09*Council has an investment property in Hamilton East that brings inapproximately $350,000 of income to offset the General Rate requirement.This building will require a refurbishment in 2011/2012 and it is estimatedto cost approximately $700,000 for this work.Council will consider charges to the Raglan Wharf and surroundingarea over the next year. $1,706,000 has been included in 2010/2011 toimplement an agreed strategy.* All projects after 2008/09 will be reviewed in detail for the LTCCP 2009-19, any costsand timings are indicative only at this stage.Where We Want To GoTo meet the community’s aspirations and changing needs, we plan to focuson a progressive review of all Council owned properties to ensure thatfacilities are managed efficiently, and that performance matches Council’scommitment to delivering quality outcomes.How will we know we are on trackService Level Checking Progress Target2006/7to 2008/9Target2009/10to 2015/16Maintenance and capitaldevelopment of Council-ownedproperties is carried out inaccordance with the AssetManagement Plans.To carry out annual inspections and audits ofall Council-owned Raglan Harbour sites.100%√All Council-owned buildingscomply with the requirements ofthe Building Act 2004.Maintain a current Building Warrant of Fitnessfor all Council-owned property.All Council-owned property meets therequirements of the Building Act 2004.100%100%√√All Raglan Harbour navigationalaids (beacons) are operationalwithin 24 hours of a reportedfailure.A quarterly audit of all Raglan Harbournavigational aids confirms compliance withlegislative requirements.100%√All Raglan Harbour safety signs areoperational within seven workingdays of notification of requiredrepair or replacement.A quarterly audit of all Raglan Harbour safetysigns confirms compliance with legislativerequirements.100%√Planned programme ofrefurbishment for the Housing forthe Elderly units, is in line with theagreed Asset Management Plan.Annually refurbish one unit in Huntly and oneunit in Ngaruawahia.95% occupancy rate of the Council-ownedhousing for the elderly units.One per site peryear95%√√56THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

Area OfficesOverview of the ActivityCustomer First provides the interfacebetween the Council and thecommunity. It is responsible for dailyface-to-face plus telephone servicesand provides administrative supportto all other departments withinCouncil. It also provides a “one stopshop” concept where the majority ofenquiries can be dealt with effectivelywithout customers needing to seemore than one staff member.Rationale for ActivityAs representatives of Council, Customer First staff are fully trained andare able to offer a full range of services and information to residents andvisitors to the Waikato area. Customer First are responsible for dailyface-to face and telephone services and provide administration support toother departments within Council.Primary Contribution to Community OutcomesArea Offices contribute to the Community Outcome Accessible Waikato.Where We Want To GoThe long-term focus of this activityis to continue to develop anddeliver quality services to thecommunity.How will we know we are on trackCouncil’s head offi ce is located at Ngaruawahia and includes counter staff who deal with a wide variety of enquiries,and a call centre that fields approximately 600 calls per day. Council also has offi ces at Huntly and Raglan, andagencies at Hamilton City Council, and Te Kauwhata. As growth dictates the need, more staff will be employed inthe appropriate areas.Service Level Checking Progress Target 2006/7to 2008/9Deliver a full range of servicesand information in a prompt,professional and customer friendlymanner.Obtain a rating of “good” or better from90% of respondents in a formal customersatisfaction survey, which will be carried outonce each year.Target 2009/10to 2015/1690% √THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 57

Community and SafetyOverview of the ActivityCommunities expect to live in safeenvironments. Council has a role toplay in many aspects of communitysafety, particularly to help to diminishthe adverse affects of emergencies onthe community.Rationale for ActivityAll communities face a multitude of risks many of which can be mitigatedby interventions facilitated or contributed to, by Council. These activitiesfall into two main areas:· Public health and safety· Emergency managementImproving public health and safety allows general community life to operatewithout the limitations and losses that health and safety problems imposewhen individuals have to care for themselves alone. It also creates a morepleasant, secure and enjoyable environment in which to live.Emergencies at a community level can not only impose signifi cant loss oflife and loss of property but they may even make a community non-viable,thus preventing or limiting any recovery as a community. This level ofdisruption would be unacceptable. Prevention of this loss and disruption isthe focus of emergency management.Primary Contribution to Community OutcomesThe Community and Safety activity contributes to the CommunityOutcomes Vibrant and Safe Waikato.Where We Want To GoThe long-term goal for this activity is to have fully developed emergencymanagement plans, and to have staff trained to deal with emergencies.How will we know we are on trackMuch of the demand in this activity is related to growth in the district, but demand is more likely infl uencedby specifi c changes to the ‘hazard-scape’. The ‘hazard-scape’ is not readily predictable. Trends in the growth ofhazardous material transportation, the effects of climate change and the possibility of pandemics (as examples) canbe identifi ed but not sensibly quantified. The current Civil Defence Plan requires regular reviews of the hazardscapeto identify changes.The current Civil Defence Emergency Management Group Plan (CDEMG Plan) that covers the whole of theGreater Waikato Region (as required by Section 34 of the Civil Defence Emergency Management Act 2002) has anappendix that specifi es the activities of the Waikato Valley Emergency Operating Area (WVEOA). The requirementsof this Plan and the appendix identify outcomes and criteria critical to the management of Civil Defence in thedistrict. These requirements are used to specify service levels and delivery strategies for the WVEOA.Service Level Checking Progress Target 2006/7to 2008/9Contribute to the effectiveoperation of the Waikato ValleyEmergency Operations Area(WVEOA) organisation in theprovision of Emergency OperationsCentre (EOC) and all the routineservices to manage emergencymanagement and civil defenceservices.58THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016At all times Council shall support the currentWVEOA requirements of the CDEMG Planin accordance with section 34 of the CivilDefence Emergency Act 2002.EOC radios are commissioned and functioningon mandated ES bands and are routinely testedat least monthly.An annual training exercise is undertaken.100%Monthly testsAnnuallyTarget2009/10 to2015/16√√√

Grants and DonationsOverview of the ActivityCouncil makes contributions to avariety of community groups andprojects to improve and enhance thesocial, cultural, environmental, arts,sporting capacity and infrastructurewithin the district.Council administers discretionaryfunds, which refl ect communityneeds on a self-determination basis.This activity promotes recreationalactivities, provides communityfacilities, and fosters arts, culturaland sports development. In additionit engenders a greater sense ofbelonging to the local community.Rationale for ActivityCouncil is involved in this activity in order to use its income redistributionpowers to make grants to community organisations, where thatexpenditure will contribute towards Council’s vision for the district.Council also administers discretionary funds that refl ect community needson a self-determination basis.Primary Contribution to Community OutcomesThe Grants and Donations activity contributes to six of the nineCommunity Outcomes, namely, Active, Educated, Green, Thriving, Vibrantand Safe.Major ProjectsDistrict Museum in HuntlyIn previous Waikato District Council Annual Plans and LTCCPs there wasfunding for a new District Museum at Huntly. As this project has not yetoccurred, it is being re-budgeted in this LTCCP. The fi rst stage of thedevelopment is estimated at $1,500,000. Council’s share of $424,000 isproposed through selling the existing land and buildings as well as otherfunding.Where We Want To GoTo meet the community’s aspirations and changing needs Council willprovide assistance to groups to achieve their goals where, due to lack ofresources, it would not otherwise be possible.How will we know we are on trackCouncil has a policy of understanding and identifying its communities and the wider social issues that impact uponthem. Through greater knowledge of local needs, Council is able to suitably respond to social issues affecting thecommunities it represents.Service Level Checking Progress Target2006/7to 2008/9Expenditure on grants anddonations is consistent with thedirection given in Council’s LTCCP.Community grants programmes arecompleted on time, to the requiredstandard and within budget.Required reporting is receivedfrom organisations that have beengiven grants.Quarterly internal audit and monitoringreports to Council Committees confirmthat expenditure on grants and donations isconsistent with the direction given in Council’sLTCCP.Quarterly internal audit and monitoringreports to Council Committees confirm thatgrants programmes are completed on time, tothe required standard and within budget.Quarterly internal audit and monitoringreports to Council Committees confirm thatreports have been received from organisationsthat have been given grants.Target2009/10 to2015/16100% √100% √100% √THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 59

Grants and Donations continuedDiscretionaryFunds*$What We Plan To DoCouncil proposes the following grants to communityorganisations:Rural Wide 52,051Huntly 47,051Ngaruawahia 39,413Raglan 23,402Te Kauwhata 7,556Meremere 2,443Taupiri 3,084* The funds that are madeto Community Boards andCommittees are to be expended attheir discretion. Guidelines on howto make an application for fundingare available at any Council offi ce.Note: Total Discretionary fund monies arebudgeted to remain at $175,000for all 10 years of this LTCCP. Themonies are allocated based on theCensus data, therefore the 2007/08allocation will change to be in linewith the Census 2006 data, oncereleased.Grant 2006/07$ 2007/08$ 2008/09$Balloons Over Waikato 5,000 5,000 5,000Bush Tramway Club 5,000Crime Prevention Trust 10,000 10,000 10,000District Museum – Huntly 101,000 101,000 101,000District Museum Huntly – New building 424,000Ecosourced Waikato 2,000 2,000 2,000Gordonton School Refurbishment 20,000Huntly Information Centre 57,000 57,000 60,534Life Education Trust 5,000 5,000 5,000Northern Surf Lifesaving 26,970 27,800 29,500Northern Waikato Tourism 4,000 4,000 4,000Raglan Information Centre 56,000 40,000 43,000Raglan Volunteer Coastguard 6,500Sport Waikato 118,829 122,513 126,196St John, Huntly 25,000Switched onto Artz Huntly 3,000 3,000 3,000Te Kauwhata Community Centre 7,848 8,100 8,300Te Kauwhata Health Awareness 20,000Tourism Waikato 10,000 10,000 10,000Waikato District Sports Awards 5,000 5,000 5,000Waikato Museum 5,000 5,000 5,000Whaingaroa Harbour Care 20,000 20,000 20,000Westpac Trust Air Ambulance 10,000 10,000 10,00060THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

ESTIMATED EXPENSES AND REVENUE STATEMENT - CORPORATE SERVICESEstimated Expenses and Revenue Statement - Corporate ServicesA forecast for the 10 years ending 30 June 2016Activity Expenditure2006/07$000’s2007/08$000’s2008/09$000’s2009/10$000’s2010/11$000’s2011/12$000’s2012/13$000’s2013/14$000’s2014/15$000’s2015/16$000’sArea Offices 924 936 955 1,012 1,036 1,054 1,121 1,131 1,151 1,193Community & Safety 149 153 158 166 165 171 172 175 179 185Grants & Donations 771 1,113 726 745 747 760 768 781 798 810Property 1,325 1,523 1,670 1,698 1,776 1,882 1,898 1,952 1,706 1,948Less:3,169 3,725 3,509 3,621 3,724 3,867 3,959 4,039 3,834 4,136Internal Interest 0 0 16 13 9 6 0 0 0 0Activity Expenditure 3,169 3,725 3,493 3,608 3,715 3,861 3,959 4,039 3,834 4,136Activity RevenueFees/Other Income 2,650 1,727 1,766 1,837 1,880 1,671 1,896 1,951 1,988 2,051Grants/Subsidies 30 30 30 30 30 30 30 30 30 30Targeted Rates 292 297 264 268 273 277 282 286 291 254Less:2,972 2,054 2,060 2,135 2,183 1,978 2,208 2,267 2,309 2,335Internal Interest 42 52 68 89 93 77 78 96 118 142Activity Revenue 2,930 2,002 1,992 2,046 2,090 1,901 2,130 2,171 2,191 2,193Activity Surplus/(Deficit) (239) (1,723) (1,501) (1,562) (1,625) (1,960) (1,829) (1,868) (1,643) (1,943)Activity Surplus/(Deficit)funded byAsset Sales 0 (200) 0 0 0 0 0 0 0 0Council Reserves 496 520 529 545 558 481 438 456 397 359General Rate (1,850) (1,840) (2,016) (2,108) (2,138) (2,418) (2,130) (2,132) (2,146) (2,146)Income Applied to CapitalWorks1,155 76 94 129 81 126 36 6 254 18Internal Loans Raised 0 (224) 0 0 0 0 0 0 0 0Non Funded Depreciation (88) (109) (131) (135) (143) (157) (166) (167) (152) (165)Targeted Rate Reserves -Operational48 54 23 7 17 8 (7) (31) 4 (9)(239) (1,723) (1,501) (1,562) (1,625) (1,960) (1,829) (1,868) (1,643) (1,943)THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 61

ESTIMATED CAPITAL FUNDING REQUIREMENTS - CORPORATE SERVICESEstimated Capital Funding Requirements - Corporate ServicesA forecast for the 10 years ending 30 June 2016Capital Expenditure2006/07$000’s2007/08$000’s2008/09$000’s2009/10$000’s2010/11$000’s2011/12$000’s2012/13$000’s2013/14$000’s2014/15$000’s2015/16$000’sGrowth 1,954 625 4 0 0 0 0 0 0 0Renewal 195 183 102 104 1,785 760 51 0 244 16Loan Repayments(internal and external)Total CapitalFundingRequirementsFunded By2,149 808 106 104 1,785 760 51 0 244 169 77 199 215 230 283 237 244 149 472,158 885 305 319 2,015 1,043 288 244 393 63Asset Sales 300 0 0 0 0 0 0 0 0 0Council Reserves 1 54 0 0 716 696 0 0 0 0External Loans Raised 600 600 0 0 922 0 0 0 0 0General Rate 0 0 0 0 0 0 0 0 0 0Income Applied toCapital Works1,155 76 94 129 81 126 36 6 254 18Replacement Reserves 102 155 211 169 287 221 245 238 139 45Targeted Rate Reserves- Operational0 0 0 21 9 0 7 0 0 02,158 885 305 319 2,015 1,043 288 244 393 6362THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

ENVIRONMENTALSERVICESThe Environmental Services group is primarily theregulatory arm of Council. It is closely linked to thecommunity and the achievement of CommunityOutcomes through activities like animal and buildingcontrol, resource management and consents planning,environmental health and liquor licensing.Key Projects*· To complete the review of the Waikato District Plan.· Targeted monitoring of environmental issues andrelated enforcement proceedings.· Annual reviews of the 2005 State of the EnvironmentReport.* All projects post 2008/09 will be reviewed in detail for the LTCCP2009-19, and any costs and timings are indicative only at this stage.Significant Negative Effects onCommunity Well-beingThere are no identified signifi cant negative effectson community well-being arising from this groupof activities. In saying that, planning may increasedevelopment costs as a result of the resource consentframework, through compliance costs, developmentlevies or fi nancial contributions. However, benefi ts fl owback to developers and the wider community from thesubsequent improved environmental quality. Therefore,any net negative effect is not signifi cant. At times theeffects on the environment from activities are considerednon-sustainable and resource consent is declined. This isa negative effect to the individual applying but inherentlya positive outcome for the wider community andenvironment.Key AssetsThere are no strategic assets relating to this group ofactivities.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 63

Building ControlOverview of the ActivityThe Building Control Activity isresponsible for issuing consentsto allow building development inthe district, as well as conductinginspections to ensure that buildingconsent conditions are met andrelevant legislation is complied with.This activity is also responsiblefor ensuring swimming pools areeffectively fenced, administeringbuilding warrants of fi tness for publicbuildings and ensuring earthquakeprone and dangerous buildings areidentifi ed.Rationale for ActivityThe Building Act 2004 requires that Council performs the function of aBuilding Consent Authority as detailed in Section 12 of the Act.The overriding reason for compliance with the Building Act is public safety.Through regulation and the promotion of building standards Council seeksto safeguard its heritage sites and buildings. This contributes to protectingand safeguarding our environment.What We Plan To DoProject 2006/07$ 2007/08$ 2008/09$Waikato-Wide Building Consent Process 20,000 21,000 21,000How will we know we are on trackDemand for planning services is dynamic and dependent on a number of externalities, which Council cannotinfl uence or control. These include population growth, market stability, political confi dence, demand and supplyand the social evolution of communities. Consideration of effi cient levels in terms of the number of relevantsuitably trained staff employed and improvements in effi ciency, consistency and customer service will allow Councilto ensure sufficient resources are allocated to the building control area within Council to maintain and improveservice levels.Service Level Checking Progress Target 2006/7to 2008/9Building ConsentsAll applications for buildingconsents are processed inaccordance with statutoryrequirements and the provisions ofthe New Zealand Building Code.Building warrants of fitnessAnnually monitor and auditbuildings in the Waikato Districtthat hold Compliance Schedules.Earthquake-prone buildingsMonitoring of earthquake pronebuildings is undertaken.Swimming PoolsInspect all swimming pools in thedistrict for legislative compliance.All building consents required by statute areprocessed and issued with an average of 10working days. (Note: the processing timeallowed by the Building Act is 20 days)50 of the 230 buildings are annuallymonitored and audited on a rotating basis.Annually audit all buildings with ComplianceSchedules that provide sleeping care or paidaccommodation. Confirm that propertyowners and their contractors are conductingregular maintenance on, and inspections of,these buildings.Implement Council’s policy on EarthquakeProne Buildings.Annually check 50 of the swimming poolscurrently on the Council’s Swimming PoolRegister, for compliance with the provisionsof the Fencing of Swimming Pools Act 1987.100% within 10working days50 buildingsannuallyPolicy fullyimplemented50 poolschecked annuallyTarget 2009/10to 2015/16√√100% √√√64THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016Inspect all new pools for compliance.100%√

BUILDING CONTROLPrimary Contribution toCommunity OutcomesThe Building Control Activitycontributes to fi ve of the nineCommunity Outcomes, namelyEducated, Green, Sustainable, Safeand Well Waikato.Where We Want To GoThe focus of this activity over the next 10 years will be to ensure thatthe quality of new buildings within the district is at a level that meets thecommunity’s needs in regard to the provision of healthy and safe housing.Our aim is also to eliminate all accidental drowning of pre-school childrenin private swimming pools. We will aim to ensure that the users andoccupants of all public and commercial buildings enjoy a suitable level ofamenity, receive prompt warning in the event of fi re or emergency and areable to exit buildings in a safe and orderly manner.In May 2006,Waikato District Council made an application to theDepartment of Building and Housing to be registered as a Building ConsentAuthority. This application must be approved by November 2007 forCouncil to continue to operate as a Building Consent Authority.Council will use the Waikato Building Consent Forum to provide consistentmanagement and application of the Building Act 2004 to all buildings,contractors and property owners in the Waikato region.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 65

Animal ControlOverview of the ActivityThe Animal Control activity is acommunity safety service mainlyfocused on the control of dogs inthe community, the registration of alldogs, and the enforcement of relevantlegislation and bylaws. Council’sAnimal Control Offi cers also respondto reports of stray stock obstructingpublic roads. The activity is concernedwith promoting the social andenvironmental well-beings.Rationale for ActivityThe Dog Control Act 1996 requires the Council to adopt a dog controlpolicy in order to minimise danger, distress and nuisance to the communityand to avoid the inherent danger in allowing dogs to have uncontrolledaccess to public places that are frequented by children.The Impounding Act 1955 makes provision for the Council to removewandering livestock in order to prevent harm or damage to property.Primary Contribution to Community OutcomesThis activity contributes to three of the nine Community Outcomes,namely Active, Educated and Safe Waikato.Where We Want To GoThe long-term focus for this activity is to encourage the responsibleownership of dogs and to minimise the danger that is posed to thecommunity from uncontrolled dogs. The registration of dogs is one toolused to achieve this.The legislative requirements to microchip dogs come into force on 1July 2006. In preparation for this Council has introduced a new charge of$30.00 to provide this service.How will we know we are on trackOther than the district growth projections, demand for services is not expected to change signifi cantly. To assistin achieving the intended service levels, Council will be using a comprehensive database, which is linked to theNational Database.Service Level Checking Progress Target2006/7to 2008/9Target2009/10to 2015/16Unregistered DogsMaintain a database of all registered dogs in the100% √Conduct regular routine patrols todetect unregistered dogs and toidentify their owners.district.Annual registration is undertaken for alldogs on the database, with registration feescollected.100% √Dog RunsDog owners are provided withsufficient public domain to meettheir recreational needs.Fenced dog exercise areas are clearly markedand maintained.100%√Community SafetyMinimise the intimidation of thecommunity by uncontrolled dogs.Dog exercise areas are monitored on a weeklybasis.Urban areas, parks, playgrounds andrecreational areas are patrolled on a weeklybasis.WeeklymonitoringWeekly Patrols√√Fully investigate at least 95% of complaintsregarding dog control within 10 working daysof notification.95%√Stray StockMotor vehicle accidents that arecaused by stock straying ontoroads are prevented.66THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016A declining trend in the number of dog attacks.Respond to all complaints of straying stockimmediately, and ensure stray animals arelocated and contained.Declining trend√100% √

Resource ManagementOverview of the ActivityThe Resource Management Activityis split into three functions; Policy,Consents Planning and Monitoring.PolicyThis activity is principally aboutproviding advice and facilitating landuse in a structured and logical way.The purpose of this activity is to carryout Council’s planning functions underthe Resource Management Act 1991.The District Plan identifi es resourcemanagement issues in the WaikatoDistrict, states objectives, policies andmethods to address the issues. TheAct prescribes a detailed Plan-makingprocess.Consents PlanningConsents planning is primarilyconcerned with implementationof the District Plan. Throughadministration of the District Planand other broader legalisation suchas the Resource Management Act1991 and Local Government Act2002, the primary emphasis ofconsents planning is sustainablemanagement of the environment.In order to achieve this outcome,consents planning encompasses theregulation of the utilisation of naturaland physical resources for the social,cultural and economic well being ofindividuals and communities whilstensuring there are no long-termadverse effects on the environment.Consents planning requiresprocessing resource consents forsubdivision and the use of land,balancing development opportunitieswith effects on the environment as awhole.MonitoringThe purpose of the Monitoringfunction is to develop, maintain andimplement a strategic monitoringframework to enable the consistentreview and reporting on the suitabilityand effectiveness of the District Planand its provisions; and the state of theenvironment and the consequencesfor future policy development for theWaikato District Council.Rationale for ActivityResource management is fundamental to fulfilling Council’s planningresponsibilities under the Resource Management Act 1991. It promotesand contributes to the sustainable management, use, development andprotection of natural and physical resources, both now and for futuregenerations.The District Plan is Council’s main tool for implementing the ResourceManagement Act 1991. Bylaws also provide Council with an enforcementmechanism to require compliance with the relevant statutory provisions.What We Plan To DoProject 2006/07$ 2007/08$ 2008/09$Cultural Heritage 25,000 25,000 25,000Waikato Biodiversity Forum 3,000 3,000 3,000Free Vehicle Disposal 5,000 5,000 5,000Conservation Fund Grants 50,000 50,000 100,000Cultural HeritageProject to provide non-regulatory protection for privately owned historicbuildings and structures, promote quality outcomes, and provide designand project management advice when building work is planned for heritagebuildings.Biodiversity ForumInter-agency initiative to promote and deliver best practice inenvironmental protection.Free Vehicle DisposalThe project aims to provide incentives to the owners of dis-used cars todeliver these vehicles to disposal depots.Conservation Fund GrantsThese funds provide assistance to private landowners who wish to protectareas of significant native vegetation.Primary Contribution to Community OutcomesThe Resource Management activity contributes to six of the nineCommunity Outcomes. This is a logical result given that this activity is asignifi cant component of the governance and direction for Council. Therelevant Outcomes are Educated, Green, Sustainable, Thriving, Vibrant andWell Waikato.Where We Want To GoTo meet the community’s aspirations our focus over the next 10 years willbe:· to sustainably manage the natural and physical resources of the district.· to make the proposed Waikato District Plan operative, and to ensurethat it refl ects and remains responsive to the community’s needs.· to provide easy access to, and understanding of, information (includingrules), and assistance with resources needed by people to undertakevarious activities.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 67

Resource Management continuedHow will we know we are on trackCouncil cannot manage demand for planning services, apart from its ability to infl uence and moderate publicopinion. Demand for planning services is dynamic and dependent on a number of externalities, which Councilcannot infl uence or control. These include population growth, market stability, political confi dence, demand andsupply and the social evolution of communities. However, Council can choose the extent to which it promotesitems onto the public policy agenda. Consideration of effi cient levels in terms of the number of relevant suitablytrained staff employed and improvements in effi ciency, consistency and customer service will allow Council toensure sufficient resources are allocated to the resource management area within Council to maintain and improveservice levels.Service Level Checking Progress Target 2006/7to 2008/9Review of the District PlanThe District Plan reviewcommenced in 2002 and isexpected to be largely concludedin 2006-07, subject to appeals.Provide the community with the opportunityof formal input into the review by way of:- public hearing process- opportunity to present their views100%complianceTarget 2009/10to 2015/16√- written advice of Council’s decisions ontheir submission.District PlanUndertake Plan Changes over thelife of the plan to address specificresource management issues asthey arise.Plan Changes are undertaken when required.Improvement in the effectiveness of the Planis achieved through reporting via the threeyearlyState of the Environment Report.As requiredImprovementdemonstratedin three-yearReport√√Resource ConsentsProcess resource consents inaccordance with the provisionsof the Resource Management Act1991.Achieve 95% compliance with statutorytimeframes for all consents.95%√Grant robust resource consents.The effectiveness of all consents issuedare monitored by ensuring conditions areadhered to and there are no adverse effects.100%√Consents planning processes arerobust.Council gains a satisfactory result fromthe Ministry for the Environment’s AnnualStatutory Audit.Satisfactoryaudit result√MonitoringResource consents are inspectedand effectively monitored.Inspect and effectively monitor at least 20resource consents per month.20 per monthmonitored√Audit the District Planimplementation and progresstowards achievement of statedenvironmental outcomes.Report every three years on the results ofState of the Environment monitoring.Three-yearlyreportAnnual Updates68THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

Environmental HealthOverview of the ActivityAll activities and functions carriedout by Environmental Health Offi cersare fundamental to Council achievingand maintaining a clean and healthyenvironment.The Environmental Health activity isresponsible for improving, promotingand protecting the public health ofthe district, along with the provisionand monitoring of all liquor licencesand hazardous substances.Rationale for ActivityThe Health Act 1956 imposes Council with powers and duties in respect ofpublic health specifying that it shall be the duty of every local authority toimprove, promote, and protect public health within its district.The Sale of Liquor Act 1989 defi nes the principal functions of DistrictLicensing Agencies with the objective to establish a reasonable system ofcontrol over the sale and supply of liquor to the public with the aim ofcontributing to the reduction of liquor abuse.Primary Contribution to Community OutcomesThe Environmental Health activity contributes to three of the nineCommunity Outcomes, namely Educated, Green, and Well Waikato.Where We Want To GoIt is envisaged that in the future more use of the Environmental HealthOffi cers’ technical knowledge and expertise will be made as advisers toCouncil, auditors in matters pertaining to health of other departmentsof Council, i.e. water and wastewater, and to provide technical expertisein planning and building consent applications including the monitoring ofconsents and the environment.How will we know we are on trackIt is diffi cult for Council to predict the demand for this activity, other than to ensure that provision of services is inline with service demand and district growth projections.Service Level Checking Progress Target 2006/7to 2008/9Registered PremisesInspect registered premises withinthe district to ensure compliancewith relevant legislation.NuisancesAny nuisance, or condition likely tobe injurious to health or offensive,is investigated by EnvironmentalHealth OfficersInfectious diseasesInvestigate infectious diseases.Inspect all registered premises annually. 100%annuallyRespond to all nuisance conditions andcomplaints within one working day ofnotification.Respond to all notifications within one day.100%100%Target 2009/10to 2015/16√√√Maintain a register of infectious diseases.Reports are submitted to the Medical Officerof Health within five days of investigationcompletion.Registermaintained100%√√Liquor LicensingProcess all liquor licenceapplications in accordance with theSale of Liquor Act 1989.Issue liquor licences and certificates withinten working days after receipt of all reportsand required information, unless subject toobjection.100% √THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 69

ESTIMATED EXPENSES AND REVENUE STATEMENT - ENVIRONMENTAL SERVICESEstimated Expenses and Revenue Statement - Environmental ServicesA forecast for the 10 years ending 30 June 2016Activity Expenditure2006/07$000’s2007/08$000’s2008/09$000’s2009/10$000’s2010/11$000’s2011/12$000’s2012/13$000’s2013/14$000’s2014/15$000’s2015/16$000’sAnimal Control 649 657 672 690 703 721 736 742 753 759Building Control 1,116 1,201 1,228 1,256 1,277 1,294 1,327 1,399 1,417 1,429Environmental Health 352 357 366 374 381 388 397 401 408 409Resource Management 2,406 2,474 2,441 2,482 2,585 2,639 2,691 2,717 2,768 2,766Less:4,523 4,689 4,707 4,802 4,946 5,042 5,151 5,259 5,346 5,363Internal Interest 0 0 0 0 0 0 0 0 0 0Activity Expenditure 4,523 4,689 4,707 4,802 4,946 5,042 5,151 5,259 5,346 5,363Activity RevenueFees/Other Income 2,632 2,808 2,878 2,884 2,892 2,895 2,899 3,005 3,009 3,018Less:2,632 2,808 2,878 2,884 2,892 2,895 2,899 3,005 3,009 3,018Internal Interest 5 2 1 1 1 1 1 1 1 2Activity Revenue 2,627 2,806 2,877 2,883 2,891 2,894 2,898 3,004 3,008 3,016Activity Surplus/(Deficit) (1,896) (1,883) (1,830) (1,919) (2,055) (2,148) (2,253) (2,255) (2,338) (2,347)Activity Surplus/(Deficit)funded byCouncil Reserves (70) (73) (74) (74) (74) (74) (74) (74) (74) (73)General Rate (1,826) (1,810) (1,756) (1,845) (1,981) (2,074) (2,179) (2,181) (2,264) (2,274)(1,896) (1,883) (1,830) (1,919) (2,055) (2,148) (2,253) (2,255) (2,338) (2,347)70THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

COMMUNITYASSETSThe main focus for the Community Assets group is theprovision of water, wastewater services, stormwater, refusecollection, parks and reserves and library services in thedistrict.Council is planning to review its targeted rate system forwater, wastewater and stormwater and will investigatewhether these services should be charged District wide.Significant Negative Effects onCommunity Well-beingParks and ReservesRecreation FacilitiesPossible signifi cant negative effects include inappropriatedevelopments on reserves, noise generation andinappropriate activities on reserves. District Planprovisions and careful development of management planscontrol inappropriate developments. Council officers aspart of the day-to-day operations (by site bookings orenforcement actions if necessary), control activities thatgenerate noise or are otherwise inappropriate.Swimming PoolsThe major area of public feedback on swimming poolsrelates to noise generation. Appropriate management ofthe pools is the best means of controlling this effect and isbeing addressed. No other significant negative effects areknown.Public ToiletsThe likely effects of facilities are mainly confined to septictank effl uent, fi eld nutrient production and groundwaterpollution. Of the total 39 toilets, there are only nine septictank fi tted toilets and most of these are in rural areas.Three are in areas where their effects on nutrient inflowsto waterways will be minimal, two are in villages and threeare close to the coast and are likely to have the greatestnegative effects. In rural recreation areas significantnegative effects are also likely if suitable facilities are notprovided. The use of “Sunny Dunny’ type toilets with sealedtanks in rural parks avoids this problem and the effluentfi eld issue.Interment FacilitiesThe presentation of public cemeteries is important toavoid visual impacts on the neighbourhood. Unfortunately,free draining soils that are good for public presentationpurposes also increase the likelihood of groundwaterpollution. Cemeteries sited in clay or other low permeablesoils and away from watercourses are less likely to causegroundwater pollution. Most cemeteries in the districtare well presented but the level of impact on groundwateris unknown. There needs to be a balance to achieve bothpresentable cemeteries and minimise impacts. And thereneeds to be regular monitoring surveys to establish if anygroundwater pollution effects exist.If new cemeteries are planned this issue will becomesignificant for resource consent purposes, withEnvironment Waikato signalling its intention to controlthese effects.WaterPotential negative effects associated with the water supplyactivity include the effects of the extraction of wateron watercourses and aquifers, and the disposal of watertreatment by-products. The extraction of water and thedisposal of water treatment by-products are managed inaccordance with conditions of resource consents intendedto ensure that potential adverse effects are managed toacceptable levels. Waikato District Council will considerall options including demand management before makingapplications for resource consents to alter the extractionof water from existing sources or to develop new sources.Stormwater and WastewaterThe rate of growth in certain areas and the consequentincrease of impervious surfaces tend to increasestormwater discharge volumes. The rate of growthand the consequent high demand for greater volumes ofpotable water results in discharge of greater volumes ofwastewater. These could have the potential of generatinga negative effect on water resources of the district.Preservation of the district’s water resources is animportant sustainable development issue. Although thismatter will, to a large extent be addressed by EnvironmentWaikato when it considers Council’s applications forresource consents, the Council will consider all optionsregarding discharges to the environment when makingapplications.Solid Waste ManagementThere should be no significant negative effects oncommunity well-being provided that contracted solidwaste services are undertaken in accordance with contractrequirements, and that resource consent conditionsrelated to the four closed landfills are complied with.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 71

COMMUNITY ASSETSKey Projects for the Next Three YearsAs a result of…Project Cost$ Growth /demandServicelevelchangeChanges tolegislation/standardsMaintenance/ renewal ofassetSouthern Districts Water Supply - reticulationextension4,800,000 √ √Te Ohaki Road Wastewater extension 1,472,000 √ √Taupiri Wastewater – new scheme 4,200,000 √ √ √Rangiriri Wastewater – new scheme 1,071,000 √ √ √Tauwhare Pa Wastewater – new scheme 1,128,000 √ √Whale Bay Wastewater - extension 1,135,000 √ √Raglan Wastewater – scheme completion 707,000 √ √ √Huntly Pool – covering pool 950,000 √ √Ngaruawahia Water Supply – plant upgrade 1,703,000 √ √ √ √Raglan Urban Stormwater upgrade 490,000 √ √Huntly Wastewater Treatment Plant upgrade 531,000 √ √ √Ngaruawahia Wastewater Treatment PlantupgradeTe Kauwhata Wastewater Treatment Plantupgrade531,000 √ √ √568,000 √ √ √Key Projects for Years 4-10Further upgrade of Huntly Wastewater TreatmentPlant to meet current and new standards (2012).Further upgrade of Ngaruawahia Wastewatertreatment plant to meet new and increasedstandards (2013).1,260,000 √ √1,296,000 √ √New reservoir at Raglan to meet demand (2013). 258,000 √* All projects post 2008/09 will be reviewed in detail for the LTCCP 2009-19, and any costs and timings are indicative only at this stage.Key AssetsDemand will affect the service levels of the relevantactivity. Service levels are internally reviewed regularlythroughout the year, and targeted public consultation oneach activity has been programmed to occur before 2010.Twice a year, budgets are reviewed and this incorporatesthe change in expenditure needed to cope with changinglevels in service as highlighted by the reviews.Council will also conduct annual customer satisfactionsurveys to monitor performance and adequacy of keyassets with respect to meeting demands and delivery ofservice levels.Council will monitor its compliance with nationalstandards (such as New Zealand Drinking WaterStandards) and its links to the various strategies (such asthe Conservation Strategy) which support and evolve overtime through public consultation processes.The LTCCP incorporates a number of wastewaterupgrades which are necessary due to higher demand forenvironmental protection and for compliance reasons.Council has recognised the benefits of using existingresources more effectively as a cost effective alternativeto building additional infrastructure to satisfy increasedutilities demand. This approach is known as demandmanagement.Management of the projected demand can be throughasset management planning or non-asset solutions. Assetmanagement solutions include planning for growth anddevelopment of new facilities. Forward planning forappropriate capacity takes account of projected populationgrowth.72THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

COMMUNITY ASSETSWater supply assets consist of the following components:Quantities*Depreciated ReplacementCost*Pipes 527km $ 31,836,960Valves, Hydrants & Fittings 12573 $ 5,127,525Pumping Stations 9 $ 189,555Treatment Plants 6 $ 3,541,644Storage Reservoirs 13 $ 1,984,407Total $42,680,091Stormwater assets consist of the following components:Urban Drainage AssetsQuantitiesDepreciated ReplacementCostPipes 45km $ 6,340,985Manholes, sump, inlets, outfalls 1071 $ 2,337,766Pumping Stations 5 767,949Total $9,446,700Rural Drainage AssetsQuantitiesDepreciated ReplacementCostOpen Drains 267km $ 6,869,968Pumping Stations 21 2,913,413Total $9,783,381Wastewater assets consist of the following components:QuantitiesDepreciated ReplacementCostPipes 158km $ 13,289,524Manholes 2347 $ 4,294,374Pumping Stations 65 $ 2,373,094Connections 6272 $2,520,990Treatment Plants 6 $ 4,364,390Total $26,842,372Refuse assets are valued at $619,139 and consist of:· Huntly Recycle/Refuse Transfer Station· Raglan Recycle/Refuse Transfer Station· Te Kauwhata Recycle/Refuse Transfer Station.Parks and Reserves assets consist of:Libraries assetsThe library building and furniture assets are listed underproperty assets. Library books, DVDs, CDs etc are valued at$2,326,000.* Asset quantities and costs are as at 01 July 2005.· 65 Reserves with a total value of $12,022,000· Two Public Swimming Pools with a total value of $643,946· 41 Public Toilets with a total value of $520,295THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 73

Water SupplyOverview of the ActivityCouncil provides a high qualitysustainable water supply to thecommunity for domestic and farmuse. Water from the Waikato River istreated at Council Treatment Plantsat Ngaruawahia, Hopuhopu, Huntlyand Te Kauwhata, and distributed tocommunities around these townships.Council purchases bulk water fromHamilton City Council and distributesit to communities in Gordonton,Puketaha, Newstead, Eureka, Matangiand Tamahere in the southeasternparts of the district, and Ruffell Roadand Stonebridge in the southwesternparts of the district. The communityof Raglan receives its drinking waterfrom a spring, and Te Akau receiveswater drawn from a bore.Council ensures that a high standardof production is maintained andmonitors water quality to ensurecompliance with Drinking WaterStandards of New Zealand 2005.Rationale for ActivityCouncil owns a sizeable asset in water supplies and these are a necessarypart of Council’s core functions because:· Section 130 of Local Government Act 2002 requires the Council tomaintain water supply activities to its communities.· Because of the public good they provide to the community, it would notbe so affordable if they were privately owned and run operations.· Community expects the water supply facilities provided in this way bytheir Council.· The supply of high quality, affordable drinking water contributes tosocial and economic well-being of the community.The size of this investment and importance of water supply services tothe community demands excellence in the management of these assets.The community expects water supply assets to be managed in such a waythat costs are minimised while providing the levels of service that thecommunity desires.Primary Contribution to Community OutcomesThe provision of high quality affordable drinking water contributes to thecommunity outcomes of Accessible, Sustainable, Thriving and Well Waikato,by encouraging industrial, commercial and residential developments andsupporting healthy communities.How will we know we are on trackWithin the framework of applicable legislation we aim to provide consistent service levels in the following areas.Service Level Checking Progress Target 2006/7to 2008/9Target 2009/10to 2015/16No drinking water related illnesses occurwithin communities that receive drinkingwater from Council owned water supplies.Comply with New Zealand Drinking WaterStandards 2005 by sampling and testing ofwater as required by the standards.100% compliance √Ensure availability of drinking water 24 hoursa day.Maintain reservoir levels above 40% at alltimes.Above 40%√Resolve all complaints concerning lack ofwater within three hours of notice.Three hours√Water connections are installed in a timelymanner.Records show that new water connectionsare installed within:Urban - 10 working daysRural – 20 working daysof a request in writing and payment beingreceived.10 days20 days√√Adequate notice is given to consumers, priorto planned water shutdowns.Records of planned shutdowns indicate thatshut down notices were issued at least 24hours before the shutdown of the waterpipe network.24 hours notice √Limit the period of water shutdowns.Record of planned shutdowns indicatesthat shut down period did not exceed amaximum of eight hours per day.No more thaneight hours perday√Ensure that the drinking water is free fromunpleasant taste and odour.No more than five complaints per month onbad taste and odour.No more than fiveper month√Water supply is made available to all thosewho want to connect to the adjacentCouncil water supply.Complete all water supply capital andrenewal works within budget in the AnnualPlan by the end of the financial year.100% √74THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

WATER SUPPLYMajor ProjectsSouthern Districts WaterSupplyCouncil will continue to extendthe Southern Districts WaterSupply area over the next threeyears, at an expected cost of$4.8million. This project willenable the Council to servicethe increasing number oflifestyle blocks in this area.Expansion costs are funded fromdevelopment contributions paid bysubdividers who want to join thescheme.Council initiated an expansionprogramme for the SouthernDistricts Water Supply followingdemand from ratepayers. TheLTCCP continues this expansionprocess. The expansion maybe slowed if the demand fromratepayers is not evident.Ngaruawahia Water SupplyNgaruawahia water treatmentplant will be reaching its maximumproduction capacity very soon.Council plans to upgrade thewater treatment plant in 2008/09to increase its capacity and tomeet water quality requirementsof the New Zealand DrinkingWater Standards 2005. Theupgrade will enable newdevelopments along River Roadand Horotiu to connect.What We Plan To DoOperating ExpenditureIncludes operation and maintenance of water supply treatment, anddistribution of drinking water.2006/07$2007/08$2008/09$General Districts 80,000 82,000 83,000Hopuhopu 79,000 80,000 81,000Huntly 709,000 724,000 752,000Ngaruawahia 436,000 478,000 510,000Raglan 253,000 263,000 290,000Southern Districts 998,000 1,176,000 1,378,000Taupiri 56,000 60,000 63,000Te Akau 7,000 7,000 8,000Te Kauwhata 504,000 519,000 557,000Western Districts 52,000 56,000 58,000Operating Projects(included in totals above)Te Kauwhata - Desludge Existing Pond 25,000Southern District - Backflow PreventorTestingGeneral Districts - Water PolicyMiscellaneous Studies5,000 5,000 5,0005,000 5,000 5,000Te Kauwhata Irrigation 30,000 31,000 33,000Capital Projects greater than $5000 2006/07$HopuhopuReplace the rising main from plant to thereservoir73,000Health & Safety improvements 10,000Improvements to dosing system 42,000Install filter to waste system 10,000Intake screens upgrade - consentrequirement10,000Replace the chlorinator 5,000Hopuhopu sedimentation ponds 35,000Huntly2007/08$2008/09$Replace Ribbed Mains (Great South Road) 104,000 109,000 114,000Health & Safety improvements 10,000 11,000Install a filter to waste system 21,000Intake screens upgrade- consentrequirement42,000Huntly sedimentation ponds 65,000THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 75

Water Supply continuedWhere We Want To GoTo meet the community’saspirations, our focus over thenext 10 years will be to:· Operate and maintain watersupplies to ensure a highquality water production anddistribution that complies withNew Zealand Drinking WaterStandards 2005.· Continue with replacement andrehabilitation of water supplyassets to deliver requiredservice levels.· Plan and extend existingwater treatment facilities anddistribution network to meetfuture water supply needs.· Provide high quality, costeffectiveand affordable watersupply.· Continue with major expansionof Southern Districts waterreticulation over the next threeyears.· Upgrade Ngaruawahia watertreatment plant to increase itscapacity to meet future needs.What We Plan To Do continuedReplace soda ash dosing with liquid causticsoda dosingNgaruawahia42,000Miscellaneous pipe and valve replacements 16,000 16,000 17,000Health & Safety improvements 10,000 11,000Improvements to dosing system 55,000Install a filter to waste system 21,000Install filter to water system 198,000Replace switchboard at the treatment plant 16,000Plant capacity upgrade 1,703,000Refurbish filter beds 125,000Refurbish fluoridation dosing plant 5,000Replace two chemical dosing pumps 8,000Upgrade intake structure- consentrequirement26,000Ngaruawahia sedimentation ponds 100,000RaglanMiscellaneous pipe and valve replacements 5,000 5,000 6,000New connections 8,000 9,000 9,000New water mains associated withsubdivisional developments235,000 164,000 170,000Replace leaking tobys and water meters 16,000 16,000 17,000Bore new water supply 218,000Replace the chlorinator 6,000Variation to resource consent 10,000Southern DistrictsNew connections 68,000 71,000 74,000Replace water meters and backflow devices 16,000 16,000 17,000Extensions and upgrades 1,600,000 1,600,000 1,600,000Te KauwhataMiscellaneous extensions 21,000 22,000 23,000New connections 7,000 7,000 7,000Replace water meters and backflow devices 47,000 49,000 51,00076THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

StormwaterOverview of the ActivityThe provision of a highly effective andeffi cient stormwater collection anddisposal service contributes to theCommunity Outcomes of Accessible,Sustainable, Thriving and SafeWaikato.The Council provides drainagesystems to manage surface waterrun-off from urban and ruralcatchments in a way that achieves anoptimum balance between the levelof protection and minimum cost tothe community.Council staff carry out day-to-dayoperations of the urban drainagenetwork, while the Council managesphysical capital works through theuse of external contractors.The 45 rural drainage districtcommittees operate and maintainthe rural drainage networks, and thepumps are operated and maintainedby Environment Waikato.Council is required under theResource Management Act toprovide drainage services in anenvironmentally responsible manner.Council recognises the need to meetpublic expectation of an essentialservice at an affordable price.Rationale for ActivityCouncil owns a sizeable asset in Stormwater and it is a necessary part ofCouncil’s core functions because:· Section 130 of Local Government Act 2002 requires the Council tomaintain stormwater activities to its communities.· Because of the public good they provide to the community it would notbe so affordable if they were privately owned and run operations.· Community expects stormwater facilities to be provided in this way bythe Council.· Council is required under the provisions of the Resource ManagementAct to provide stormwater services in an environmentally responsiblemanner.There is justifi cation for cost recovery from users of these facilities wherethere are private benefi ts that accrue to the users of the services whilethe Council still provides and operates them to ensure their long-termcontinuity.Primary Contribution to Community OutcomesThe Stormwater activity contributes to the Community OutcomesAccessible, Green, Sustainable, Thriving and Safe Waikato.Where We Want To GoTo meet the community’s aspirations our focus over the next 10 years willbe to:· Contribute to the safety of the community by minimising incidences offl ooding.· Minimise property damage from fl ooding and support economic life ofthe district.· Provide a cost effective stormwater system that supports developmentof the district.· Operate and maintain existing stormwater systems to meet servicelevels and community expectations, and strive to achieve compliancewith Environment Waikato discharge consent conditions.· Obtain from Environment Waikato comprehensive urban stormwaterdischarge consents for urban areas.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 77

Stormwater continuedMajor ProjectsRaglan Urban StormwaterCouncil, over the next three years,will continue to improve andexpand the existing stormwaternetwork at Raglan in order tofacilitate new developments, whileresolving current stormwaterissues. The estimated cost of theseworks over the next three yearsis $490,000. The Raglan targetedrate is proposed to increase from$100 to $200 in order to fund thenecessary work.Swan Road DrainageCouncil is increasing the ratefor members of the Swan RoadDrainage District. The increase isrequired to fund technical costsassociated with the operationand monitoring of the drainagescheme. Members of the schemeare aware that the costs have beenincurred.What We Plan To DoOperating ExpenditureProvides for the operation and maintenance of stormwater collection anddisposal.2006/07$2007/08$2008/09$General Districts 70,000 72,000 75,000Huntly 144,000 142,000 155,000Ngaruawahia 54,000 55,000 61,000Raglan 70,000 66,000 66,000Te Kauwhata 16,000 17,000 18,000Capital Projects greater than $5000 2006/07$General Districts2007/08$2008/09$Miscellaneous works 24,000 25,000 26,000HuntlyMiscellaneous pipe and manholereplacements21,000 22,000 23,000Reticulation extensions 63,000 49,000 114,000NgaruawahiaMiscellaneous pipe and manholereplacements31,000 33,000 34,000Reticulation extensions 104,000 33,000 79,000RaglanMiscellaneous pipes and manholereplacementReticulation extensions associated withgrowth10,000 11,000 11,000125,000 131,000 136,000Stormwater capital improvements 31,000 33,000 34,000Te KauwhataReticulation upgrade to accommodategrowth26,000 27,000 28,00078THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

STORMWATER CONTINUEDHow will we know we are on trackWithin the framework of applicable legislation we aim to provide consistent service levels in following areas.Service Level Checking Progress Target 2006/7to 2008/9Minimise effects of stormwaterdischarges on the receiving environment.Minimise or eliminate damage toproperty due to flooding.Comply with stormwater dischargeresource consents.Maintenance work on sumps, drains andwatercourses completed by 30 Aprileach year.100% by 30 AprilTarget 2009/10to 2015/16100% √√Maintenance and repair work of Huntlyflood pump station completed by 1October each year.All drainage committees are notifiedof work required and receive financialreports by 1 December every year.Reduction in the number of complaintsrelated to flooding.100% by 1October100% by 1DecemberDeclining trend√√√THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 79

WastewaterOverview of the ActivityThe provision of highly effective andeffi cient wastewater collection anddisposal service contributes to theCommunity Outcomes of Accessible,Sustainable, Thriving and WellWaikato.The Council provides wastewatercollection, treatment and disposal forresidents in Huntly, Ngaruawahia,Te Kauwhata, Meremere, Raglan,Hopuhopu, and Horotiu withsmaller facilities serving some ofthe residents in Te Kowhai, Matangiand Maramarua. Council aims toprovide this service effi ciently andeffectively to minimise effects on theenvironment.Council staff carry out day-to-dayoperations while the Council managesphysical capital works through theuse of external contractors.Primary Contribution toCommunity OutcomesCommunity outcomes to whichWastewater activity contributesare Accessible, Green, Sustainable,Thriving and Well Waikato.Rationale for ActivityCouncil owns a sizeable asset in wastewater and it is a necessary part of Council’score functions because:· Section 130 of Local Government Act 2002 requires the Council to maintainwastewater activities to its communities.· Because of the public good they provide to the community it would not be soaffordable if they were privately owned and run operations.· Community expects the wastewater facilities provided in this way by theirCouncil.· Council is required under the provisions of the Resource Management Act toprovide wastewater services in an environmentally responsible manner. Councilwill address sustainable management of its physical resources and environmentalprotection issues associated with the maintenance and development of thewastewater network.There is justifi cation for cost recovery from users of these facilities where thereare private benefi ts that accrue to the users of the services while the Council stillprovides and operates them to ensure their long-term continuity.What We Plan To DoOperating ExpenditureIncludes operation and maintenance of wastewater collection, treatment anddisposal.2006/07$2007/08$2008/09$General Districts 93,000 84,000 119,000Hopuhopu 26,000 27,000 25,000Huntly 635,000 622,000 695,000Maramarua 11,000 12,000 12,000Matangi 29,000 32,000 34,000Meremere 89,000 86,000 97,000Ngaruawahia 388,000 398,000 427,000Raglan 489,000 527,000 549,000Taupiri 128,000 298,000 306,000Te Kauwhata 182,000 347,000 377,000Te Kowhai 9,000 10,000 10,000Operating Projects (included in totals above)General Districts - miscellaneous project investigations 10,000 10,000 11,000Huntly - develop a hydraulic network model 35,000Huntly - system performance and condition monitoring 10,000 10,000 11,000Meremere - system performance and condition monitoring 5,000 5,000Ngaruawahia - system performance and conditionmonitoring10,000 10,000 11,000Ngaruawahia - develop a hydraulic network model 35,000Raglan - develop a hydraulic network model 35,000Raglan - Whale Bay Wastewater Investigation 10,000Raglan - system performance and condition monitoring 10,000 10,000 11,000Te Kauwhata - system performance and conditionmonitoring8,000 8,000 9,00080THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

WASTEWATERCapital Projects greater than $5000 2006/07$General DistrictsTauwhare Pa wastewater collection and disposalsystemHopuhopuInstall inlet flow meter and connect to Datran 10,000HuntlyInstall inlet flow meter and connect to Datran 8,0002007/08$1,128,0002008/09$Miscellaneous manholes and pipe renewals 21,000 22,000 23,000Replace pump station pipework 8,000Te Ohaki extension 1,472,000Replace monitoring equipment 17,000Treatment plant upgrade to meet new consentrequirements313,000 218,000MatangiExpand ground soakage area 21,000NgaruawahiaMiscellaneous manholes and pipe renewals 10,000 11,000 11,000Replace submersible pumps 10,000Datran upgrade at the treatment plant 6,000Install inlet flow meter and connect to datran 10,000Replace aerator at the treatment plant 52,000Replace monitoring equipment 16,000Treatment plant upgrade to meet new consentrequirements313,000 218,000RaglanInstall an inlet flow meter and connect to Datran 10,000Miscellaneous manholes and pipe renewals 10,000 11,000 11,000Network extensions to service newdevelopmentsWhale Bay wastewater collection and disposalsystem104,000 109,000 114,0001,135,000Datran upgrade at the treatment plant 6,000Wastewater ponds 762,000Te KauwhataRangiriri wastewater reticulation system 1,071,000Stormwater infiltration elimination 33,000Wastewater extensions to service newdevelopments21,000 22,000 23,000Renew resource consent 31,000 76,000Replace monitoring equipment 17,000Upgrade treatment plant 2,610,000 568,000Te KowhaiRenew resource consent 5,000TaupiriTaupiri Wastewater System 4,200,000THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 81

Wastewater continuedMajor ProjectsHuntly WastewaterOver the next two years Council plans to upgradethe Huntly Wastewater Treatment Plant to meet morestringent environmental standards. The estimatedcost of this project is $531,000. In addition, Councilis considering extending the Huntly Wastewatersystem to incorporate three Marae and 31 individualproperties on Te Ohaki Road at a cost of $1,472,000 in2007/08.The proposal to include Te Ohaki Road properties inthe Huntly Wastewater scheme was initiated by thecommunity and the affected residents. Council hasundertaken an initial evaluation that identifi ed threeoptions which will be discussed with the community.The proposal is dependent on Ministry of Healthfunding and agreement with the community on a wayforward.Council is planning for further upgrade works onthe Huntly Wastewater Treatment Plant in 2012 asenvironmental standards and community expectationschange. Council will consult with the community onoptions closer to the planned timing of the upgrade.Ngaruawahia WastewaterOver the next two years Council plans to upgrade theNgaruawahia wastewater treatment plant to meet morestringent environmental standards. The estimated costof this project is $531,000.Council is providing for further upgrade works in2013 as environmental standards and communityexpectations evolve. Council will consult with thecommunity on options closer to the planned timing ofthe upgrade.Taupiri WastewaterCouncil plans to install a reticulated wastewatercollection and disposal system at Taupiri during 2006/07.The estimated cost of this project is $4,200,000. TheMinistry of Health has approved a subsidy of 79.5% ofthe total cost of the project.Council has already consulted widely with affectedproperty owners and a detailed design has been agreed.Ngaruawahia / Taupiri Wastewater ProposalCouncil is considering the merger of the abovewastewater schemes as the waste from both areasis treated at the Ngaruawahia wastewater treatmentfacility. Council will consider the implications of themerger during the next three years and consult withthe affected communities.Raglan WastewaterUpgrade of the Raglan Wastewater treatment plant hascommenced. Remaining works of the upgrade will becompleted in 2006/07 at an estimated cost of $707,000.Te Kauwhata WastewaterUpgrading of the Te Kauwhata Wastewater treatmentplant to accommodate future growth at Te Kauwhataand Rangiriri and additional wastewater from SpringHill Corrections Facility will be completed in 2006/07.The cost of these upgrade works is funded by theDepartment of Corrections. Further upgrade work tomeet the new discharge consent conditions in 2008 willbe undertaken in 2008/09. The estimated cost of theseworks is $568,000.Tauwhare Pa WastewaterCouncil plans to install a reticulated wastewatercollection, treatment and disposal system to service43 households and Marae and future developments ofTauwhare Pa, subject to receiving an 79.5% subsidy fromthe Ministry of Health. A preliminary application for thesubsidy has been approved by the Ministry of Health. Apublic consultation process is scheduled for 2006/07.Prior to applying for subsidy, Council undertookan initial evaluation based on the need establishedby feedback from the community and from theWaikato District Health Board. Detailed design workand consideration of options will be initiated withcommunity input once further approval has beenobtained from the Ministry of Health.Rangiriri WastewaterCouncil plans to install a wastewater reticulationsystem in Rangiriri and pipe the wastewater to TeKauwhata for treatment and disposal, subject toreceiving a subsidy from the Ministry of Health. Councilheld a consultation meeting with residents and propertyowners in 2005 and undertook specifi c consultation onthe proposal through the 2005/06 Annual Plan.Whale Bay WastewaterCouncil plans to install a wastewater collection,treatment and disposal system in Whale Bay subjectto receiving a subsidy from the Ministry of Health,and approval of property owners for the cost of theinstallation. This proposal arose from health concernsand an initial investigation of options is about to beundertaken. A number of parties including local Iwi,Environment Waikato, the Waikato District HealthBoard and the Whaanga Coast Ratepayers Associationare involved in the investigation. Once the investigationis completed, Council will approach the communitywith the options to address the wastewater issue.82THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

WASTEWATERWhere We Want To GoTo meet the community’s aspirations our focus over the next 10 years willbe to:· Operate and maintain wastewater collection, treatment and disposalsystems to protect the health of the community and the physicalenvironment.· Continue with replacement and rehabilitation of wastewater assets todeliver required levels of service.· Expand and improve treatment facilities and the collection network tomeet future needs.· Provide wastewater collection, treatment and disposal services at anaffordable price.· Continue to improve service levels to meet community expectationsand strive to achieve compliance with Environment Waikato’s dischargeconsent conditions.How will we know we are on trackWithin the framework of applicable legislation we aim to provide consistent service levels in thefollowing areas.Service Level Checking Progress Target 2006/7to 2008/9Discharges to lakes, streams andrivers do not cause closure ofthese areas to public access.Reduce health risks arising fromsewage overfl ows at pumpstations or manholes.Compliance with resource consent conditionsgranted for such discharges.Instances of overfl ows are maintained below 10per year.Clean up all overfl ows and disinfect the areawithin eight hours.100%compliance100%100%Target 2009/10to 2015/16√√√Network blockages per town are kept below 40per year.100%√Wastewater service is available24 hours a day.Wastewater services areimproved and remain affordable.Action all complaints on wastewater within 12hours of notice.All wastewater capital and renewal worksare carried out within agreed timeframes andbudget, as set out in the Asset Management Plan.100% √100% √THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 83

Overview of the ActivityCouncil provides solid wastemanagement services for the vastmajority of residents in the district.The services provided by Councilinclude domestic refuse collection,kerbside recycling collection, recycle/refuse transfer stations at Huntly,Raglan and Te Kauwhata, wasteeducation programmes deliveredvia external providers, and recycledepots. Council also owns four closedlandfi ll sites at Huntly, Raglan, TeKauwhata and Ngaruawahia, whichare monitored by Council.Primary Contribution toCommunity OutcomesThe Solid Waste activitycontributes to fi ve of the ninecommunity outcomes, namelyEducated, Green, Sustainable,Thriving and Well Waikato.Solid Waste ManagementRationale for ActivityThe Local Government Act 1974 requires that Councils promote effectiveand effi cient waste management within their district and, in so doing, haveregard to environmental and economic costs and benefits for the district;and ensure that the management of waste does not cause a nuisance or beinjurious to health.The NZ Waste Strategy sets specific waste reduction targets for Councilswhich, to be effectively achieved, requires Council’s hands-on involvementin solid waste services. Council involvement is required to ensure that thecommunity has opportunities to participate in waste reduction initiatives.Council’s solid waste activities also help to protect the health of thecommunity.What We Plan To DoOperating ExpenditureProvides for the operation and maintenance of refuse transfer stations and implementation of awaste minimisation programme.Project 2006/07$ 2007/08$ 2008/09$Waste Minimisation Programme 82,000 63,000 65,000Raglan refuse transfer station 235,000 244,000 251,000Major ProjectsIn the next three years, Councilwill consider the introduction ofa district-wide pre-paid bag refusecollection system, to replacethe current two bag rate-fundedcollection.Where We Want To GoTo meet the community’saspirations, our focus over thenext ten years will be to:· Minimise the amount of wastethat goes to landfill.· Maintain and develop recyclingservices at transfer stationsto maximise opportunities forrecovery of materials.· Continue to provide domesticrefuse collection and kerbsiderecycling collection services.· Educate the community onways to reduce waste.· Provide accessible recyclingopportunities.· Maintain and monitor closedlandfi lls in accordance withgood practice and resourceconsent conditions.Huntly refuse transfer station 299,000 236,000 244,000Te Kauwhata refuse transfer station 80,000 82,000 84,000Ngaruawahia refuse transfer station 53,000This budget provides for weekly domestic refuse collection services in the district. XtremeWaste provides a pre-paid bag refuse collection service at Raglan. Therefore, there are noCouncil expenses for refuse collection at Raglan.Project 2006/07$ 2007/08$ 2008/09$General District refuse collection 995,000 1,041,000 1,089,000General District kerbside recycling 268,000 365,000 326,000Raglan kerbside recycling 60,000 64,000 67,000This budget provides for maintaining closed landfills at Raglan, Ngaruawahia, Huntly and TeKauwhata and environmental monitoring of closed landfills as required by resource consents.Project 2006/07$ 2007/08$ 2008/09$Landfill operation costs 82,000 63,000 65,000Operating projects included in the total above for 2006/07:- Leachate drainage ($10,000)- Renew resource consent ($10,000)Improving ServicesThe following programme improves facilities at refuse transfer stations, and therefore, quality ofservice delivery.Project 2006/07$ 2007/08$ 2008/09$Huntly refuse transfer station - install recyclearea10,000Huntly refuse transfer station – prepare therecycling area for concrete waste10,000Raglan refuse transfer station – road access 26,00084THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

SOLID WASTE MANAGEMENTHow will we know we are on trackDemand for services is related to population growth, economic activity and public awareness, including awarenessof the environmental issues associated with waste.The extension of the Country Living Zones and lifestyle blocks in the rural areas is increasing the demand for theextension of the recycling collection areas. This was confi rmed through the 2004 annual satisfaction survey where39% of residents stated they were willing to pay more for recycling services/facilities.Increase in levels of service for kerbside recyclingIn addition to existing materials collected, Council will be progressively introducing the weekly collection of steelcans and plastic bottles within the existing recycling collection area, over a two-year period. Recycling crates willbe provided to all residential properties within the collection area.Kerbside recycling is funded from the refuse collection targeted rate. The addition of steel cans and plastic bottlerecycling will add approximately $20 to the targeted rate in all areas except Raglan where this service is alreadybeing provided.Minor extensions to the recycling collection area will be considered where sufficient demand exists and the servicecan be economically provided.Council will be implementing a number of recycling bins at key points in Raglan town. This will help promoteadditional recycling in the area.Within the framework of applicable legislation we aim to provide consistent service levels in the following areas.Service Level Performance Measure Target 2006/7to 2008/9Maintain and operate three refusetransfer stations at Huntly, Raglan and TeKauwhata, with each operating five daysper week including weekends. Openinghours vary for each site. The facilitiesare intended for the exclusive use ofdistrict residents.Provide weekly refuse and kerbsiderecycling collections within the district.A declining trend in the waste tonnagesper head of population sent to landfillfrom all refuse transfer station sites.Respond to all public complaints withinthree working days of notification.Undertake monthly inspections oftransfer stations and review contractorperformance to ensure compliance withcontract specifications.Action any complaints regarding refusecollection and disposal within threeworking days of notification.100%100%100%100%Target 2009/10to 2015/16√√√√Extend the collection area for refuseand kerbside recycling where sufficientdemand exists, and the service can beeconomically provided.Monitor quantities of refuse andrecycled materials collected in thedistrict.100% monitored√Comply with conditions of resourceconsents at closed landfill sites.Sample and monitor closed landfills inaccordance with the resource consentconditions.100%compliance√Control of noxious plants at landfill sites.Residents are satisfied with refuse andrecycling services provided by Council.Undertake annual weed controlprogrammes at each site.An increasing trend in residentsatisfaction with refuse and recyclingservices.Annual at eachsiteIncreasing trendTHE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 85√√

Parks and ReservesOverview of the ActivityCouncil provides a wide range ofservices and amenities within theparks and reserves activity, includingrecreation facilities such as sportsparks, reserves for other active andpassive use, esplanade reserves,and conservation and amenityreserves, swimming pools at Huntlyand Ngaruawahia, public toilets,cemeteries and walkways.Primary Contribution toCommunity OutcomesThe Parks and Reserves activitycontributes to seven of thenine Community Outcomes,namely Active, Educated, Green,Sustainable, Vibrant, Safe and WellWaikato.Rationale for ActivityCouncil provides parks andreserves and associated facilitiesbecause they are beneficial tothe well-being of the communityand contribute to the communityoutcomes of an Active, Educated,Green, Sustainable, Vibrant, Safeand Well Waikato District.Council provides a range ofrecreational walkways to enablepeople to enjoy the district’snative bush, lakes, rivers and thecoast. Some walkways cater forcyclists, and some off-road cycleroutes will be investigated.What We Plan To DoProject 2006/07$ 2007/08$ 2008/09$Aro Aro Inlet Enhancement Works 80,000 31,000 21,000Aro Aro Floodpump 20,000District Wide - Additional Rubbish Bins 5,000 5,000 5,000District Wide - Amenity Lighting 21,000 22,000District Wide - Esplanade reserve land purchase 26,000 27,000 27,000District Wide - Esplanade Reserves fencing 21,000 21,000 22,000District Wide - General Sports Facility upgrades 53,000 55,000District Wide - Off-road walkways fencing 22,000District Wide - Reseal Tennis Courts 15,000 16,000 16,000District Wide - Sports and Passive Reserves Landpurchases165,000District Wide - Tree Maintenance 30,000 31,000 32,000Hopuhopu Playground 16,000Huntly Domain re-level soccer grounds 21,000Huntly Garden Place toilets 69,000Huntly Park Avenue toilets 59,000Huntly Plunket rooms and Raglan Puriri StreettoiletsHuntly Pool Data Link to Ngaruawahia Office 8,000Huntly Pool new building covering heatedswimming pool (partly grant funded)950,00011,000Huntly Pool renew north end fence 11,000Huntly West Domain playground 26,000Kainui Lake access development 20,000 20,000Lake Hakanoa maintenance paths/jetty/plants 32,000 38,000 23,000Lake Kainui Land Purchase 72,000Lake Kainui Management Plan Maintenance 13,000 13,000 13,000Lake Weavers new toilet 67,000Lake Weavers Reserve carpark and access sealing 67,000Lake Weavers Reserve maintenance 40,000 41,000 42,000Lake Weavers Rotary Garden 15,000Matangi Public Toilets 70,000Ngaruawahia Centennial Park carpark & access 41,000Ngaruawahia Great South Road toilets upgrade/replaceNgaruawahia Pool renew east side and staff entryfences110,00011,000Ngaruawahia Pool renew lights 8,000Ngaruawahia Pool renew paving 11,000Ngaruawahia Pool renew south end public entryfence8,00086THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

PARKS AND RESERVESMajor ProjectsRaglan Recreation CentreThe netball courts were completedin 2005/06. The carpark and accessis in the process of construction.The budget allows for newchanging rooms in 2006/2007.Huntly PoolIt is proposed that the old buildingsat the Huntly Pool be demolishedand replaced with a new structurethat will enclose the pool andinclude offices and changing rooms.The project will be part-Councilfunded and part-community funded.The Huntly Community FacilitiesRate was increased for fi ve years(2003/04 – 2007/08) to assist withthe increase in costs for the poolheating project that was completedin 2004/05.It was proposed to have a HuntlyPool targeted rate to part-fundthe increase in operational costsdue to the covering of the poolcomplex.Council has decided not toproceed with a separate HuntlyPool rate on existing Huntlyratepayers as this will continueto be included in the HuntlyCommunity Facilities targeted rate.A new targeted rate of $15 forthe Huntly Pool will be chargedto a number of properties on theoutskirts of Huntly, as a number ofpeople in this area use the facility.As the scope of the project haschanged, an additional chargeplanned for 2008/2009 is nolonger necessary at this time.What We Plan To Do continuedNgaruawahia Cenotaph 5,000Ngaruawahia Rugby League changing roomsreplace roofNgaruawahia Rugby League Ground buildingrefurbish changing sheds10,00015,000Ocean Beach dune protection 5,000 5,000 5,000Ohinewai Recreation Reserve carpark & access 9,000Raglan Cemetery development 41,000Raglan Cliff Street erosion protection 273,000Raglan Greenslade Road playground 38,000Raglan Manu Bay toilets resurface floor 5,000Raglan Marine Parade carpark & access sealing 27,000Raglan Marine Parade changing rooms upgradepower box7,000Raglan new playground at Oram Park 21,000Raglan Recreation Centre carparks and access, aspart of overall upgrade155,000Raglan Recreation Centre flood protection study 20,000Raglan Wainui Rd toilets upgrade/replace (whenMuseum work done)55,000Raglan Walkways (as per structure plans) 65,000 67,000 70,000Rotokauri Lake carpark on Bunyard Rd 16,000Rotokauri Lake general works 54,000 49,000 63,000Rotokauri Lake new sunny dunny 13,000Ruapuke car park improvements 21,000Taitua walkway 11,000Tamahere Gully Care 10,000 10,000 11,000Tamahere Walkways (as per structure plans) 99,000 102,000 105,000Taupiri Domain carpark upgrade 48,000Taupiri Netball Courts light upgrade 46,000Te Kauwhata Domain upgrade power supply 14,000Te Kauwhata Playground relocation 6,000Waikato River Bank Enhancement 5,000 5,000 5,000Wainui Reserve relocate sunny dunny 5,000Woodlands annual grants 10,000 10,000 10,000Woodlands carpark sealing 44,000Woodlands Homestead replace roof 52,000Where We Want To GoParks and Reserves provide a valuable facility for the community. Councilwill continue to maintain existing assets and will provide additional facilitiesfor the community where appropriate.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 87

Parks and Reserves continuedHow will we know we are on trackCouncil believes in developing a network of reserves and providing appropriate facilities. Council seeks to plan forfuture growth demands and needs by land purchases such as rural village greens, walkway and cycle routes, accessto coastal reserves, waterways and lakes and land for specifi c facilities including sports, swimming pools, cemeteriesor toilets. Holdings of reserve land or facilities that are surplus to requirements, redundant or inappropriatelylocated for public use will be rationalised over the next few years.Service Level Performance Target Target 2006/7to 2008/9Customer SatisfactionCustomers are satisfied with parksand reserves, including sportsfieldsand playgrounds.Greater than 80% resident satisfaction withWaikato district parks and reserves, asmeasured by Council’s Annual SatisfactionSurvey. This target level of satisfaction shouldincrease incrementally over the next tenyears to 85% in 2016 (74% in 2005).80%increasingTarget2009/10 to2015/16Increasing to85%Customers are satisfied with publictoilets.Greater than 45% resident satisfaction withWaikato district public toilets, as measuredby Council’s Annual Satisfaction Survey. Thistarget level of satisfaction should increaseincrementally over the next ten years to 60%in 2016 (39% in 2005).45%increasingIncreasing to60%Safety and HealthPublic reserves are safe.Less than five complaints per year relating tohazards on reserves.Less than five√Public playgrounds are safe.All public playgrounds continue to complywith playground safety standard (NZS5828:2004).100%√Public toilets are maintained to anappropriate hygiene standard.Less than 10 complaints per year relating totoilet hygiene.100%√Public swimming pools are safe andmeet health standards.Ngaruawahia and Huntly swimming poolscontinue to comply with the water qualitystandard (NZS 5826:2000).100%√Cemeteries are maintained to anappropriate standard.AvailabilityThe public has access to reserves,sportsfields and public toilets.ResponsivenessCouncil is responsive in relation toparks and reserves facilities.Efficiency and CostPlanned projects are undertakenin an efficient and cost-effectivemanner.Less than 10 complaints per year relating tocondition of cemeteries.The public has free access to reserves,sportsfields and public toilets apart fromwhere exclusive use is granted for events orseasonal usage.Respond to all complaints within three daysof customer notice.All projects are completed within agreedtimeframes and budget.100%√Free access√100% √100% √88THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

LibrariesOverview of the ActivityWaikato District Council’s Librariesprovide a wide range of libraryand information services at Huntly,Ngaruawahia, Raglan and TeKauwhata, including a wide rangeof up-to-date books, DVD’s, CD’s,computer programmes and games,digital resources, free access tothe Internet, value-added servicesincluding fax, photocopying, andlaminating, and public space – a“living room away from home”.There are also volunteer communitylibraries at Meremere, Te Akau,Waitetuna and Perrin Park.Rationale for ActivityCouncil’s library services providethe community with a resourcefor information, educationaland recreational purposes. Byproviding access to books, CD’s,DVD’s and technology anddatabases that may be unaffordablefor individuals, Council contributesto the well-being and the growthof the community, througheducation and protection of ourheritage.Council considers libraries to beof signifi cant importance to localgovernment and will continue tofund and provide the district withlibraries. If the market were leftto deliver this service, it is unlikelythat it would fulfil the social issuesWhat We Plan To DoProject 2006/07$ 2007/08$ 2008/09$Internet access – additional terminals 6,000Adult’s books 175,000 180,000 186,000Audio visual materials 12,000 13,000 13,000Children’s books 63,000 64,000 66,000New computer system 98,000DVDs 11,000 11,000 11,000Electronic games 6,000 6,000 6,000Music CDs 6,000 6,000 6,000currently addressed through local government involvement. Council’slibraries are a source of community pride.Primary Contribution to Community OutcomesLibraries contribute to the Community Outcomes Active, Educated andVibrant Waikato.Major ProjectsLibrary Borrowing PolicyCouncil has received a number of requests over several years to extendthe issue period for free library items, from three weeks to four weeks.Council has approved the extension from 1 July 2006. An effect of this willbe to reduce the library income by approximately $5,000.Huntly Library ExtensionThe Huntly Library building will be extended in 2006/07 to compensate forspace utilised for the Huntly Service Centre, which was relocated into theLibrary. The project is delayed due to resolution of land ownership issues.Where We Want To GoThe libraries will continue to provide a high level of service to the district.Greater regional co-operation will occur between libraries, which mayresult in effi ciency and better services.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 89

Libraries continuedHow will we know we are on trackCouncil is part of a greater Waikato consortium of libraries that is investigating greater co-operation and working togetherto provide a better service to the Waikato community. Initial focus is on the purchase of a standard library operation system.Future discussion and direction could include combined purchasing, shared library stock, standardised policies, share staffi ng andoperation of the Waikato libraries as a Council Controlled Organisation.A new library building is being considered for Te Kauwhata to provide a better facility. Access to the library catalogue andservices via the Internet will be provided within the next two years.Demand for library services in the district will be in line with district growth projections and national trends. Libraries arefacing increased competition from internet based information and alternative leisure activities. The Waikato District libraries willbe up-to-date with national trends and initiatives that increase library usage.Service Level Checking Progress Target 2006/7 to2008/9Target 2009/10to 2015/16The library provides books, CD’s,DVD’s that reflect the library users’requirements.Library stock is purchased in accordance with theLibraries Collection Development Policy.100% compliance √Electronic resources are available tolibrary members.Free internet access is available at the four mainlibraries.Free access√The library catalogue and services are availableonline by 30 June 2007.By 30 June 2007Not applicableA minimum of 12% of the library stockbudget is spent on DVD’s, CD’s and computerprogrammes/games.The subscription to the electronic database ismaintained.12% minimumSubscriptionmaintained√√Customers are satisfied with theservice they receive.The biannual library survey shows that over 85%of respondents rate the library as good or better.Over 85%√Waikato District residents can accessneighbouring authorities’ libraries at nodirect cost.The library offers a modern collection.90THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016The library agreements with Hamilton City, WaipaDistrict Cambridge Branch, Matamata-Piako andFranklin Libraries are current and enable WDCresidents to access the library services at nodirect cost.The average age of the collection is less than fiveyears. (Note: this is based on the active collectionbeing books less than 10 years old. Books olderthan 10 years are generally reference items, localhistory or core stock).Free accessbetween librariesmaintainedAverage age lessthan five years√√

ESTIMATED EXPENSES AND REVENUE STATEMENT - COMMUNITY ASSETSEstimated Expenses and Revenue Statement - Community AssetsA forecast for the 10 years ending 30 June 2016ActivityExpenditure2006/07$000’s2007/08$000’s2008/09$000’s2009/10$000’s2010/11$000’s2011/12$000’s2012/13$000’s2013/14$000’s2014/15$000’s2015/16$000’sLibraries 1,663 1,711 1,765 1,821 1,855 1,891 1,930 1,969 2,011 2,025Parks & Reserves 3,441 3,536 3,684 3,724 3,851 4,029 4,109 4,177 4,336 4,431Solid WasteManagement2,010 2,159 2,246 2,318 2,394 2,474 2,539 2,604 2,662 2,719Stormwater 672 676 709 725 738 783 803 821 869 885Wastewater 2,080 2,443 2,653 2,686 2,596 2,708 2,729 2,828 2,963 2,972Water 3,098 3,358 3,692 4,060 4,123 4,340 4,409 4,480 4,684 4,770Less:12,964 13,883 14,749 15,334 15,557 16,225 16,519 16,879 17,525 17,802Internal Interest 160 319 382 455 303 234 174 179 127 87ActivityExpenditureActivity Revenue12,804 13,564 14,367 14,879 15,254 15,991 16,345 16,700 17,398 17,715Fees/Other Income 1,522 1,136 1,229 1,339 1,417 1,496 1,582 2,534 2,736 2,130Financial Contributions 3,831 1,590 1,744 1,322 1,322 1,322 1,322 1,349 1,388 1,388Grants/Subsidies 1,487 2,133 622 2,466 56 57 58 59 60 61Targeted Rates 6,303 7,043 7,518 7,971 8,382 8,777 9,175 9,582 9,975 10,375Less:13,143 11,902 11,113 13,098 11,177 11,652 12,137 13,524 14,159 13,954Internal Interest 273 267 298 351 415 465 533 667 852 1,075Activity Revenue 12,870 11,635 10,815 12,747 10,762 11,187 11,604 12,857 13,307 12,879Activity Surplus/(Deficit)Activity Surplus/(Deficit) funded by66 (1,929) (3,552) (2,132) (4,492) (4,804) (4,741) (3,843) (4,091) (4,836)Asset Sales (90) 0 0 0 0 0 0 0 0 0Council Reserves 756 815 791 723 769 845 882 916 489 355General Rate (5,777) (6,090) (6,372) (6,521) (6,712) (6,965) (7,087) (7,203) (7,432) (7,551)Income Applied toCapital WorksTargeted RateReserves - CapitalTargeted RateReserves - Operational2,074 2,659 1,299 335 340 382 373 1,167 1,190 3182,877 174 119 2,553 218 157 153 198 564 713226 513 611 778 893 777 938 1,079 1,098 1,32966 (1,929) (3,552) (2,132) (4,492) (4,804) (4,741) (3,843) (4,091) (4,836)THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 91

ESTIMATED CAPITAL FUNDING REQUIREMENTS - COMMUNITY ASSETSEstimated Capital Funding Requirements - Community AssetsA forecast for the 10 years ending 30 June 2016Capital Expenditure2006/07$000’s2007/08$000’s2008/09$000’s2009/10$000’s2010/11$000’s2011/12$000’s2012/13$000’s2013/14$000’s2014/15$000’s2015/16$000’sGrowth 6,790 5,101 5,585 1,375 1,575 1,248 1,640 1,756 1,136 1,879Level of Service 3,054 679 474 687 650 2,184 1,869 1,443 1,681 576Renewal 5,851 1,165 1,381 787 940 1,092 1,290 1,134 1,319 1,579Loan Repayments (internaland external)Total Capital FundingRequirementsFunded By15,695 6,945 7,440 2,849 3,165 4,524 4,799 4,333 4,136 4,034136 594 654 973 810 678 353 460 493 22515,831 7,539 8,094 3,822 3,975 5,202 5,152 4,793 4,629 4,259Asset Sales 155 0 0 0 0 0 0 0 0 0Council Reserves 2,525 1,743 1,808 397 294 301 458 524 256 453External Loans Raised 2,070 87 0 0 0 0 0 0 0 0General Rate 120 205 190 101 267 95 101 464 40 551Income Applied to CapitalWorks2,074 2,659 1,299 335 340 382 373 1,167 1,190 318Internal Loans Raised 0 0 1,925 0 0 0 763 0 0 0Replacement Reserves 2,740 2,341 2,410 2,635 2,494 3,466 2,564 2,136 2,476 2,428Targeted Rate Reserves -CapitalTargeted Rate Reserves -Operational4,790 42 65 0 18 234 145 30 48 241,357 462 397 354 562 724 748 472 619 48515,831 7,539 8,094 3,822 3,975 5,202 5,152 4,793 4,629 4,25992THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

TRANSPORTATIONSERVICESTransportation has the highest expenditure of any ofthe Council’s activities.The Waikato District TransportationNetworkThe transport network in the Waikato district is dominatedby road transport as the district is predominately rural. Thereare signifi cant stretches of State Highway passing throughthe district such that the highways form an integral part ofthe transportation network, connecting the regions and majorcities. State Highway One almost bisects the district fromnorth to south, hence the rapid development of the Aucklandto Cambridge expressway is important. The “interim” StateHighways: 39 and 1B, continue to grow with more and moretraffi c using them. Highways 26 and 23 provide importantlinks between Hamilton City and Morrinsville and Raglanrespectively.The North Island Main Trunk railway line essentially followsState Highway One and provides opportunity for alternativesto road transport. The rail link to the ports of Tauranga andAuckland are important for bulk freight movement and willbe utilised by major companies such as Genesis Energy inthe next few years. The use of rail for commuters betweenHamilton and Auckland has been tried in the past butcontinues to hold its potential.The Waikato area has about 10 percent of the country’spopulation, and approximately 20 percent of the nation’sheavy vehicle movements occur in the region, highlighting thestrategic position of the district. The greater Hamilton Cityarea is expected to experience 97 percent of the region’spopulation growth, and this impacts on the district throughhigh residential growth in the wards bordering the city.Core ServicesCouncil supports and works with Environment Waikatoto provide bus services between the major towns ofthe district and Hamilton City. The major bus routesrun between Hamilton City and Raglan, Huntly andNgaruawahia. Council will be actively exploring ways inwhich services can be expanded to assist those living insmaller villages within the district.While there is little congestion on the roads betweenthe towns and their destinations the motivation to usealternatives to road transport, such as public transportor walking and cycling is weak. However Council isactively encouraging these alternatives by building up andmaintaining facilities for them. Connectivity between thevarious forms of transport is key to ensuring that thetransport network is fully integrated. Leisure, as opposedto commuter, walking and cycling is more prevalent inthe district and this is noted and taken into considerationwhen designing facilities.The Waikato district has one of the highest road crashrecords in New Zealand. Council’s District Road SafetyCo-ordinator works closely with Police, Transit NewZealand (TNZ), Land Transport New Zealand (LandTransport NZ) to develop education and enforcementinitiatives to address this in conjunction with engineeringworks.RelationshipsCouncil’s relationships with the Police, Land TransportNZ, Transit New Zealand, Ontrack (formerly NZ RailwaysCorporation), Environment Waikato, and the neighbouringTerritorial Authorities (Hamilton City Council, Waipa,Matamata-Piako, Otorohanga and Waitomo DistrictCouncils) form some of our more important strategicalliances.Significant Negative Effects onCommunity Well-beingBusy roads can affect communities’ and people’s lifestylethrough visual and noise intrusion and by severingneighbourhoods. This is managed through good planningprior to constructing new roading infrastructure.Any improvements to the roading network generallyimprove safety, particularly where the works includerealignments and widening, but this can sometimes becountered by a lift in vehicle speeds. Road standardsrefl ect the importance of the road and the level of trafficthat use this infrastructure.Sealed roads are more costly to maintain than an unsealedlength of road.Road construction can harm the environment particularlyduring earthworks. This is managed/mitigated throughusing industry best practice to control and address silt andrunoff during the works.Incorrect use of chemical weed spray can harm theenvironment. This is managed through using currentindustry best practice and appropriately qualifi edcontractors. Members of the public who object to theuse of chemical sprays can apply to Council to be includedin the register of “no spray” zones.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 93

TRANSPORTATION SERVICESRationale for this Group of ActivitiesLocal Authorities exist principally to supply core servicesthat meet the needs of their communities. Transportationservices result from the creation, operation, maintenance,rehabilitation and replacement of transportation assets.In line with the New Zealand Transport Strategy, thepurpose of these transportation assets is to provide anaffordable, integrated, safe, responsive and sustainabletransport system. All transportation projects areconsidered in terms of how they assist economicdevelopment, assist safety and personal security, improveaccess and mobility, protect and promote public healthand ensure environmental sustainability.Council also has a number of statutory obligations inrelation to transportation that it must meet as per thefollowing legislation:· Local Government Act 2002· Land Transport Management Act 2003· Resource Management Act 1991· Traffi c Regulations 1976· Transit New Zealand Act 1989· Local Government Rating Act 2002This LTCCP includes Council’s land transport programme,in accordance with the Land Transport Management Act2003.Council is the regulatory provider for the administrationof Rural Fire Activity under the Forest and Rural Fires Act1977.Key AssetsChanges in demand are assessed through the use ofthe pavement management system and the modelling ofpavement performance over time.Field inspections, maintenance required and historicalrecords identify any major concerns. As a result,additional work may be required or the timing ofscheduled maintenance may need to be altered.In growth areas, the development of structure plansconsiders and accommodates future demand. Over time,the predicted demand can be compared with actualdemand.The key community assets for the Transportation Groupinclude:Length of roadsSealed Roads – rural1,056 kmsUnsealed Roads – rural 475 kmsSealed Roads – urban 128 kmsUnsealed Roads – urban 3 kmsTotalNumber of bridges and culverts1,662 kmsBridge structures 137Large culverts (>2.1m diameter) 279Length of FootpathsConcrete 103 kmsSealed 4 kmsMetal 2 kmsLength of Kerb and Channel196 kmsNumber of Streetlights 2,32294THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

TRANSPORTATION SERVICESKey Projects over the Next Three YearsAs a result of…ProjectProjectedCost$Growth /demandServicelevelchangeChanges tolegislation /standardsMaintenance/ renewal ofasset36 km of area wide pavement treatment(sealed road renewals).3,900,000per annum√√360 km of sealed roads are resurfaced. 2,800,000per annum√Reconstruction of:- Piako Rd (2006/07)- Waverley Rd and- Riverview Terrace (2007/08)800,000600,000200,000√√24 km of seal extension 3,300,000per annum√√Implementation of Structure Plans- 2006/07- 2007/08- 2008/094,600,0001,700,0002,000,000√ √ √Wright’s Bridge replacement 2008/09 700,000 √All projects post 2008/09 will be reviewed in detail for the LTCCP 2009-19, and any costs and timings are indicative only at thisstage.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 95

Transportation Network AdministrationOverview of the ActivityThis activity includes theadministration of the transportationnetwork, including Council’s inhousecontract administration anddesign unit. Council’s TransportationGroup is responsible for the assetmanagement and operation of theTransportation Network. Under theLand Transport Management Act- 2003, Council is required to producea Land Transport Programme thatis consistent with the New ZealandTransport Strategy or the RegionalLand Transport Strategy.Primary Contribution toCommunity OutcomesThis activity contributes to theCommunity Outcomes Accessible,Active, Green and Safe Waikato.Land TransportProgrammeThis activity assists Council inassessing the affordability andsustainability of its transportationactivities, in line with theobjectives of the Land TransportManagement Act, and ensures thatCouncil is responding to the basicneeds of the transportation assetsin order to maximise their servicelife.What We Plan To DoCouncil aims to produce shortand long-term programmes formaintenance and project worksthat maintain the service levelsindicated in this document whilealso meeting its legal obligations,and maintaining consistencywith the New Zealand TransportStrategy as well as the LandTransport Strategy.Where We Want To GoRegional Land Transport StrategyThe Regional Land Transport Committee is currently preparing the WaikatoRegional Land Transport Strategy for adoption by Environment Waikato.The purpose of the Strategy is to guide the development and managementof the land transport system in the Waikato Region over the next 10 years.In particular, the strategy will guide investment decisions for maintenanceand improvement of local roads and State Highways, passenger transport,walking and cycling infrastructure and alternatives to roading such as railand barging to ensure an integrated, safe, responsive and sustainable landtransport system into the future.This is an important document for the Waikato Region as it will bringtogether a variety of available funding sources (national, regional and local)and will allocate that funding to specifi c projects and activities. To guideinvestment, a vision for land transport and set of desired land transportoutcomes has been developed in consultation with the Regional LandTransport Committee (see table below). The vision for land transport inthe region is:A safe, sustainable and integrated transport system that really works andenhances the environmental, economic, social and cultural well-being of the region.A preferred strategic direction for developing the regional land transportsystem has also been developed. This focuses on:· ensuring investment is directed to significant regional roads to providean effi cient and sustainable transport network through the region;· managing demand and encouraging alternative modes of transport; and· ensuring that investment right across the transport network gives effectto the desired regional land transport outcomes developed for theStrategy.Regional Land Transport Strategy Desired OutcomesOutcome AreaEconomic DevelopmentOutcome StatementA transport system that promotes continuedgrowth and economic development of theregion and provides for the efficient, affordablemovement of people and goods in and throughthe regionSafety and Personal Security Substantial improvement of the safety andpersonal security within all modes of transportAccess and MobilityA transport system that is inclusive, accessibleand affordablePublic HealthA transport system that promotes and providespositive public health outcomesEnvironmental Sustainability A sustainable transport system that minimisesadverse effects on the environmentIntegrationResponsivenessIntegrated land use and transport planningIntegrated transport modesA transport system that is proactive to the needsof the communityEnergy EfficiencyFundingImproved energy efficiencyA transport system that is funded to fullyimplement local, regional and national strategies96THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

TRANSPORTATION NETWORK ADMINISTRATIONWhere We Want To Go continuedLand Transport ProgrammeUnder the Land Transport Management Act, Council isrequired to produce a land transport programme thatis consistent with the New Zealand Transport Strategy.The Government’s vision for transport is that “By 2010New Zealand will have an affordable, integrated, safe,responsive, and sustainable transport system.” Thegovernment’s objectives for transportation are:· To assist economic development,· To assist safety and personal security,· To improve access and mobility,· To protect and promote public health, and· To ensure environmental sustainability.These objectives are consistent with the WaikatoDistrict Community Outcomes.The transportation activities, included in the LTCCP,make up Council’s Land Transport Programme inaccordance with the Local Government Act 2002 andthe Land Transport Act 2003.Adoption of the Regional Land TransportStrategySubmissions to the draft Regional Land TransportStrategy were sought from interested stakeholdersfrom the end of May to the end of June 2006.Submissions will be heard by a Hearings Committeebefore the fi nal Strategy is formally adopted byEnvironment Waikato on 28 September 2006.What the Regional Land Transport Strategy willmean for Waikato District CouncilThe Regional Land Transport Strategy will rely on keytransport stakeholders for its implementation andwill contain a number of specifi c actions that WaikatoDistrict Council will be responsible for. In addition,any projects and activities proposed by WaikatoDistrict Council must be consistent with the Strategyto meet Land Transport New Zealand funding criteriafor funding subsidies. The Strategy will guide landtransport investment within Waikato District.Projects arising from the Regional Land TransportStrategy may need to be jointly funded by local,regional and national sources in order to achieve thedesired vision and outcomes for the Waikato Region’sland transport system. The Waikato Joint OfficialsGroup process should provide additional crownfunding to the Waikato Region to address part of thefunding gap, and this will require local funding inputs.The funding will not be available until 2007/2008 atthe earliest. Therefore, the detail of policy and fundingrequirements under the Regional Land TransportStrategy will be incorporated into next year’s LTCCPplanning process.Pavement Management SystemCouncil has developed a pavement management systemto assist with asset management through regularinspections and assessments of the transportationassets. The data is maintained in the Road Assessmentand Maintenance Management (RAMM database). Thisdata provides detail of transportation assets and is thebasis for asset valuations.The need for pavement replacement is assessedthrough computer modelling. Road inspections areundertaken to confi rm the accuracy of the computermodelling. Modelling enables Council to exploredifferent levels of service and associated fundingrequirements.Contracts and Design Business UnitThis Unit is an in-house consultancy service,which carries out the majority of our professionalservices including scoping, design and supervisionof transportation projects, maintenance and works.External consultants are engaged for specialist activitiesand to supplement in-house resources as necessary.How will we know we are on trackService Level Checking Progress Target2006/7to 2008/9The pavement management system ismaintained and used to develop robustshort and long-term programmes.The Contracts and Design Business Unitcompletes the design and supervision ofnamed projects and schedules the year’sworks so that projects are constructedat suitable times of the year.On a two-year cycle, the asset conditionis assessed and modelling is used toestablish a rolling three-year programmefor pavement renewal and resurfacing,which is verified by field inspection.All projects are completed within agreedtimeframes and budgets.Every two yearsTarget2009/10to 2015/16THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 97√100% √

Corridor MaintenanceOverview of the ActivityThe transport network includes notonly the paved road and footpathsurfaces, but also the land betweenthe property boundaries that makeup the road reserve, all of which isreferred to as the transport corridor.Corridor maintenance activitiesinclude: traffi c services (signs androad marking), carriageway (street)and amenity lighting (includingsome under veranda lights), amenityworks/corridor maintenance (mowing,weed spraying, street cleaning, kerbsweeping and catch pit cleaning, litterpatrol and bin cleaning), removalof graffi ti, and the maintenance ofrailway/road level crossing warningdevices.Corridor maintenance servesthree purposes - it assists roadsafety by creating a consistentdriving environment, improves theeffi ciency of traffi c fl ow and drainagesystems, and creates a tidy andconsistent appearance throughoutthe communities and rural areas inthe district. Our aim is to providean appropriate level of service thatachieves these goals for an affordablecost. In doing so Council recognisesthat it is cost effective to carry outmaintenance routinely, especially formowing, weed control, street sweepingand litter collection, rather thanrespond to problems as they arise.Land Transport ProgrammeThis activity assists economic development by maintaining good traffi cfl ow, it assists safety and personal security through improving traffi c safetyand removing potential hazards, and it contributes to environmentalsustainability.What We Plan To DoRoutine long term contracts, with between two and five year contractperiods, are awarded for the corridor maintenance activities. Thesecontracts specify the service levels required.Where We Want To GoCouncil aims to review the service levels for corridor maintenance on aregular basis to ensure the service levels provided meet the reasonableexpectations of the public and are affordable.Primary Contribution to Community OutcomesThis activity contributes to the Community Outcomes Green, Thriving andSafe Waikato.98THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

CORRIDOR MAINTENANCEHow will we know we are on trackService Level Checking Progress Target 2006/7to 2008/9The number of requests relating tocorridor maintenance is monitored overtime and the analysis of them is used asa basis for continuous improvement.All complaints (as recorded in Council’scustomer request management system)are monitored and are responded towithin 24 hours of receipt and anyappropriate works are programmed andundertaken promptly.100%Target 2009/10to 2015/16√The number and nature of requestsare monitored over time and analysedto form a basis to target continuousimprovement.Reduction innumber ofcomplaints√All corridor maintenance is undertakenand completed to a high standard.Contracts are regularly monitored forperformance and any non-performanceis addressed promptly by the contractorwithin the specifications of the contractdocuments.100%compliancewith contractconditions√Audits undertaken by Land TransportNZ are favourable and any issuesidentified are addressed.Favourable auditresults√Lighting: All street and carriagewaylighting is maintained with minimaloutages.All streetlight outages are referred foraction within 24 hours of notification,and are addressed promptly.100%√An annual increase in the community’sperception of and satisfaction with thedistrict’s lighting.Results of the Annual Satisfaction Surveyare monitored and there is an increasingtrend in the percentage of respondentsrating the lighting in the district assatisfactory (57% in 2005).58% increasingto 60% by2008/0961% increasingto 67% by2015/16THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 99

Road SafetyOverview of the ActivityThe aim of Council’s road safetyactivities is to reduce the incidenceand severity of crashes in the district.In line with the Government’s RoadSafety to 2010, Council’s initiativesfor safety address engineering,education, and enforcement issues.Minor Safety Improvement worksare engineering initiatives targetedat reducing actual crashes asrecorded in the Land Transport NZdatabase (CAS) or the tangiblethreat of crashes. The Road SafetyCo-ordinator works closely with bothlocal and neighbouring communitiesto help them develop and implementeducational and promotionalinitiatives. While the Police carryout enforcement, Council staff workclosely with them to coordinate withother safety initiatives.To ensure safety activities arecorrectly targeting the causes ofcrashes and that works are prioritisedcorrectly, Council undertakes detailedreviews of crash statistics and theirhistorical trending at fi ve yearlyintervals. Crash reduction studiesare undertaken on black spots andblack routes as identifi ed throughthe Land Transport NZ database.Council completes safety audits ona sample of its capital projects toensure that new works add to thesafety improvement of the entiretransportation network.Council is implementing a safetymanagement system to ensure thatall decisions about maintenance andconstruction are made within thecontext of improving safety.Land Transport ProgrammeThis activity contributes to the objectives of assisting safety and personalsecurity and assisting in protecting and promoting public health.Primary Contribution to Community OutcomesThis activity helps to achieve the Community Outcomes Accessible,Educated and Safe Waikato.What We Plan To DoThe Road Safety Co-ordinator raises awareness of safety issues and assiststhe communities in developing and implementing their own initiatives toeducate people about road safety.Minor Safety Improvement works are rated and prioritised. Typical projectsinclude visibility improvements, intersection improvements, installation ofstock underpasses, and road realignments.Projects are summarised into broad categories including intersectionimprovements, stock underpass installation, lighting improvements,works associated with other projects such as pavement renewals, andother general safety projects, such as localised widening and visibilityimprovements.Project 2006/07$ 2007/08$ 2008/09$Intersection improvements 452,000 673,000 804,000Works associated with other projects* 265,000Stock underpasses 136,000 132,000 136,000Lighting improvements 56,000 63,000 70,000Safety projects (other) 268,000 361,000 252,000Safety education 69,000 71,000 72,000* Costs for works associated with other projects in future years are included in the intersectionimprovements budget.Subsidy assistance towards the conversion of stock crossings tounderpasses is part-funded in this activity, recognising its contribution toroad safety.Where We Want To GoOver a ten-year period Council would like to see a reduction in the numberand severity of crashes in the district.100THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

How will we know we are on trackService Level Checking Progress Target 2006/7to 2008/9Implementation of annualQuarterly CRSP report by Land TransportSatisfactoryCommunity Road Safety Programme NZ demonstrates satisfactory Councilresponse(CRSP)performance.Regular monitoring of LTNZcrash statistics to ensure workprogrammes are targeted andaddress identified safety problemsappropriately.An annual increase in thecommunity’s perception of andsatisfaction with the safety ofWaikato district roads.The Safety Management System isimplemented.Review of network crash history, undertaken atfive-year intervals.Random safety audits completed on at leasttwo roading projects annually, with anyresultant issues addressed.Results of the Annual Satisfaction Survey aremonitored and there is an increasing trend inthe percentage of respondents rating the safetyof roads as satisfactory (54% in 2005).Annual audits of the Safety ManagementSystem are completed and any issues raised areaddressed as appropriate.Five-yearly review2 projects audited55% increasing to57% by 2008/09Annual AuditTarget 2009/10to 2015/16√THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 101√√58% increasing to64% by 2015/16√

BridgesOverview of the ActivityCouncil is responsible for over 400bridges and culverts throughout thedistrict, which serve as an importantand vital component of the roadnetwork. Timely and appropriatemaintenance is carried out tomaximise the serviceable life ofthese structures. Generally, bridgesand culverts are replaced when it isno longer viable or safe to maintainthem.When undertaking maintenance onculverts particular attention is paidto fi sh passage. When new culvertsare installed they are constructed sothat the entire culvert is passableby the aquatic life likely to be livingin the watercourse. EnvironmentWaikato has provided guidance onkey watercourses, which currently orpotentially support aquatic life, andexisting culverts along these watersare modifi ed to assist in supportingand maintaining the fi sh stocks.The district has a number of singlelane bridges which will be upgradedand widened over time, particularly ifthey are impacting on safety, and astraffi c volumes increase.Where a structure is replacedthe project can also involve roadrealignment to improve safety. Majorcapital improvement works alsocontribute to safety by upgradingthe structure to current industrystandards.Council also aims to ensure that itsbridge structures are at all timessound and therefore safe for theloads they are required to carry.Primary Contribution to Community OutcomesThis activity contributes to the Community Outcomes Accessible, Greenand Safe Waikato.Land Transport ProgrammeThis activity is vital to ensuring route reliability throughout the districtand that sections of the transport network are not cut off. The activityassists economic development, access and mobility and environmentalsustainability. Most projects involving the replacement of a structure ormajor capital improvement works assist with safety and personal security.Where We Want To GoOver the next 10 years Council aims to maintain its bridge and culvertstock in a safe and serviceable condition. Through regular and timelymaintenance, Council aims to extend the life of each structure as long asviably possible.What We Plan To DoCouncil plans to continue to routinely inspect its bridge stock andcomplete repairs and maintenance in a timely fashion. Where a structurecannot be maintained in a safe manner or it is no longer viable to maintain,then the structure is replaced.Bridge maintenance is determined through bridge inspections and the levelof expenditure depends on the state of the asset over time.Where possible, high cost works such as bridge replacement are scheduledin conjunction with other major roading projects to regulate the annualtotal roading expenditure.Project 2006/07$ 2007/08$ 2008/09$Bridge inspections 40,000 5,000 42,000District wide maintenance 175,000 668,000 430,000Rutherfurd Road 200,000Waitetuna Valley Road 120,000Wrights Bridge replacement in Hakarimata698,000Rd/Riverview TerraceCulvert replacement:Tahuna RdTaniwha RoadUapoto Rd154,000123,000215,000How will we know we are on trackService Level Checking Progress Target 2006/7to 2008/9Full compliance with Transit NZ standards Biannual bridge inspection reports identify Less thanfor bridge construction and maintenance. less than $100,000 value of routine bridge $100,000repair.Prompt completion of scheduled bridgemaintenance programmes.All routine bridge maintenance workcompleted within one year of beingidentified, subject to funding.100%Target 2009/10to 2015/16√√102THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016All detailed bridge maintenance workcompleted within three years of beingidentified.100%√

FootpathsOverview of the ActivityThis activity improves the qualityof our pedestrian infrastructure byrepairing or replacing damagedfootpaths and installing new oneswhere appropriate to ensure thatwalking destinations are linked. Muchof the districts’ walking network isincluded in the road reserve (i.e. isplaced alongside the road) whileother walkways run off-road orinto our many parks and reserves.To encourage more walking it isimportant that these walkways areconnected and readily accessible.Where repairs and new installationof footpaths is adjacent to the roadedge, the kerb and channel andassociated drainage system is oftenrepaired or installed in conjunctionwith the footpath works.Primary Contribution to Community OutcomesThis activity contributes to the Community Outcomes Accessible, Active,Sustainable, Thriving and Safe Waikato.Land Transport ProgrammeThis activity assists with improving access and mobility and protects andpromotes public health by encouraging people to exercise more.What We Plan To DoCouncil plans to maintain its existing footpath network as its fi rst priority.An annual amount is assigned to the installation of new footpaths, andpotential projects are prioritised in consultation with the local CommunityBoard.Project 2006/07$ 2007/08$ 2008/09$Footpath repairs 281,000 375,000 351,000New footpaths 168,000 115,000 117,000Where We Want To GoOver the next 10 years Council would like to see the further establishmentand development of an attractive walking network throughout the district,which encourages more physical activity. The footpath network, which ismainly located in the urban areas, contributes to this overall goal.How will we know we are on trackService Level Checking Progress Target 2006/7to 2008/9Footpaths are maintained in a safeserviceable condition.An annual increase in thecommunity’s perception of, andsatisfaction with the footpaths inthe district.All complaints (as recorded in Council’scustomer request management system)relating to the safety and serviceability offootpaths are responded to within 48 hoursof receipt and any appropriate repair worksare programmed and undertaken promptly.Results of the Annual Satisfaction Survey aremonitored and there is an increasing trendin the percentage of respondents rating thedistrict’s footpaths as satisfactory (44% in2005).45% increasingto 47% by2008/09Target 2009/10to 2015/16100% √48% increasingto 54% by2015/16THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 103

Transportation Network Development and MaintenanceOverview of the ActivityThis activity is made up of a number of sub-activities, including:· Pavement Maintenance· Drainage Maintenance· Kerb and Channel· Carriageway Resurfacing· Pavement Renewal· Unsealed Roads· Structure PlanningPavement and Drainage Maintenance, Kerb andChannelRegular maintenance of the roading network ensures that theasset is maintained in a safe and serviceable condition, whileextending the life of the asset to protect the investment thatCouncil has made in it.Maintenance of the roading network includes addressingsurface faults, which can present a hazard to the motorist,and ensuring that drainage is well maintained and keeps thepavement layers free of excess water. Maintenance of theroad surface includes the repair of potholes and seal failures,as well as the regular grading of the unsealed roads. Drainagemaintenance includes the clearing and renewing of side drainsand the repair and replacement of drainage systems andinstallation of kerb and channel and small culverts.The surface of the road and the associated drainage ismaintained in such a way that any fl ooding of traffi c lanes iskept to a minimum.Important pavement and drainage maintenance activitiesinclude:· Grading of unsealed roads· Addition of metal to unsealed roads· Repair of pavement faults including potholes and digouts· Clearing of roadside shoulders and drains· Repairs to, and replacement of, culverts less than twometres in diameter· Emergency works – attending to storm damage, fl ooding,slips, and other hazards such as fallen trees.Carriageway Resurfacing, Pavement RenewalRoads are a major component of Council’s transportationsystem, and represent a signifi cant investment. The sealedsurface of a road waterproofs the underlying pavement andprovides an all-weather skid resistant surface for vehicles.When pavements are renewed the work can often extend intothe adjoining verges, particularly in the rural areas. In thesesituations, level areas for walking can be provided where thereis a demonstrated need for walking facilities or where walkingcan be encouraged. Improvement works associated withpavement renewal can include improvements to intersections,widening of the traffi c lanes, increasing sight distance throughearthworks where visibility is restricted, reviewing and modifyingsignage and road marking, traffi c calming works to modifydriver behaviour, and the provision of safe access for pedestrianand cycle traffi c. Some of this work may be funded fromdifferent cost centres, including minor safety, but the works arecompleted as one project.Work is programmed based on computer modelling. The workto date indicates that on average 120km of resurfacing and12km of pavement renewal per annum is a responsible servicelevel over the next 10 years. The model will be run again duringthe life of this LTCCP and the results assessed against thiscurrent strategy.Unsealed RoadsUnsealed roads are addressed through three categories of work:· Seal extension – where the unsealed road is fully designedand upgraded to a safe sealed road standard.· Unsealed upgrade – where the unsealed road is improved(often to a designed standard compatible with a future sealextension project) in terms of alignment, width, surface; butremains unsealed.· Isolated improvements – where the existing roadis upgraded to improve safety or to reduce futuremaintenance costs. This activity slowly lifts the overallstandard of the unsealed network over time by carryingout earthworks to improve sight distance or increase widthin localised areas, minor realignments, improvements todrainage, and the pavement or surfacing layers.Structure PlanningThe greater Hamilton City area is expected to experience 97percent of the region’s population growth, and this impactson the district through high residential growth in the wardsbordering Hamilton City. Subdivisional development impactson the transport network by generating more road users in allmodes, while also potentially changing the nature of an area ifthe expectations of the community change.Pavement renewals are timed so that a road is reconstructedwhen it is no longer viable to maintain (that is, the cost toreconstruct the road is cheaper, or has more benefi t thancontinuing to maintain it) and is therefore at the end of itsuseful life. Pavements also require upgrading for other reasons,for example, when traffi c patterns have changed, or whencrashes are occurring due to a fault in the road.For the transport infrastructure to be sustainable the networkhas to be upgraded to cope with the greater demand, and itmust be constructed in a timely manner so that it is availableas the demand comes on stream. In line with Council policy,developers must fund the bulk of the costs of upgrading theinfrastructure to support the growth. To do this, Council hasreviewed its Development Contributions Policy and will apply itunder the Local Government Act 2002.104THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

TRANSPORTATION NETWORK DEVELOPMENT AND MAINTENANCERoading DesignAssumptionsIn addition to the corporatelevel assumptions outlined atthe beginning of the LTCCP,(particularly in relation to infl ation,increasing contractor rates, andLand Transport New Zealandsubsidies) there are also additionalroading-specifi c assumptions thatapply to this group of activities.A roading project is designedand built in accordance withcurrent industry best practices asdescribed in the Land TransportNZ standards and guidelinesmanual. The roading designercalculates the depth of metalrequired for a new pavementbased on a specifi c engineeringprocess.The structural integrity of theexisting road is assessed throughavailable information or by fi eldinspection and testing. Historyand growth projections areused to assess vehicle usage andtherefore the expected life of theroad.Primary Contribution toCommunity OutcomesThese maintenance and renewalworks continually improve thesafety of the roading network and,over time, should assist in reducingthe incidence and severityof crashes, particularly thoseattributable to road factors.This activity contributes to theCommunity Outcomes Accessible,Active, Green, Sustainable, Thrivingand Safe Waikato.What We Plan To DoFor resurfacing and pavement renewal, target lengths are set annually basedon the results of the modelling from the pavement management system.Priority lists of projects for pavement renewal, seal extension, unsealedupgrades and isolated improvements are developed and managed.Throughout the year projects may be held up and need to be deferred inwhich case the next project on the priority list will come up to take itsplace. Recognising that the state of the network can change throughout theyear, newly identifi ed projects, which are not on the list, are tested withinthe prioritisation systems to see if they should be included in the list andif so, where they rank in terms of priority. If savings are made on projectsit may be possible to bring forward a project that was programmed for afuture year.Structure PlansCouncil is fi nalising structure plans for infrastructure in Tamahere andin Lorenzen Bay at Raglan. The structure plans detail the infrastructurerequired to support the projected growth and the cost to construct it overtime. Development levies to fund this local infrastructure are then appliedto all developments within the specifi c area.In developing the structure plans Council acknowledges that the widercommunity will use parts of the infrastructure, particularly the arterial orthrough roads, and walkways and therefore Council funds these elementsof public good. Over the next three years, Council will develop furtherstructure plans selected from the list below:· Raglan/Te Uku· Matangi/Eureka/Gordonton/Tauwhare/balance of Tamahere· Kainui/Te Kowhai/Whatawhata/Horotiu· Te Kauwhata· Maramarua· Waikato Western HillsOperating MaintenancePavement and Drainage Maintenance and Kerb & Channel2006/07$ 2007/08$ 2008/09$Pavement and drainage maintenance 3,450,000 3,570,000 3,650,000District wide kerb and channel 163,000 167,000 118,000District wide capital major drainage 220,000 179,000 236,000THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 105

Transportation Network Development andMaintenance continuedWhat We Plan To Do continuedCarriageway Resurfacing and Pavement Renewal2006/07$ 2007/08$ 2008/09$120km per annum reseal 2,765,000 2,835,000 2,900,00012km per annum area wide treatment(AWT)3,885,000 3,976,000 3,789,000Road reconstruction 804,000 872,000Thin asphalt surfacing 102,000 105,000 107,000Area Wide Treatment (AWT)Area wide treatment in 2006/07 to 2008/09 will be selected from thefollowing:Blackett Road Lumsden Road Tahuna RoadBow Street North And South Manukau Road Tainui RoadCollie Road Matahuru Road Tauwhare RoadGlen Murray Road Monument Road Te Akau RoadGordonton Road Newell Road Te Kowhai RoadHautapu Road Okaeria Road Te Ohaki RoadHerschel Street Orini Road Waikokowai RoadHetherington Road Princess Street Rotary Waingaro RoadHighway 22 Riverview Road Webb StreetHolland Road Rotowaro Road Whitikahu RoadHorotiu Road Rutherfurd Road Woodland RoadLee Martin RoadReconstructionOver the next three years, Council plans to undertake reconstruction onPiako Road in 2006/07 at a cost of $804,000 and Riverview and WaverleyRoads in 2007/08 at a cost of $872,000.106THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

TRANSPORTATION NETWORK DEVELOPMENT AND MAINTENANCEWhat We Plan To Do continuedUnsealed Roads2006/07$ 2007/08$ 2008/09$Cost of seal extension 3,340,000 2,720,000 3,280,000Length of seal extension 9.3 km 7.3 km 7.5 kmUnsealed upgrades 838,000 844,000 1,200,000Isolated improvements on rural unsealedroads538,000 481,000 552,000The following is a list of roads scheduled for seal extension in 2006/07:Bell Road Horahora Road Rayner RoadCarter Road Maungatawhiri Road Tregoweth LaneDriver Road Ohautira Road Waitetuna Valley RoadSeal extension in 2007/08 and 2008/09 will be selected from the following:Karakariki Road Ohautira Road Dixon RoadMahuta Station Road Valintine Road Maungatawhiri RoadWaitetuna Valley Road Nicholls Road Williamson RoadRuapuke Road Pond Road Te Hutawai RoadTikotiko RoadTe Papatapu RoadUnsealed UpgradesUnsealed upgrades in 2006/07 to 2008/09 will be selected from the following:Kawhia Road Ormsby Road Te Papatapu RoadMangiti Road Ruakiwi Road Waimai Valley RoadMatira RoadStructure Plans2006/07$2007/08$2008/09$Structure PlanningWhich includes Structure Plans for thefollowing areas:4,615,0001,658,00002,018,000- Raglan/Lorenzen Bay- Tamahere- Other growth areas3,146,0001,470,000353,000990,000315,000360,0001,013,000645,000THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 107

Land TransportProgrammeTransportation Network Development andMaintenance continuedThese activities assist economicdevelopment by ensuring thereliability of the roading network,which in turn supports commerceand social interaction.The activities assist personal safetyand personal security, improveaccess and mobility particularly toremote rural areas, and contributeto the protection and promotionof public health where walkingtracks are provided.Implementation of the structureplans in growth areas createsthe opportunity to fully upgradesections of the infrastructure,or construct completely newassets, providing Council withthe opportunity to meet thevision of providing an affordable,integrated, safe, responsive andsustainable transport system.Hence this activity contributesto the objectives of assistingeconomic growth, assisting safetyand personal security, improvingaccess and mobility, promotingand protecting public health,and ensuring environmentalsustainability.Where We Want To GoCouncil continues to aim to manage its roading network in a manner thatmaximises Council’s investment in its infrastructure while maintaining a safeand appropriate level of service to the public.Council aims to have structure plans in place for all growth areas to ensurethat the transportation network and other infrastructure can be fundedand provided, such that growth throughout the district is sustainable.108THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

TRANSPORTATION NETWORK DEVELOPMENT AND MAINTENANCEHow will we know we are on trackService Level Checking Progress Target 2006/7to 2008/9An annual increase in the community’sperception of and satisfaction with theWaikato district roads overall.Roading assets are maintained in aserviceable and safe state. The numberof requests is monitored over time andthe analysis of them is used as a basis forcontinuous improvement.Results of the Annual Satisfaction Surveyare monitored and there is an increasingtrend in the percentage of respondentsrating roads overall as satisfactory (63%in 2005).All complaints (as recorded in Council’scustomer request management system)are monitored and are respondedto within 24 hours of receipt andany appropriate repair works areprogrammed and undertaken promptly.64% increasingto 66% by2008/09100%Target 2009/10to 2015/1667% increasingto 73% by2015/16√The number and nature of requestsis monitored over time and analysedto form a basis to target continuousimprovement.Declining trendin number ofcomplaints√Sealed roads are scheduled forresurfacing in a timely manner (prior toa deterioration of waterproofing, andability to provide skid resistance).On average 120km of sealed roads areresurfaced each year; as supported bythe pavement management system.120 km averageper year√Sealed roads are scheduled forpavement renewal in a timely manner(at the point where renewal hasgreater cost benefits than continuedmaintenance).On average 12km of sealed roads arerenewed each year; as supported by thepavement management system.12 km averageper year√Contracts for projects are completed inaccordance with the specifications.Contracts are regularly monitored forperformance and any non-performanceis addressed promptly by the contractorand particularly within the specificationsof the contract documents.100%compliancewith contractconditions√Seal extension works constructed tocurrent industry standards, and arecompleted to approved budgets andtimeframes.Safety audits are completed on aselection of projects and any issuesidentified are appropriately addressed.Seal extension projects are completedto agreed budgets and timeframes.Safety auditscompleted100%√√Council will develop and implementStructure Plans in identified growthareas.Structure plans are developed for:- Raglan/Te Uku- Matangi/Eureka/Gordonton/- Tauwhare/balance of Tamahere- Kainui/Te Kowhai/Whatawhata/Horotiu- Te Kauwhata- Maramarua- Waikato Western HillsAt least twostructure plansare completedeach year√ or as agreedby CouncilTHE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 109

Passenger TransportOverview of the ActivityCouncil contributes funding to busservices that operate within thedistrict. The administration of theseservices is carried out by EnvironmentWaikato. The government, throughLand Transport New Zealand,provides a subsidy on the operationof approved services. School bus runsare not part of this activity.Council aims to support andencourage services where thecommunity signals a need for them,where they will be supported bypatronage, and where they can beprovided at reasonable cost.The management of service levelsfor the actual bus service lies withEnvironment Waikato.The services currently supportedinclude:· Hamilton to Huntly service· Huntly internal service· Meremere to Pukekohe service· Raglan to Hamilton serviceCouncil also maintains and providesbus stops and some bus shelters forthese services.Primary Contribution to Community OutcomesThis activity contributes towards achieving the Community OutcomeAccessible Waikato.Land Transport ProgrammeThis activity contributes to the objectives of improving access and mobilityparticularly for those who do not own a car. Council is exploring additionalrural services where they prove to be affordable.By promoting passenger transport Council enhances the environment,providing an alternative to the car, and promotes public health aspassengers generally walk to and from the bus stops.What We Plan To DoCouncil intends to maintain the four existing bus routes. Council willalso investigate additional rural services.Project 2006/07$ 2007/08$ 2008/09$Huntly internal passenger transport 10,000 10,000 10,000Huntly to Hamilton passenger transport 97,000 100,000 102,000Meremere to Pukekohe passenger transport 2000 2000 2000Raglan to Hamilton passenger transport 40,000 41,000 42,000Investigation & implementation of newservices5,000 5,000 5,000New bus shelters 10,000 10,000 11,000Where We Want To GoCouncil supports the provision of public transport as a means to limitcongestion, provide an alternative to cars, and provide transport optionsfor those who may not have access to a private motor vehicle.Over time Council would like to see an increase in the number of busroutes supported, and be able to show a rising trend in patronage numbers.How will we know we are on trackService Level Checking Progress Target 2006/7to 2008/9The Council supports all well-patronisedpassenger transport services as identifiedand managed by Environment Waikato(EW).110THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016The WDC Passenger Transport fundingagreement with EW is reviewedannually.Passenger numbers are monitoredthroughout the year.Annual ReviewMonitoringthroughout theyearTarget 2009/10to 2015/16√√

RegulatoryOverview of the ActivityThe major regulatory activities inregards to transportation include:· Issuing of resource consents(related to transport)· Parking enforcement· Bylaws enforcement· Management of road openings· Rural fi re control administration· Rural (RAPID) and urbannumberingIssuing of resource consentsCouncil has statutory requirementson the District Plan and the ResourceManagement Act to process resourceconsents.ParkingCouncil has parking time restrictionsin Huntly, Ngaruawahia and Raglan.An enforcement offi cer is on dutyfrequently but randomly in each ofthese towns to ensure that cars donot over-stay. A time limit on parkingencourages short stays and increasesthe chances of other shoppers andvisitors to the towns being able tofi nd a park easily and conveniently.Bylaws AdministrationCouncil has several bylaws relatedto transport activities including theLivestock Movement Bylaw thatmust be administered and enforcedin accordance with the relevantlegislation.Road OpeningsCouncil has a requirement under the Local Government Act to manage peopleworking on the road, particularly utility network operators working within theroad reserve. The objectives of managing road openings are to ensure that peopleworking in the road do so safely and do not present a hazard to the public orother road user, and that Council assets are reinstated properly on completion ofany works.Rural Fire Control AdministrationCouncil provides a fi re control service outside the urban fi re districts toenable a quick response to be made to rural fi res. This is achieved throughco-operation with the New Zealand Fire Service and the use of Council andcontractor resources. A District Fire Plan is updated annually, which details theresponsibilities, resources and procedures that are used to meet these objectives.Primary Contribution to Community OutcomesThis activity contributes to the Community Outcomes Accessible, Thrivingand Safe Waikato.Land Transport ProgrammeThese activities assist economic development by ensuring vested assets areof a robust standard and through maintaining good traffi c fl ow particularlyduring road works. Safety and personal security are assisted through traffi cmanagement of works and by providing rural fi re protection. Environmentalsustainability is also assisted.What We Plan To DoCouncil continues to manage regulatory activities in accordance withlegislative requirements.Where We Want To GoCouncil aims to manage regulatory activities in a positive manner educatingand negotiating with stakeholders to comply with legislation rather thanthrough rigid enforcement.How will we know we are on trackService Level Checking Progress Target 2006/7to 2008/9Target 2009/10to 2015/16Roading-related resource consents are Legislated processing times are met. 100% √issued in accordance with legislativerequirements.Parking enforcement patrols are carried out Average patrolling hours are reported100% √as follows:on a monthly basis, showing:- Not less than 12 hours per month inNgaruawahia and Huntly and,- Not less than 12 hours per monthin Ngaruawahia and Huntly and,- Not less than eight hours per month inRaglan.- Not less than eight hours permonth in RaglanRural Fire - Council fulfils the requirementsof the Waikato District Council Fire Plan– October 2005 to September 2007.The Fire Plan obtains a favourable auditfrom the National Rural Fire Authority(NRFA) every five years. Any issuesraised by the NRFA during the audit orat any time are addressed promptly.Favourable auditresult√Adequate response time to notification ofrural fires.Rural fires are responded to withinone hour of notification by a Rural FireOfficer.100%THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 111√

ESTIMATED EXPENSES AND REVENUE STATEMENT - TRANSPORTATION SERVICESEstimated Expenses and Revenue Statement - Transportation ServicesA forecast for the 10 years ending 30 June 2016ActivityExpenditure2006/07$000’s2007/08$000’s2008/09$000’s2009/10$000’s2010/11$000’s2011/12$000’s2012/13$000’s2013/14$000’s2014/15$000’s2015/16$000’sBridges 856 865 931 947 959 1,022 1,031 1,126 1,178 1,182CorridorMaintenance2,543 2,637 2,718 2,902 2,964 2,742 2,797 2,803 2,864 2,915Footpaths 664 675 736 746 757 818 830 841 896 908Passenger Transport 166 170 174 178 182 185 194 191 194 196Regulatory 477 487 500 510 520 530 542 547 557 559Road Safety 87 88 90 92 94 96 98 99 101 101Transport NetworkAdministrationTransport NetworkDevelopment &MaintenanceLess:2,877 2,937 2,994 2,983 3,176 3,315 3,404 3,476 3,614 3,8617,808 8,672 9,561 10,161 10,477 11,643 12,389 13,175 14,620 15,42915,478 16,531 17,704 18,519 19,129 20,351 21,285 22,258 24,024 25,151Internal Interest 103 197 179 158 279 388 491 644 715 769ActivityExpenditureActivity Revenue15,375 16,334 17,525 18,361 18,850 19,963 20,794 21,614 23,309 24,382Fees/Other Income 283 298 294 731 445 1,646 1,730 1,224 1,304 1,402FinancialContributions3,690 3,726 3,759 3,792 3,821 3,850 3,874 3,898 3,918 3,940Grants/Subsidies 9,684 9,841 9,914 11,014 12,071 12,348 13,928 12,886 13,208 12,704Less:13,657 13,865 13,967 15,537 16,337 17,844 19,532 18,008 18,430 18,046Internal Interest 50 50 50 50 50 50 50 50 50 50Activity Revenue 13,607 13,815 13,917 15,487 16,287 17,794 19,482 17,958 18,380 17,996Activity Surplus/(Deficit)Activity Surplus/(Deficit) fundedby(1,768) (2,519) (3,608) (2,874) (2,563) (2,169) (1,312) (3,656) (4,929) (6,386)Council Reserves (3,468) 86 111 138 167 219 244 270 297 327General Rate (6,544) (10,783) (11,867) (12,620) (13,041) (14,106) (14,827) (15,618) (17,244) (18,299)Income Applied toCapital Works8,244 8,178 8,148 9,608 10,311 11,718 13,271 11,692 12,018 11,586(1,768) (2,519) (3,608) (2,874) (2,563) (2,169) (1,312) (3,656) (4,929) (6,386)112 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

ESTIMATED CAPITAL FUNDING REQUIREMENTS - TRANSPORTATION SERVICESEstimated Capital Funding Requirements - Transportation ServicesA forecast for the 10 years ending 30 June 2016Capital Expenditure2006/07$000’s2007/08$000’s2008/09$000’s2009/10$000’s2010/11$000’s2011/12$000’s2012/13$000’s2013/14$000’s2014/15$000’s2015/16$000’sGrowth 4,836 1,837 2,254 2,338 2,382 2,405 2,443 2,479 2,511 2,544Level of Service 5,441 5,038 5,635 8,226 8,013 9,861 13,617 11,051 12,450 12,318Renewal 9,269 9,331 9,415 8,978 10,671 10,991 10,987 11,403 11,586 11,479Loan Repayments(internal and external)Total Capital FundingRequirementsFunded By19,546 16,206 17,304 19,542 21,066 23,257 27,047 24,933 26,547 26,3411,502 1,645 1,782 2,059 1,873 2,073 2,038 2,172 2,246 2,10121,048 17,851 19,086 21,601 22,939 25,330 29,085 27,105 28,793 28,442External Loans Raised 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000General Rate 6,076 2,299 2,620 3,136 3,189 3,217 3,789 3,513 3,301 2,570Income Applied to CapitalWorks8,244 8,178 8,148 9,608 10,311 11,718 13,271 11,692 12,018 11,586Internal Loans Raised 0 0 0 0 0 0 880 0 0 0Replacement Reserves 4,728 5,374 6,318 6,857 7,439 8,395 9,145 9,900 11,474 12,28621,048 17,851 19,086 21,601 22,939 25,330 29,085 27,105 28,793 28,442THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 113

Council Controlled OrganisationsThe Council operates three CouncilControlled Organisations (CCOs).These organisations independentlymanage facilities and deliver services.The following information explainswhat the organisations do and howtheir performance is measured.Council sought feedback fromthe community on our continuedinvolvement in the WaikatoRegional Airport Limited and TanlawCorporation. Council resolved tocontinue our shareholding in bothorganisations.Tanlaw Corporation LimitedWhy does it exist?Tanlaw Corporation was established in 1992 as a wholly owned LocalAuthority Trading Enterprise. Council wished to separate the developmentof its work programme and planning from the physical works. Tanlaw wasestablished to achieve this and to operate as a profi table business for thebenefi ts of the Council, and ultimately Waikato district ratepayers. TheCouncil holds shares in this organisation as this operation provides roadingand related services, which are seen as being part of the core business ofCouncil.Since its formation, the company has traded profi tably and providedsignifi cant dividends which supplement Council’s income.Tanlaw provides services to Council and a number of other clients.The relationship between Council and Tanlaw is arms’ length and most ofthe work is fully contestable through the tender process.What does it do?Tanlaw’s core business is civil engineering, road construction andmaintenance, quarry operations and any associated business.Performance measures 06/07 07/08 08/09Ratio of consolidated shareholder’s fundsto total assetsNet profit after tax as a % of averageshareholder’s funds55% 55% 55%7% 7% 7%Debt / equity ratio 20:80 20:80 20:80Interest coverage 2:1 2:1 2:1114THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

COUNCIL CONTROLLED ORGANISATIONSWaikato Regional Airport LimitedWhy does it exist?In December 1995, the Council, along with four other local authorities,purchased the Crown’s 50% shareholding in the Waikato Regional AirportLtd. The purchase increased Council’s shareholding to 15.625%. Councilconsiders that the airport is a signifi cant infrastructural asset for the regionand is important for economic growth and development. For this reason,the Council has elected to retain its shareholding. In addition, the LocalGovernment Act defi nes shareholding in an airport as a strategic asset.What does it do?The company’s objectives are to provide affordable, reliable and safe accessto the air transport system and to enhance the economic development ofthe Waikato region on a commercially sound basis.Performance measures* 2006/07 2007/08 2008/09Net profit after tax as a % of averageshareholders funds1.58% 2.05% 2.87%Debt/Equity ratio 53:47 52:48 44:56Net profit after tax to total assets 0.74% 0.98% 1.50%Net profit before tax/interest to averageshareholder’s funds21.70% 22.93% 20.77%* These performance measures have been taken from the Waikato Regional Airport’sStatement of Intent 2006/07.A development plan and commercial area development plan have beenagreed to by the Councils that have an ownership in the airport. A publicconsultation process has been completed.These plans mean additional borrowing by the airport of $12.1 million (inaddition to the existing loans of $9.5 million). This loan is being met byuncalled capital of $21.6 million. Waikato District Council’s share of thisuncalled capital is $3,375,000 (this represents a liability to pay should theairport default on loan payments).These plans have resulted in budgeted operating losses in the 2006/07,2007/08, 2008/09 and 2009/10 years.The shareholders have also committed to provide a further $2,000,000 byway of loan or uncalled capital in 2007 if required for the development ofthe airport. Council’s portion is $312,500.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 115

Council Controlled Organisations continuedLocal Authority Shared Services LimitedLocal authorities of the Waikato Region haveestablished Local Authority Shared Services (LASS)Ltd as a Council Controlled Organisation by way ofa company, in which each local authority will have asingle share. This company will be used as an umbrellafor future development of shared services through theregion. The company was established during 2005/06.LASS Ltd is jointly owned by the 13 local authoritiesof the region, being Waikato Regional Council(Environment Waikato), Hamilton City Council, FranklinDistrict Council, Hauraki District Council, Matamata-Piako District Council, Otorohanga District Council,Rotorua District Council, South Waikato DistrictCouncil, Taupo District Council, Thames-CoromandelDistrict Council, Waikato District Council, WaipaDistrict Council and Waitomo District Council.Why does it exist?The local authorities of the Waikato Region haveworked closely together over a number of years onmutually benefi cial joint projects. These projects havedemonstrated the benefi ts that can be gained both interms of outcomes achieved and reduction in costs tothe community.The Councils believe that the company will generatesavings through economies of scale and throughadditional purchasing power and the ability to recovercosts.What does it do?There are a number of services provided by localauthorities, particularly in respect of informationcollection and management, where improved servicesat lower aggregate cost can be achieved by havinga number of authorities participate in purchase ordevelopment of the infrastructure for the service, andongoing operation of it. Historically, the above havebeen addressed by one Council developing the serviceand sharing it with others on an agreed basis.Performance measuresThe initial performance measures shown below arebest estimates and will be reviewed on a year-byyearbasis to ensure that the products being offeredcontinue to provide state of the art and cost effectiveprocesses for the shareholders.The Performance Targets are that:- All products are to be fully costed includingdevelopment costs and to be recovered by way ofrevenue over a maximum of a fi ve-year period.- The company will enter into long term contractsof at least three years’ duration with each ofthe participating parties in relationship to anyproduct development so as to ensure the costsof development are spread equitably between thepartners and over a realistic time frame.- Guarantees will be obtained from the participatingparties to provide for the capital and cashrequirements of the organisation and to ensure that,based on prevailing interest rates, the cost of thedevelopment of new products is covered.- A positive cash fl ow will be maintained such that theequity ratio is maintained at least 40%.- Customers will be surveyed annually to ensure thatthere is at least a 90 percent satisfaction with theservices being provided.116THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

Forecast FinancialInformationStatement of Prospective Financial Performance 118Statement of Reconciliation 119Statement of Prospective Movements in Equity 120Statement of Prospective Financial Position 121Statement of Prospective Cash Flows 122Statement of Estimated Expenses and Revenue Statement 123Statement of Estimated Capital Funding Requirements Statement 124Statement of Accounting Policies 126Funding Impact Statement 135THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 117

STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCEStatement of Prospective Financial PerformanceA forecast for the 10 years ending 30 June 20162005/06$000’s2006/07$000’s2007/08$000’s2008/09$000’s2009/10$000’s2010/11$000’s2011/12$000’s2012/13$000’s2013/14$000’s2014/15$000’s2015/16$000’s(Estimated)OperatingRevenue28,927 Rates 31,582 34,261 36,549 38,378 40,250 42,354 43,987 45,606 47,379 48,6681,113 Investment Income 1,355 1,405 1,344 1,587 1,527 1,598 1,782 1,855 2,114 2,4348,188 Activity Revenue(Note 1)7,430 5,680 5,777 6,436 6,165 7,139 7,587 7,992 8,039 7,4779,231 Contributions 7,521 5,316 5,502 5,113 5,142 5,171 5,196 5,246 5,306 5,3289,742 Subsidies 11,201 12,004 10,566 13,511 12,157 12,436 14,016 12,975 13,298 12,79557,201 59,089 58,666 59,738 65,025 65,241 68,698 72,568 73,674 76,136 76,702OperatingExpenditure135 Audit Fees 88 91 134 85 87 144 91 93 152 968,337 Depreciation 8,431 9,484 11,004 11,795 12,290 13,702 14,763 15,682 17,818 18,6569,240 Employee Benefits 10,836 11,231 11,476 11,834 12,205 12,525 12,853 13,200 13,476 13,772210 Finance Costs 970 1,201 1,227 1,182 965 856 682 534 402 285412 Rates Remissions 329 354 381 408 425 443 454 464 474 48419,469 Other DirectOperating Costs19,456 20,297 20,532 20,887 21,600 22,066 22,217 22,690 22,833 23,62137,803 40,110 42,658 44,754 46,191 47,572 49,736 51,060 52,663 55,155 56,91419,398 OperatingSurplus (Deficit) 18,979 16,008 14,984 18,834 17,669 18,962 21,508 21,011 20,981 19,788Note 1: All income from investment properties is rental and included in Activity Revenue.118 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

RECONCILIATION STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCEReconciliation Statement of Prospective Financial Performancewith Estimated Expenses and Revenue StatementsRevenue2006/07$000’s2007/08$000’s2008/09$000’sStatement of Prospective Financial Performance 59,089 58,666 59,738Consolidated Expenses and Revenue Statement 32,614 30,346 29,631Difference 26,475 28,320 30,107The difference is due to the following revenue items:Investment Income 1,355 1,404 1,344Penalties 555 568 589Asset Revaluation 135 - -General Rate 24,430 26,348 28,17426,475 28,320 30,107ExpenditureStatement of Prospective Financial Performance 40,110 42,658 44,754Consolidated Expenses and Revenue Statement 39,717 42,219 44,227Difference 393 439 527The difference is due to the following expenditure items:Rate Remissions 331 359 388Finance Costs 30 29 27Penalty Remissions 80 82 85Asset Revaluation - 16 64Landfill Provision -48 -47 -37393 439 527The difference is due to the above items being included in the Statement of Prospective FinancialPerformance but not in the Consolidated Cost of Service Statements.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 119

STATEMENT OF PROSPECTIVE MOVEMENTS IN EQUITYStatement of Prospective Movements in EquityA forecast for the 10 years ending 30 June 20162005/06$000’s2006/07$000’s2007/08$000’s2008/09$000’s2009/10$000’s2010/11$000’s2011/12$000’s2012/13$000’s2013/14$000’s2014/15$000’s2015/16$000’s(Estimated)621,864 Equity at Start of Year 688,589 707,568 723,576 773,376 792,210 809,879 908,312 929,820 950,831 1,112,82047,327 Asset Revaluation 0 0 34,816 0 0 79,471 0 0 141,008 019,398 Net Surplus for the Year 18,979 16,008 14,984 18,834 17,669 18,962 21,508 21,011 20,981 19,78866,725 Total Recognised Revenue andExpenses18,979 16,008 49,800 18,834 17,669 98,433 21,508 21,011 161,989 19,788688,589 Equity at End of Year 707,568 723,576 773,376 792,210 809,879 908,312 929,820 950,831 1,112,820 1,132,608120 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

STATEMENT OF PROSPECTIVE FINANCIAL POSITIONStatement of Prospective Financial PositionA forecast for the 10 years ending 30 June 20162005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16$000’s $000’s $000’s $000’s $000’s $000’s $000’s $000’s $000’s $000’s $000’s(Estimated)ASSETSCurrent Assets2,747 Cash and Cash Equivalents 2,392 3,238 2,224 6,146 6,600 6,951 7,648 10,839 15,677 21,3516,686 Trade and other Receivables 6,764 7,029 7,484 8,038 8,448 9,057 9,582 10,040 10,462 10,68788 Financial Assets 94 75 79 84 89 94 50 35 - -Investments9,521 Total Current Assets 9,250 10,342 9,787 14,268 15,137 16,102 17,280 20,914 26,139 32,038Non-current Assets3,586 Financial Assets 3,493 3,418 3,340 3,257 3,170 3,076 3,026 2,990 2,990 2,9914,180 Investment Properties 4,302 4,420 4,533 4,638 4,735 4,827 4,912 4,983 5,059 5,0591,397 Intangible Assets 1,397 1,397 1,397 1,397 1,397 1,397 1,397 1,397 1,397 1,397686,028 Property, Plant and Equipment 715,727 730,948 780,762 792,332 806,877 902,183 920,626 936,310 1,091,541 1,104,417695,191 Total Non-current Assets 724,919 740,183 790,032 801,624 816,179 911,483 929,961 945,680 1,100,987 1,113,864704,712 TOTAL ASSETS 734,169 750,525 799,819 815,892 831,316 927,585 947,241 966,594 1,127,126 1,145,902LIABILITIESCurrent Liabilities6,948 Trade and Other Payables 6,950 7,014 7,077 7,151 7,227 7,317 7,380 7,451 7,506 7,56240 Employee Entitlements Provision 25 27 27 28 28 29 29 30 30 311,733 Financial Liabilities 2,409 2,585 2,841 2,336 2,271 1,920 1,739 1,526 1,073 08,721 Total Current Liabilities 9,384 9,626 9,945 9,515 9,526 9,266 9,148 9,007 8,609 7,593Non-current Liabilities7,081 Financial Liabilities 16,905 17,020 16,196 13,867 11,610 9,706 7,973 6,458 5,401 5,408131 Employee Entitlement Provisions (Retire) 141 151 161 171 181 191 201 211 221 231190 Landfill Aftercare Provision 171 152 141 129 120 110 99 87 75 627,402 Total Non-current Liabilities 17,217 17,323 16,498 14,167 11,911 10,007 8,273 6,756 5,697 5,70116,123 TOTAL LIABILITIES 26,601 26,949 26,443 23,682 21,437 19,273 17,421 15,763 14,306 13,294688,589 NET ASSETS 707,568 723,576 773,376 792,210 809,879 908,312 929,820 950,831 1,112,820 1,132,608EQUITY421,707 Accumulated Balance 447,900 462,530 476,295 489,210 503,654 520,420 537,790 554,407 569,709 583,08616 Restricted Reserves 16 16 16 16 16 16 16 16 16 167,129 Council Created Reserves -85 1,293 2,512 8,431 11,656 13,852 17,990 22,384 28,063 34,474259,737 Asset Revaluation Reserves 259,737 259,737 294,553 294,553 294,553 374,024 374,024 374,024 515,032 515,032688,589 TOTAL EQUITY 707,568 723,576 773,376 792,210 809,879 908,312 929,820 950,831 1,112,820 1,132,608THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 121

STATEMENT OF PROSPECTIVE CASH FLOWSStatement of Prospective Cash FlowsA forecast for the 10 years ending 30 June 20162005/06$000’s(Estimated)2006/07$000’s2007/08$000’s2008/09$000’sCash Flows from Operating ActivitiesCash will be provided from:28,729 Rates 31,808 33,726 36,072 37,989 39,878 41,945 43,637 45,282 47,032 48,3869,742 Subidies 11,201 12,004 10,566 13,511 12,157 12,436 14,016 12,975 13,298 12,7959,231 Contributions 7,521 5,316 5,502 5,113 5,142 5,171 5,196 5,246 5,306 5,3286,960 Activity Revenue 7,135 5,980 5,850 6,333 6,173 7,007 7,471 7,909 8,011 7,559970 Interest and dividends Received 1,380 1,283 1,226 1,474 1,422 1,501 1,690 1,770 2,043 2,35855,632 59,045 58,309 59,216 64,420 64,772 68,060 72,010 73,182 75,690 76,426Cash will be applied to:19,402 Payments to Suppliers 20,076 20,909 21,234 21,564 22,280 22,830 22,959 23,429 23,656 24,3769,107 Payments to Employees 10,686 11,065 11,308 11,669 12,036 12,354 12,682 13,027 13,302 13,597178 Finance Costs 948 1,172 1,197 1,152 935 827 653 506 373 25628,687 31,710 33,146 33,739 34,385 35,251 36,011 36,294 36,962 37,331 38,229Net Cash Inflow (Outflow) from26,945 Operating Activities 27,335 25,163 25,477 30,035 29,521 32,049 35,716 36,220 38,359 38,197Cash Flows from Investing ActivitiesCash will be provided from:2,787 Sale of Property, Plant and Equipment323 348 177 137 117 186 260 120 190 187NOTE 175 Loans Repayment from External Parties 88 94 75 79 84 89 94 50 35 02,862 411 442 252 216 201 275 354 170 225 187Cash will be applied to:46,300 Purchase of Property, Plant and38,594 25,037 26,158 23,488 26,932 29,702 33,453 31,460 32,220 31,637Equipment NOTE 1175 Loans to External Parties 0 0 0 0 0 0 0 0 0 046,475 38,594 25,037 26,158 23,488 26,932 29,702 33,453 31,460 32,220 31,637Net Cash Inflow (Outflow) from(43,613) Investing Activities (38,183) (24,595) (25,906) (23,272) (26,731) (29,427) (33,099) (31,290) (31,995) (31,450)Cash Flows from Financing ActivitiesCash will be provided from:8,990 Loans Raised 12,226 2,687 2,000 0 0 0 0 0 0 0Cash will be applied to:201 Repayment of Loans 1,733 2,409 2,585 2,841 2,336 2,271 1,920 1,739 1,526 1,073Net Cash Inflow (Outflow) from8,789 Financing Activities 10,493 278 (585) (2,841) (2,336) (2,271) (1,920) (1,739) (1,526) (1,073)(7,879) Net Increase (Decrease) in Cash Held (355) 846 (1,014) 3,922 454 351 697 3,191 4,838 5,67410,626 Add Cash at Start of Year 2,747 2,392 3,238 2,224 6,146 6,600 6,951 7,648 10,839 15,6772,747 Balance of Cash at End of Year 2,392 3,238 2,224 6,146 6,600 6,951 7,648 10,839 15,677 21,3512009/10$000’s2010/11$000’s2011/12$000’s2012/13$000’s2013/14$000’s2014/15$000’s2015/16$000’sNOTE 1 The purchase and sale of Property, Plant and Equipment includes computer equipment, plant and furniture purchased through the Plant and Information Services departments.The income and expense have already been allocated across all Council activities within the Estimated Expense and Revenue Statements.122 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

CONSOLIDATED ESTIMATED EXPENSES AND REVENUE STATEMENTEstimated Expenses and Revenue StatementA forecast for the 10 years ending 30 June 2016Activity Expenditure2006/07000’s2007/08000’s2008/09000’s2009/10000’s2010/11000’s2011/12000’s2012/13000’s2013/14000’s2014/15000’s2015/16000’sCommunity Assets 12,964 13,883 14,749 15,334 15,557 16,225 16,519 16,879 17,525 17,802Corporate Services 3,169 3,725 3,509 3,621 3,724 3,867 3,960 4,039 3,834 4,136Corporate and Council Leadership 4,071 4,097 4,294 4,285 4,463 4,439 4,402 4,561 4,685 4,766Environmental Services 4,523 4,689 4,707 4,802 4,946 5,042 5,151 5,259 5,346 5,363Transportation Services 15,478 16,531 17,704 18,519 19,129 20,351 21,285 22,258 24,024 25,151Less:40,205 42,925 44,963 46,561 47,819 49,924 51,317 52,996 55,414 57,218Internal Interest 488 706 736 765 709 724 735 866 862 864Activity Expenditure 39,717 42,219 44,227 45,796 47,110 49,200 50,582 52,130 54,552 56,354Activity RevenueCommunity Assets 13,143 11,902 11,113 13,098 11,177 11,652 12,137 13,524 14,159 13,954Corporate Services 2,972 2,054 2,060 2,135 2,183 1,978 2,208 2,267 2,309 2,335Corporate and Council Leadership 580 88 30 30 93 30 30 97 30 30Environmental Services 2,632 2,808 2,878 2,884 2,892 2,895 2,899 3,005 3,009 3,018Transportation Services 13,657 13,865 13,967 15,537 16,337 17,844 19,532 18,008 18,430 18,046Less:32,984 30,717 30,048 33,684 32,682 34,399 36,806 36,901 37,937 37,383Internal Interest 370 371 417 491 559 593 662 814 1,021 1,269Activity Revenue 32,614 30,346 29,631 33,193 32,123 33,806 36,144 36,087 36,916 36,114Activity Surplus/(Deficit) (7,103) (11,873) (14,596) (12,603) (14,987) (15,394) (14,438) (16,043) (17,636) (20,240)Activity Surplus/(Deficit)funded byAsset Sales (90) (200) 0 0 0 0 0 0 0 0Council Reserves (2,636) 628 439 423 532 605 650 755 159 (110)General Rate (18,913) (23,622) (25,198) (26,301) (27,236) (29,010) (29,685) (30,742) (32,771) (33,920)Income Applied to Capital Works 11,473 10,913 9,541 10,072 10,732 12,226 13,680 12,865 13,462 11,922Internal Loans Raised 0 (224) 0 0 0 0 0 0 0 0Non Funded Depreciation (88) (109) (131) (135) (143) (157) (166) (167) (152) (165)Targeted Rate Reserves - Capital 2,877 174 119 2,553 218 157 153 198 564 713Targeted Rate Reserves -Operational274 567 634 785 910 785 932 1,048 1,102 1,320(7,103) (11,873) (14,596) (12,603) (14,987) (15,394) (14,438) (16,043) (17,636) (20,240)THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 123

CONSOLIDATED ESTIMATED CAPITAL FUNDING REQUIREMENTSConsolidated Estimated Capital Funding RequirementsA forecast for the 10 years ending 30 June 20162006/07$000’s2007/08$000’s2008/09$000’s2009/10$000’s2010/11$000’s2011/12$000’s2012/13$000’s2013/14$000’s2014/15$000’s2015/16$000’sCapitalExpenditureGrowth 13,580 7,563 7,843 3,714 3,957 3,653 4,083 4,235 3,647 4,423Level of Service 8,495 5,717 6,109 8,913 8,663 12,045 15,486 12,494 14,131 12,894Renewal 15,315 10,679 10,898 9,869 13,396 12,843 12,328 12,537 13,149 13,07437,390 23,959 24,850 22,496 26,016 28,541 31,897 29,266 30,927 30,391LoanRepayments(internal andexternal)Total CapitalFundingRequirements1,647 2,316 2,635 3,246 2,913 3,034 2,628 2,876 2,888 2,37339,037 26,275 27,485 25,742 28,929 31,575 34,525 32,142 33,815 32,764Funded ByAsset Sales 455 0 0 0 0 0 0 0 0 0Council Reserves 2,526 1,797 1,808 397 1,010 997 458 524 256 453External LoansRaised4,670 2,687 2,000 2,000 2,922 2,000 2,000 2,000 2,000 2,000General Rate 6,196 2,504 2,810 3,237 3,456 3,312 3,890 3,977 3,341 3,121Income Applied toCapital WorksInternal LoansRaisedReplacementReservesTargeted RateReserves - CapitalTargeted RateReserves -Operational11,473 10,913 9,541 10,072 10,732 12,226 13,680 12,865 13,462 11,9220 0 1,925 0 0 0 1,643 0 0 07,570 7,870 8,939 9,661 10,220 12,082 11,954 12,274 14,089 14,7594,790 42 65 0 18 234 145 30 48 241,357 462 397 375 571 724 755 472 619 48539,037 26,275 27,485 25,742 28,929 31,575 34,525 32,142 33,815 32,764124 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 125

STATEMENT OF ACCOUNTING POLICIESStatement of Accounting PoliciesReporting EntityWaikato District Council is a territorial authority governedby the Local Government Act 2002 (LGA 2002). It hasdesignated itself, for the purposes of complying withGenerally Accepted Accounting Practice in New Zealand(NZ GAAP), as a Public Benefit Entity. Waikato DistrictCouncil has full ownership of Tanlaw Corporation Limited,a Council Controlled Trading Organisation in terms of theLGA 2002.Measurement BasisThe financial statements have been prepared in accordancewith generally accepted accounting practice in NewZealand and the requirements of the LGA 2002. Thefi nancial statements are prepared under the historical costbasis, except for available-for-sale financial assets, financialassets and liabilities, certain classes of property, plantand equipment and investment property that have beenmeasured at fair value.The financial statements are presented in New Zealanddollars and all values are rounded to the nearest thousanddollars ($000).Accounting PoliciesThe accounting policies set out below have been appliedconsistently to all periods presented in the financialstatements and in the preparation of the opening NewZealand equivalents to International Financial ReportingStandards (NZ IFRS) balance sheet. The financialstatements incorporated in the Long-Term CouncilCommunity Plan have been prepared in compliance withNZ FRS-42; Prospective Financial Statements. This set offi nancial statements has been prepared based on NZ IFRSand opening balances for the year ended 30 June 2006estimates have been restated accordingly.Basis of ConsolidationCouncil has not consolidated the prospective financialstatements to include its subsidiary Tanlaw CorporationLimited because Council believes the consolidation doesnot enhance the understanding of Council’s core activitiesand services.Goods and Services Tax (GST)All items in the financial statements are exclusive of GSTwith the exception of Accounts Receivable and AccountsPayable which are stated with GST included. When GST isnot recoverable as an input tax, it is recognised as part ofthe related asset or expense.Revenue RecognitionRevenue is recognised when it is probable that economicbenefi ts will fl ow to Council and when the amount ofrevenue can be measured reliably. Revenue is measured atthe fair value of the consideration received or receivableand represents amounts receivable for goods or servicesin the normal course of business, net of discounts and salesrelated taxes.· Rate revenue is recognised when levied.· Water billing revenue is recognised on an accrual basis.Unbilled sales, as a result of unread meters at balancesheet date, are accrued on an average usage basis.· Fees and charges are recognised as revenue when theobligation to pay arises or, in the case of licence fees,upon renewal of the licence.· Transfund New Zealand roading subsidies arerecognised as revenue when conditions pertaining toeligible expenditure have been fulfi lled. Other grantsand bequests, and assets vested in Council – with orwithout conditions – are recognised as revenue whencontrol over the asset is obtained.· Rental income from investment properties is recognisedas revenue on a straight-line basis over the term of thelease.· Contributions to Council for capital works arerecognised in the income statement at the time whensuch contributions are received.· Interests and dividends receivable are recognised on anaccrual basis.EquityEquity is the community’s interest in Council and ismeasured as the difference between total assets and totalliabilities. Public equity is disaggregated and classified intoa number of reserves to enable clearer identifi cation ofthe specifi ed uses that Council makes of its accumulatedsurpluses.The components of equity are:· Accumulated funds· Restricted reserves· Council reserves· Targeted rate reserves· Asset revaluation reserves126 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

STATEMENT OF ACCOUNTING POLICIESReserves are a component of equity generally representinga particular use to which various parts of equity have beenassigned. Reserves may be legally restricted or created byCouncil.Restricted reserves are those reserves subject to specifi cconditions accepted as binding by Council and which maynot be revised by Council without reference to the Courtsor third party. Transfers from these reserves may bemade only for certain specified purposes or when certainspecified conditions are met.Council-created reserves are reserves established byCouncil decisions. Council may alter them withoutreference to any third party or the Courts. Transfers to andfrom these reserves are at the discretion of Council.Trade and Other ReceivablesTrade and other receivables are recorded at fair value,which is the original invoice amount after providing fordebts where collection is doubtful.An estimate for doubtful debts is made when collectionof the full amount is no longer probable. Bad debts arewritten off when identified.Property, Plant and EquipmentProperty, plant and equipment consist of the following:· Operational assets: these include land, buildings,improvements, library books, plant and equipment,furniture, computers, motor vehicles and assets heldunder finance lease.· Restricted Assets: these are parks and reserves ownedby Council which provide a benefit or service to thecommunity, and can only be disposed of after followinga rigorous legal and public consultation process.· Infrastructural Assets: these are the fixed utility systemsowned by Council. Each asset type includes all itemsthat are required for the network to function. Forexample, wastewater reticulation includes reticulationpiping and wastewater pump stations.ValuationLand, buildings and infrastructural assets are shown at fairvalue in Council’s opening New Zealand equivalents toIFRSs balance sheet at 1 July 2005. These will be revaluedon a triennial basis. Other property, plant and equipmentare stated at historical cost less accumulated depreciation.Land (both operational and restricted) and operationalbuildings are valued with reference to their highestand best use by Valuation and Management ServicesLtd (Registered Valuers) as at 1 July 2005. Roadinginfrastructural assets are valued at optimised depreciatedreplacement cost by Beca Valuations Ltd (RegisteredValuers), as at 1 July 2005. Utilities infrastructural assetsare valued at optimised depreciated replacement costby Maunsell Limited (Registered Valuers) as at 1 July2005. Restricted buildings are valued by Maunsell Limited(Registered Valuers) as at 1 July 2005.Any accumulated depreciation at the date of revaluation iseliminated against the gross carrying amount of the assetand the net amount is restated to the revalued amount ofthe asset. Revalued assets must be carried at a value notmaterially different from their fair value.Increases in the carrying amounts arising on revaluation ofan asset class are credited to the asset revaluation reservesfor that class of asset. To the extent that the increasereverses a net revaluation decrease of the same classof assets previously recognised in profit or loss, the netrevaluation increase is first recognised in profit or loss.Decreases in the carrying amounts arising on revaluation ofan asset class are firstly debited to the revaluation reserveof the same class to the extent of any existing creditbalances, subsequent to which are recognised in profi t orloss.AdditionsAll additions are recognised at cost. New infrastructuralassets vested in the Council are valued using the optimiseddepreciated replacement costs.DepreciationLand is not depreciated. Depreciation on other assets iscalculated using the straight-line method to allocate theircosts or revalued amounts, net of their residual values,over their estimated useful lives.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 127

STATEMENT OF ACCOUNTING POLICIESDepreciation rates are:Audio-Visual Materials andElectronic Games – LibrariesUseful Life(Years)DepreciationRate5 20%Buildings 20 - 100 1% - 5%Vehicles 6.6 15%Library Books 8 12.5%Computers 4 25%Office Equipment 3 – 10 10% - 33%Furniture and Fixtures 10 10%Water Treatment 10 – 100 1% - 10%Water Reticulation 10 – 80 1.25% - 10%Wastewater 8 – 100 1% - 12.5%Drainage 35 – 100 1% - 2.8%Urban Stormwater 35 – 100 1% - 2.8%RoadingPavement – sealed 65 – 100 1% - 1.5%Pavement (basecourse)- sealed 65 – 100 1% - 1.5%- unsealed metal 20 5%Surface Water Channel 20 - 80 1.25% - 5%Culverts 80 1.25%Guardrails/Barriers 40 - 80 1.25% - 2.5%Footpaths 15 – 80 1.25% - 6.7%Street Lighting 20 5%Bridges 60 - 100 1% - 1.67%Signs 20 5%Non-funded Depreciation2006/07$2007/08$2008/09$Community Rural Halls 88,000 110,300 134,500The residual values, depreciation method and useful livesof Council’s fi xed assets are reviewed, and adjusted ifappropriate, at each balance sheet date.An asset’s carrying amount is written down immediatelyto its recoverable amount if the asset’s carrying amount isgreater than its estimated recoverable amount.Gains and losses on disposals are determined as thedifference between the net proceeds, if any, and thecarrying amounts. These are included in the incomestatement. When revalued assets are sold, the amountsincluded in the revaluation reserves are transferred toretained earnings.InvestmentsCommunity loans are treated as loans and receivables,which are non-derivative fi nancial assets with fi xed ordeterminable payments that are not quoted in an activemarket. They are initially recognised at fair value. They aresubsequently stated at amortised cost using the effectiveinterest method.Council’s investments in the Waikato Regional AirportLimited and Civic Insurance are classifi ed as available-forsalefinancial assets and are stated at cost.The classifi cation of fi nancial assets depends on thepurpose for which the investments were acquired. Theclassifi cation of investments at initial recognition and reevaluationof this designation is determined annually atbalance date.Investment PropertySection 100 of the LGA2002 provides an exemption incases where it would not be financially prudent to meetthe level of estimated expenses, taking into considerationservice levels and the useful lives of assets.Council has consulted with the community signalling thatit proposes not to fund depreciation on community ruralhalls. The reason for not funding depreciation on theseassets is that they are considered non-strategic and will notbe replaced once they are no longer useful. The amountnot being funded is shown in the following table.Investment properties are properties which are held eitherto earn rental income or for capital appreciation or forboth. Investment properties are stated at fair value. Theyare valued annually by an external independently registeredvaluer, having an appropriate recognised professionalqualifi cation and recent experience in the location andcategory of property being valued. Any gain or loss arisingfrom a change in the fair value of investment propertiesare recognised in profi t or loss for the period in which itarises.Assets under ConstructionAssets under construction are not depreciated. The totalcost of a project is transferred to the relevant asset classon its completion and then depreciated.128 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

STATEMENT OF ACCOUNTING POLICIESNon-current Assets Held for SaleNon-current assets (or disposal groups) are classifiedas held for sale and stated at the lower of their carryingamount and fair value less costs to sell if their carryingamount will be recovered principally through a saletransaction rather than through continuing use. Animpairment loss is recognised for any initial or subsequentwrite down of the asset (or disposal group) to fair valueless costs to sell. A gain is recognised for any subsequentincreases in fair value less costs to sell of an asset (ordisposal group), but not in excess of any cumulativeimpairment loss previously recognised.Non-current assets (including those that are part of adisposal group) are not depreciated or amortised whilethey are classified as held for sale.Intangible Assets: Computer Software and ConsentsAcquired computer software licenses are capitalised onthe basis of costs incurred to acquire and bring to use thespecific software. These costs are amortised over theirestimated useful lives. Costs associated with developingor maintaining computer software programmes arerecognised as an expense as incurred.Consent costs for capital works are capitalised.Impairment of AssetsThe carrying amounts of Council’s assets, other thaninvestment property and deferred tax assets, are reviewedat each balance date to determine whether there is anyindication of impairment. If any such indication exists, theasset’s recoverable amount is estimated.An impairment loss is recognised whenever the carryingamount of an asset exceeds its recoverable amount.Impairment losses are recognised in the income statement.Impairment losses on revalued assets offset any balancein the asset revaluation reserve, with any remainingimpairment loss being posted to the income statement.When a decline in the fair value of an available-for-salefi nancial asset has been recognised directly in equity andthere is objective evidence that the asset is impaired, thecumulative loss that had been recognised directly in equityis recognised in profit or loss even though the financialasset has not been derecognised. The amount of thecumulative loss that is recognised in profit or loss is thedifference between the acquisition cost and the currentfair value, less any impairment loss on that financial assetpreviously recognised in profit or loss.Reversal of impairmentAn impairment loss in respect of loans and receivablescarried at amortised cost is reversed if the subsequentincrease in recoverable amount can be related objectivelyto an event after the impairment loss was recognised.An impairment loss in respect of an investment in an equityinstrument classifi ed as available for sale is not reversedthrough profit or loss. If the fair value of a debt instrumentclassifi ed as available-for-sale increases and the increasecan be objectively related to an event occurring afterthe impairment loss was recognised in profit or loss, theimpairment loss shall be reversed, with the amount of thereversal recognised in profit or loss.In respect of other assets, an impairment loss is reversedif there has been a change in the estimates used todetermine the recoverable amount.An impairment loss is reversed only to the extentthat the asset’s carrying amount does not exceed thecarrying amount that would have been determined, net ofdepreciation or amortisation, if no impairment loss hadbeen recognised.Employee Benefi tsProvision is made in respect of the liability for annual leave,long service leave, sick leave and retirement gratuities.Sick leave is provided for based on expectancy of theseabsences being taken. Other employee benefi ts areprovided for on an actual basis.Finance LeasesLeases in which substantially all the risks and rewards ofownership transfer to the lessee are classifi ed as fi nanceleases. Finance leases are recognised as assets and liabilitieson the balance sheet at the lower of the fair value of theleased assets and the present value of the minimum leasepayments. The leased assets are depreciated as if the assetswere owned.Minimum lease payments are apportioned between thefi nance charge and the reduction of the outstanding liability.The fi nance charge is allocated to each period during thelease term so as to produce a constant periodic rate ofinterest on the remaining balance of the liability.Operating LeasesLeases other than finance leases are operating leases.Payments made under operating leases are recognisedin the income statement on a straight-line basis over theterm of the lease. Payments received where the Council islessor are also recognised in the income statement on astraight-line basis over the term of the lease.Borrowing CostsBorrowing costs are recognised as an expense in theincome statement in the period in which they are incurred.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 129

STATEMENT OF ACCOUNTING POLICIESProvisionsA provision is recognised in the balance sheet whenCouncil has a present legal or constructive obligation asa result of a past event, and it is probable that an outfl owof economic benefits, the amount of which can be reliablyestimated, will be required to settle the obligation. If theeffect is material, provisions are determined by discountingthe expected future cash flows at a pre-tax rate thatrefl ects current market assessments of the time value ofmoney and, where appropriate, the risks specific to theliability.Landfi ll Post-closure CostsCouncil has a legal obligation to provide on-goingmaintenance and monitoring services at its landfill sites.A provision is recognised as a liability in the financialstatements. The provision is measured based on thepresent value of future cash outflows expected to beincurred, taking into account future events including newlegal requirements and known improvements in technology.The provision includes all known costs associated withlandfill post-closure.The discount rate used is a pre-tax rate that reflectscurrent market assessments of the time value of moneyand the risks specific to Council.Statement of Cash FlowsCash and cash equivalents comprise cash balances, calldeposits and other short-term highly liquid investmentswith maturities of three months or less. Bank overdraftsthat are repayable on demand and form an integral part ofCouncil’s cash management are included as a component ofcash and cash equivalents for the purpose of the Statementof Cash Flows, and in current liabilities on the balancesheet.The costs of internal services not directly charged toactivities are allocated as overheads using appropriate costdrivers such as actual usage, staff numbers and floor area.Prospective Financial StatementsThe purpose for the preparation of the prospectivefi nancial statements is to enable ratepayers, residents andany other interested parties to obtain information aboutthe expected future financial performance, position andcash fl ows of Waikato District Council for the ten yearsfrom 2006/07 to 2015/2016. The information containedin these statements may not be appropriate for purposesother than that as previously described.The actual fi nancial performance and cash fl ows for thefi rst fi ve months of the 2005/06 fi nancial year and thefi nancial position as at 30 November 2005 have beenextrapolated and included in the prospective fi nancialstatements.The preparation of prospective fi nancial statementsrequires management to make judgements, estimatesand assumptions that affect the application of policiesand reported amounts of assets and liabilities, incomeand expenses. The estimates and associated assumptionsare based on historical experience and various otherfactors that are believed to be reasonable under thecircumstances, the results of which form the basis ofmaking the judgements about the carrying values of assetsand liabilities that are not readily apparent from othersources. Actual results may vary from these estimates andthe variations may be material.The signifi cant assumptions underlying the prospectivefinancial statements are outlined on pages 14 to 19.Activity Statements (Estimated Expense and RevenueStatements & Estimated Capital Funding Requirements)The Activity Statements report on the net cost of servicesfor significant activities of Council, and are represented bythe cost of providing the services less all revenue that canbe allocated to these activities.Cost Allocation PolicyDirect costs are charged directly to significant activities.Indirect costs are charged to significant activities based oncost drivers and related activity/usage information.Direct costs are those costs directly attributable to asignificant activity. Indirect costs are those costs whichcannot be identified in an economically feasible mannerwith a specific significant activity.130 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

STATEMENT OF ACCOUNTING POLICIESImpact on Adoption of NZ IFRSCouncil has assessed the impact of adopting NZ IFRSbased on the current standards. These standards maychange over time.The impacts of adopting NZ IFRS on the total equity andprofit after tax as reported under the previous NZ GAAPare illustrated below.$000Total Equity under previous NZGAAP at 30.6.05 624,604Adjustments to Accumulated Fund- Properties Intended for Saletransfer to Property, Plant andEquipment130- Sick Leave Accrual - 25- Restate Equity Investments atCost- Restate Community Loans usingEffective Interest Rate Method- 2,812- 33Total Equity under NZ IFRS 621,864Impacts on the Opening Balance Sheet of the adoption ofNZ IFRS are illustrated as follows:THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 131

STATEMENT OF ACCOUNTING POLICIESWaikato District CouncilOpening Balance SheetPPE toIntangibleAssetsPIFStoPPEBank etcto Cashand CashEquivalentsSickLeaveAccrualEquityInvestmentsat CostValuation ofCommunityLoansReclassificationof InvestmentsAs at 30 June 2005 $000 $000 $000 $000 $000 $000 $000 $000 $000 As at 1 July 2005CURRENT ASSETS CURRENT ASSETSBank 426 10,200 10,626 Cash and Cash EquivalentsBank Deposits 10,200 -10,200 -Accounts Receivable 6,211 6,211 Trade and Other ReceivablesInvestments - - Loans and ReceivablesInventories - - InventoriesPrepayments 252 252 PrepaymentsProperties Intended for Sale (PIFS)172 172 Non-current Assets Held forSaleTaxation - - TaxationTOTAL CURRENT 17,261 - - - - - - - 17,261 TOTAL CURRENT ASSETSASSETSNON CURRENTASSETSNON CURRENT ASSETSBank Deposits - -- - Future Tax BenefitsInvestments 6,420 -2,812 -621 2,987 Financial Instruments Availablefor Sale-33 621 588 Loans and ReceivablesInvestment Properties 4,205 4,205 Investment PropertiesProperties Intended forSale (PIFS)Property, Plant andEquipment (PPE)TOTAL NONCURRENT ASSETS162 -162 -604,274 -1,397 292 603,169 Property, Plant and Equipment1,397 1,397 Intangible Assets- Taxation615,061 - 130 - - -2,812 -33 - 612,346 TOTAL NON CURRENTASSETSTOTAL ASSETS 632,322 - 130 - - -2,812 -33 - 629,607 TOTAL ASSETS132 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

STATEMENT OF ACCOUNTING POLICIESCURRENTLIABILITIESAccounts Payable andEmployee EntitlementsCURRENT LIABILITIES7,326 7,326 Trade and Other PayablesTerm Debt 1 1 Financial LiabilitiesProvision for Tax - 25 25 Employee BenefitsTaxation - - ProvisionsTaxationTOTAL CURRENT LIABILITIES7,327 - - - 25 - - - 7,352 TOTAL CURRENTLIABILITIESNON CURRENTLIABILITIESNON CURRENTLIABILITIESEmployee Entitlements 165 165 Employee BenefitsTerm Debt 8 8 Financial LiabilitiesLandfill Provision 218 218 Landfill ProvisionTOTAL NONCURRENTLIABILITIES391 - - - - - - - 391 TOTAL NON CURRENTLIABILITIESTOTAL LIABILITIES 7,718 - - - 25 - - - 7,743 TOTAL LIABILITIESNET ASSETS 624,604 - 130 - -25 -2,812 -33 - 621,864 NET ASSETSPUBLIC EQUITY PUBLIC EQUITYAccumulated Funds 391,174 130 -25 -2,812 -33 388,434 Accumulated FundsAsset Revaluation212,410 212,410 Asset Revaluation ReservesReservesOther Reserves 21,020 21,020 Other ReservesTOTAL PUBLIC 624,604 - 130 - -25 -2,812 -33 - 621,864 TOTAL PUBLIC EQUITYEQUITYTHE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 133

STATEMENT OF ACCOUNTING POLICIES· Bank and Bank Deposits have now been amalgamated into Cash and Cash Equivalents. Cash comprises cash on hand anddemand deposits. Cash equivalents are short-term, highly liquid investments with an original maturity of 90 days or less,and which can be readily convertible to known amounts of cash with an insignifi cant risk of changes in value.· Computer software and consents have been reclassified as intangible assets under NZ IAS 38, from Property, Plant andEquipment.· Properties Intended for Sale that no longer fall within the defi nition of non-current assets held for sale have beentransferred to Property Plant and Equipment under NZ IFRS 5.· Employee Benefits: please refer to policy on Employee Benefi ts and the opening New Zealand equivalents to IFRSsbalance sheet at 1 July 2005.· Investments: refer to policy on Investments.Other DocumentsThe following documents have been utilised as a reference or included as part of this Long-Term Council Community Plan:· District Plan· Asset Management Plans· Reserves and Recreation Strategy· Conservation Strategy· Revenue and Financing Policy134 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

FUNDING IMPACT STATEMENTFunding Impact StatementRevenue and Financing MechanismsThe Local Government Act introduces the concept of a Funding Impact Statement, which outlines how the activities contained inthe Long-Term Council Community Plan will be funded. (All rates quoted in the Funding Impact Statement are inclusive of GST)The revenue and fi nancing mechanisms to be used by the Council, including the amount to be produced by each mechanism, areas follows:2006/07$000’s2007/08$000’s2008/09$000’s2009/10$000’s2010/11$000’s2011/12$000’s2012/13$000’s2013/14$000’s2014/15$000’s2015/16$000’sGeneral Rate 21,748 23,455 25,140 26,283 27,515 29,018 29,977 31,002 32,112 32,807Uniform Annual General Charge 5,736 6,185 6,558 6,939 7,329 7,729 8,137 8,458 8,883 9,218TOTAL 27,484 29,640 31,698 33,222 34,844 36,747 38,114 39,460 40,995 42,025Fees & Other Charges 8,626 6,814 6,972 7,674 7,568 8,705 9,155 9,912 10,201 9,710Rates Penalties 627 646 666 683 700 717 731 745 757 768Investment Income 1,524 1,581 1,512 1,785 1,718 1,798 2,005 2,087 2,378 2,738Financial Contributions 8,461 5,981 6,191 5,753 5,786 5,819 5,846 5,903 5,969 5,994Grants & Subsidies 12,601 13,505 11,887 15,199 13,677 13,989 15,768 14,597 14,960 14,394Sale of Property, Plant & Equipment 363 392 199 154 132 209 293 135 214 210Loan Repayment from External88 94 75 79 84 89 94 50 35 -PartiesExternal Borrowing 10,273 2,687 2,000 - - - - - - -TOTAL 42,563 31,700 29,502 31,327 29,665 31,326 33,892 33,429 34,514 33,814Total Targeted Rates 7,419 8,255 8,745 9,261 9,728 10,173 10,630 11,100 11,544 11,956Targeted Rates (individual):DD Austins 3 5 5 5 5 5 5 5 5 5DD Blairs - 1 1 1 1 1 1 1 1 1DD Churchill East 25 25 25 25 25 25 25 25 25 25DD Greenhill 1 1 1 1 1 1 1 1 1 1DD Guests 1 2 2 2 2 2 2 2 2 2DD Hills 1 1 1 1 1 1 1 1 1 1DD Hopuhopu 3 3 3 3 3 1 1 1 1 1DD Horohoro 11 13 13 13 13 14 14 14 14 14DD Huntly West 2 2 2 6 6 6 6 6 6 6DD Island block 3 4 4 4 4 4 4 4 4 4DD Kimihia Pumped 1 1 1 1 1 1 1 1 1 1DD Kirikiroa Horsham downs 4 4 4 4 4 4 4 4 4 4DD Kirikiroa Komakorau 2 2 2 2 2 1 1 1 1 1DD Lake Waikare Frost 1 1 1 1 1 1 1 1 1 1DD Lake Waikare Nikau 1 1 1 1 1 1 1 1 1 1DD Lake Waikare Ohinewai 1 1 1 1 1 1 1 1 1 1DD Lake Waikare Rangiriri 1 1 1 1 1 1 1 1 1 1DD Lake Waikare West 4 4 4 4 4 4 4 4 4 4DD Mangawara 2 2 2 2 2 2 2 2 2 2DD Mangati 1 1 1 1 1 1 1 1 1 1DD Matangi 22 22 22 22 22 22 22 22 22 22DD Meremere East 23 23 23 23 23 23 23 23 23 23DD Meremere West 1 2 2 2 2 2 2 2 2 2DD Ngaruawahia North 1 1 1 1 1 1 1 1 1 1DD Ohinewai 1 1 1 1 1 1 1 1 1 1DD Okowhau 2 4 4 4 4 4 4 4 4 4DD Orchard Road 2 2 2 2 2 2 2 2 2 2DD Pukekapia No 1 1 1 1 1 1 1 1 1 1 1THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 135

FUNDING IMPACT STATEMENTDD Pukekapia No 2 1 1 1 1 1 1 1 1 1 1DD Pukeroro 1 1 1 1 1 1 1 1 1 1DD Rangiriri 3 5 5 5 5 5 5 5 5 5DD Ruawaro No 1 1 1 1 1 1 1 1 1 1 1DD Ruawaro No 1 East 2 2 2 2 2 2 2 2 2 2DD Ruawaro North 2 2 2 2 2 2 2 2 2 2DD Ruawaro West 1 1 1 1 1 1 1 1 1 1DD Swan Road 40 40 40 40 40 27 13 13 13 13DD Tamahere 10 11 12 13 13 14 15 16 16 17DD Te Kowhai 2 2 2 2 2 2 2 2 2 2DD Travers Road 1 1 1 1 1 1 1 1 1 1DD Vrsaljkos 1 1 1 1 1 1 1 1 1 1CF Eureka 5 5 5 5 5 5 5 5 5 5CF Gordonton 9 9 9 9 9 9 9 9 9 11CF Horsham Downs 7 7 7 7 7 7 7 7 7 7CF Huntly 112 113 64 65 65 66 66 74 74 75CF Huntly Pool 6 6 - - - - - - - -CF Maramarua 6 6 6 6 6 6 6 6 6 6CF Matangi 16 16 16 16 16 16 16 16 16 16CF Meremere 4 4 4 4 4 4 4 4 4 4CF Ngaruawahia 29 29 29 29 30 30 30 30 30 30CF Ohinewai 3 3 3 3 3 3 3 3 3 3CF Orini 4 4 4 4 4 4 4 4 4 4CF Puketaha 6 6 6 6 6 6 6 6 6 6CF Raglan 26 27 27 28 29 30 30 31 32 33CF Ruawaro 6 6 6 6 6 6 6 6 6 6CF Tamahere 47 51 55 58 62 65 69 73 76 33CF Taupiri 10 10 10 10 10 10 10 10 10 11CF Tauwhare 6 6 6 6 6 6 6 6 6 6CF Te Akau/ Waingaro 4 4 4 4 4 4 4 4 4 4CF Te Hoe 3 3 3 3 3 3 3 3 3 3CF Te Kowhai 18 18 18 18 18 18 18 18 18 18CF Te Mata 4 4 4 4 4 4 4 4 4 4CF Whitikahu 4 4 4 4 4 4 4 4 4 4R General 1,381 1,522 1,596 1,671 1,735 1,801 1,868 1,936 1,992 2,049R Raglan 68 70 75 77 83 86 90 94 98 103USW Huntly 184 193 203 212 222 232 239 246 253 261USW Ngaruawahia 174 182 190 197 205 213 221 228 234 241USW Raglan 315 338 361 386 411 436 461 485 509 534USW Te Kauwhata 17 18 19 20 22 23 24 26 27 28W Gordonton 3 3 3 4 4 4 4 4 4 4W Huntly 463 486 509 533 554 575 597 616 635 654W Ngaruawahia 366 403 421 439 455 472 488 503 516 532W North Waikato 100 107 113 117 121 125 128 132 135 138W Raglan 279 299 321 342 365 386 408 430 451 473W South District 314 364 416 470 527 584 643 702 764 827W Taupiri 12 13 13 14 15 15 16 16 17 18W Tauwhare Pa 15 16 17 17 18 18 19 19 20 20W Te Akau 7 7 7 8 8 8 8 9 9 9W West District 9 9 9 9 9 9 9 9 9 9WbyM Gordonton 4 4 4 5 5 5 6 6 6 7WbyM Hopuhopu 46 48 50 52 53 55 57 58 59 61WbyM Huntly 228 238 248 257 265 274 281 289 295 302WbyM Ngaruawahia 97 101 105 109 113 116 120 123 126 128WbyM North Waikato 374 463 502 520 538 555 570 585 599 612WbyM Raglan 20 21 22 23 24 24 25 26 26 27WbyM South District 681 770 856 945 1,038 1,135 1,234 1,338 1,446 1,556WbyM Taupiri 50 52 54 56 58 60 61 63 64 66WbyM Te Akau 1 1 1 1 1 1 1 1 1 1136 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

FUNDING IMPACT STATEMENTWbyM West District 48 51 55 56 57 57 58 59 59 60WW Huntly 559 591 637 699 727 755 781 807 830 853WW Maramarua 4 4 4 4 4 4 4 5 5 5WW Matangi 24 25 26 27 28 29 29 30 31 32WW Meremere 75 86 94 97 101 104 107 109 112 114WW Ngaruawahia 318 339 358 377 392 406 419 433 445 457WW Raglan 507 545 583 623 662 703 743 782 820 859WW Taupiri - 69 96 100 105 104 113 117 121 125WW Tauwhare Pa - - 22 23 24 25 25 26 27 27WW Te Kauwhata 127 146 155 164 173 182 191 199 208 217WW Te Kowhai 9 10 10 10 11 11 11 12 12 12CWC Te Kauwhata 20 20 - - - - - - - -CWC Taupiri - 90 86 82 78 74 70 66 62 58CWC Rangiriri - 17 16 15 15 14 13 12 12 11W - Water, WW - Wastewater, USW - Urban Stormwater, DD - Land Drainage, R - Refuse, CF- Community Facilities, WbyM - Water by Meter, CWC - CapitalWorks ContributionTHE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 137

FUNDING IMPACT STATEMENTRate TypesRates may be levied by General Rate, Uniform AnnualGeneral Charge or Targeted Rates (either on the basis ofvalue or as a fixed charge). The following rates are thoseto be set by Council for the financial year commencing1 July 2006 and ending 30 June 2007. In addition to this,an indication of the proposed rates for the following2 years are included, these will be redebated andconfirmed during the applicable Annual Plan process.General RateA General Rate will be set on the capital value ofrateable properties. The General Rate required toundertake the work programme outlined in this LTCCPwill be $215.60 per $100,000 of capital value. This levelis based on the existing rating database and a review ofthe number and value of properties that may be addedto the rating base, prior to setting the rate based on aneffective date of 30 June.The proposed General Rate for 2007/08 is $227.85 per$100,000 of capital value, and for 2008/09 is $239.26 per$100,000 of capital value.Differential RatingHistorically, Council is not in favour of differential rating.Council believes that some of the rating inequities areremoved through the capital value rating system andtherefore does not consider it appropriate to introducedifferential rating.Rating of UtilitiesBy legislation, Council is required to value the assetsof utility companies. This includes gas, electricity andtelecommunication networks as well as Council-ownednetworks for water, wastewater and stormwater.After considerable debate, Council elected to fully ratethese assets. Several utility companies made submissionson rating issues but, after considering the issues raised,Council is still of the opinion that fully rating is the onlyfair and equitable approach to adopt. Council does notconsider that utility assets have a significantly differentpattern of rating benefit to justify a differential rate.Council does not intend to charge utility operatorstargeted rates because of the nature of the assets -mainly pipelines and power poles. These assets are notconnected to water, wastewater or stormwater systems.In addition, infrastructural assets do not require a refusecollection.Uniform Annual General Charge (UAGC)A UAGC of $335.00, which is not linked to propertyvalues and will be assessed per rating unit has beenset for the 2006/2007 year. The proposed UAGC for2007/08 is $355.00 and for 2008/09 is $370.00.Part of this increase ($10 per year) is for capital projectsto be undertaken on District wide community facilities.This will enable work to proceed on projects for publictoilets, community properties, parks and reserves,swimming pools and community halls.Council considered and agreed on a range of servicesthat a UAGC might cover. The appropriate services areviewed as people-related, rather than property-related.The UAGC will contribute towards the funding ofpeople-related services which include Libraries, Parksand Reserves, Public Cemeteries, Public Swimming Pools,Public Toilets, Community Centres, Community Liaison,Grants and Donations, Safer Communities, AnimalControl, Civil Defence and Safety, Building Control,Environmental Health, Resource Management Planning,Environmental Consents Planning, Area Offi ces andDemocracy/Local Government.The Local Government (Rating) Act 2002 (LGRA)restricts the level at which the UAGC can be set. At$335.00, the UAGC is set at approximately 55% of thelegislative maximum. Council considered this to be fairand equitable and took into account the needs of ourdiverse community.Targeted RatesTargeted Rates are set on each rateable propertywithin a defined rating area to cover the operation,maintenance and part of the capital costs of:· halls, community centres and community facilities· land drainage and urban stormwater· refuse collection, recycling and disposal· wastewater collection, treatment and disposal· water supplies.Council has chosen to set the Targeted Rates on a fixedcharge basis - in other words, all properties that receivethe service pay a set amount, regardless of propertyvalue. The exceptions to this are land drainage whichis levied on a set dollar amount per hectare, and waterby meter which is charged by consumption. Rates forwater are not applicable to those areas outside of adefined water supply area.Council adopts the following as definitions for thedifferential categories:· Residential - any part of a rating unit that is usedprimarily for residential purposes.· Commercial - any part of a rating unit that is notcategorised as residential.138 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

FUNDING IMPACT STATEMENTDetails of individual Targeted Rates are as follows.Water SupplyThe Council has set a Targeted Rate for water supply based on the provision (connected to the supply) or availability(property situated within 100 metres of any part of the waterworks) of a water supply service to land. The TargetedRates are specific to individual water supply schemes and are set as a fixed charge per connection, or a fixed charge foravailability as per the following tables. Targeted Rates are set for water supply based on the number of connections tothe supply.The charges for the Northern Waikato area are differentiated, taking into account the nature of service to theseproperties.Area Connected Connected/Available Actual $2005/06Charge $2006/07Proposed $2007/08Proposed $2008/09Gordonton Connected 105.00 109.00 114.00 119.00Southern Districts Connected 220.00 229.00 239.00 249.00Taupiri Connected 100.00 62.00 65.00 68.00Tauwhare Pa Connected 360.00 375.00 391.00 407.00Te Akau South Connected 270.00 281.00 293.00 305.00Te Akau South Available 135.00 140.50 146.50 152.50Western Districts Connected 150.00 150.00 150.00 150.00Northern Waikato Urban Connected 140.00 146.00 152.00 158.00Northern Waikato Rural Connected 200.00 208.00 217.00 226.00Taupiri water targeted rate has decreased due to the wastewater scheme coming on line. The water targeted rate was higher inthe past to assist with the wastewater costs for the new scheme.Huntly Water Supply Targeted RateHuntly residential and commercial properties whether on water meter or not, are charged the same Targeted Rate.Commercial properties on water meter receive the fi rst 123m3 at 1cent per m3 and thereafter 68 cents per m3,every six months. The properties concerned are higher users of the water supply. Huntly rural properties are chargeda lesser Targeted Rate and the water by meter charge is not scaled, taking into account the nature of service to theseproperties.AreaConnected/AvailableActual $2005/06Charge $2006/07Proposed $2007/08Proposed $2008/09Huntly Residential Connected 160.00 165.00 172.00 179.00Huntly Residential Available 80.00 82.50 86.00 89.50Huntly Commercial Connected 160.00 165.00 172.00 179.00Huntly Rural Connected 110.00 115.00 120.00 125.00Ngaruawahia* Water Supply Targeted RateNgaruawahia residential and commercial properties whether on water meter or not, are charged the same TargetedRate. Commercial properties on water meter receive the fi rst 133m3 at 1cent per m3 and thereafter 68 cents per m3,every six months. The properties concerned are higher users of the water supply.Ngaruawahia rural properties are charged a lesser Targeted Rate and the water by meter charge is not scaled, takinginto account the nature of service to these properties.* Including HorotiuTHE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 139

FUNDING IMPACT STATEMENTAreaConnected/AvailableActual $2005/06Charge $2006/07Proposed $2007/08Proposed $2008/09Ngaruawahia Residential* Connected 175.00 185.00 203.00 211.00Ngaruawahia Residential* Available 87.50 92.50 101.50 105.50Ngaruawahia Commercial* Connected 175.00 185.00 203.00 211.00Ngaruawahia Rural* Connected 110.00 115.00 120.00 125.00Raglan Water Supply Targeted RateThe charges for residential, commercial and commercial with accommodation are differentiated, taking into accountthe extent of use of the water supply service. Residential properties are charged a lower Targeted Rate thancommercial properties and commercial properties are charged a lower Targeted Rate than commercial propertieswith accommodation. Those commercial properties on water meter receive the first 190m3 at 1cent per m3 andthereafter 68 cents per m3, every six months. The properties concerned are higher users of the water supply.Raglan rural properties are charged a lesser Targeted Rate and the water by meter charge is not scaled, taking intoaccount the nature of service to these properties.AreaConnected/AvailableActual $2005/06Charge $2006/07Proposed $2007/08Proposed $2008/09Raglan Residential Connected 165.00 172.00 179.00 186.00Raglan Residential Available 82.50 86.00 89.50 93.00Raglan Commercial (no water meter) Connected 250.00 260.00 271.00 282.00Raglan Commercial withConnected 340.00 354.00 369.00 384.00accommodationRaglan Commercial – metered Connected 250.00 260.00 271.00 282.00Raglan Rural Connected 110.00 115.00 120.00 125.00Water by MeterThe Council has set a Targeted Rate for water according to the quantity of water consumed by any person receivingthe same as measured or controlled by meter. The Targeted Rates are specifi c to individual water supply schemes andare set on a scale of charges per cubic metre basis across each scheme. (See comments under Water Supply). Waterby Meter rates are applicable per six month usage.Area Connected Actual $2005/06Charge $2006/07Proposed $2007/08Proposed $2008/09Gordonton 0.77 0.96 1.00 1.03Southern Districts 0.90 0.96 1.00 1.03Taupiri 0.65 0.68 0.71 0.74Te Akau South 0.70 0.73 0.76 0.79Western Districts 0.90 0.96 1.00 1.03Northern Waikato Urban 0.80Northern Waikato Rural0.75 first 4000 cubicmeters, then 0.65North Waikato 0.85 0.89 0.93Huntly Commercial (first 123 cubic meters) 0.01 0.01 0.01 0.01Huntly Commercial (after 123 cubic meters) 0.65 0.68 0.71 0.74Huntly Rural 0.65 0.68 0.71 0.74Huntly – Genesis Power Station 0.55 0.57 0.59 0.61Ngaruawahia* Commercial (first 133 cubic meters) 0.01 0.01 0.01 0.01Ngaruawahia* Commercial (after 133 cubic meters) 0.65 0.68 0.71 0.74Ngaruawahia* Rural 0.65 0.68 0.71 0.74Raglan Commercial (first 190 cubic meters) 0.01 0.01 0.01 0.01Raglan Commercial (after 190 cubic meters) 0.65 0.68 0.71 0.74Raglan Rural 0.65 0.68 0.71 0.74* Including HorotiuIt is proposed to remove the differential for the Northern Waikato for water by meter.140 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

FUNDING IMPACT STATEMENTCommunity FacilitiesThe Council has set a Targeted Rate for the purpose of covering the costs of maintenance and operation of community facilitiesin the respective defined rating areas. This charge is set per rating unit within the defined rating area. The Targeted Rates aredifferentiated by where the land is situated (each specific rating area) and are set as a fixed charge across each area.Area Actual $2005/06Charge $2006/07Proposed $2007/08Proposed $2008/09Huntly 40.00 40.00 40.00 25.00Huntly Pool 15.00 15.00Ngaruawahia 15.00 15.00 15.00 15.00Raglan 15.00 15.00 15.00 15.00The Huntly Community Facilities rate was increased by $15 for 5 years (ending 2007/08) to assist with the initial increase incosts for the pool heating project.Community CentresThe Council has set a Targeted Rate for the purpose of covering the costs of maintenance and operation of halls, other facilities andcommunity centres in the respective defi ned rating areas. This charge is set per separately used or inhabited portion of a propertywithin the defi ned hall/community centre area. The Targeted Rates are differentiated by where the land is situated (each specificrating area) and are set as a fixed charge across each area. The rates are further differentiated in that only residential parts arecharged. This is taking into account that commercial parts do not use this service.Area Actual $2005/06Charge $2006/07Proposed $2007/08Proposed $2008/09Eureka 25.00 25.00 25.00 25.00Gordonton 22.50 22.50 22.50 22.50Horsham Downs 25.00 25.00 25.00 25.00Maramarua 22.50 22.50 22.50 22.50Matangi 22.50 22.50 22.50 22.50Meremere 22.50 22.50 22.50 22.50Ohinewai 22.50 22.50 22.50 22.50Orini 25.00 25.00 25.00 25.00Puketaha 25.00 25.00 25.00 25.00Ruawaro 27.50 27.50 27.50 27.50Tamahere 60.00 60.00 60.00 60.00Taupiri 22.50 22.50 22.50 22.50Tauwhare 40.00 25.00 25.00 25.00Te Akau/Waingaro 22.50 22.50 22.50 22.50Te Hoe 22.50 22.50 22.50 22.50Te Kowhai 30.00 35.00 35.00 35.00Te Mata 22.50 22.50 22.50 22.50Whitikahu 22.50 22.50 22.50 22.50Council invoices and collects the following rates on behalf of the mentioned Councils. For further information refer tothe appropriate Council’s Annual Plan, or LTCCP.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 141

FUNDING IMPACT STATEMENTFranklin District Council Charge (per dwelling unit)Hall/Community Centre Actual $2005/06Charge $2006/07Glen Murray 33.75 33.75Mangatangi 22.50 22.50Naike 22.50 22.50Matamata Piako District Council (charge on land value)Hall/Community Centre Actual $ Charge $2006/07Hoe-O-Tainui 0.000060 0.000060Tauhei 0.000120 0.000120Waipa District Council (per dwelling)Hall/Community Centre Actual $2005/06Charge$2006/07Fencourt 14.00 14.00Koromatua 20.00 20.00Hautapu 17.50 17.50District Refuse (excluding Raglan)The Council has set a Targeted Rate for the purpose of covering the costs of household refuse collection, recycling anddisposal (excluding Raglan). The Targeted Rates are differentiated based on the provision of the services to the land.The charge is set per separately used or inhabited portion of a property or building and is set as a fixed charge.Actual$2005/06Charge$2006/07Proposed$2007/08Proposed$2008/09District Refuse (excluding Raglan) 95.00 120.00 130.00 134.00Raglan Recycling and Waste MinimisationThe Council has set a Targeted Rate for the purpose of covering the costs of recycling and waste minimisation wherethe service is provided in Raglan. The Targeted Rates are differentiated based on the provision of the services to theland. The charge is per separately used or inhabited portion of a property or building and is set as a fixed charge.Actual$2005/06Charge$2006/07Proposed$2007/08Proposed$2008/09Raglan Recycling and Waste Minimisation 38.00 42.00 42.00 44.00Refer to the Solid Waste Management section of the LTCCP for information about what these Targeted Rates provide.WastewaterThe Council has set a Targeted Rate for wastewater based on the provision (connected to the supply) or availability(property situated within 30 metres of a public wastewater drain - to which it is capable of being effectively connected)of the service.The Targeted Rates are specifi c to individual wastewater schemes and are set as a fi xed charge per connection, or afi xed charge per availability as per the following table.Area Connected Connected/Available Actual $2005/06Charge $2006/07Proposed $2007/08Proposed $2008/09Huntly Connected 190.00 200.00 210.00 225.00Huntly Available 95.00 100.00 105.00 112.50Maramarua Connected 440.00 458.00 477.00 496.00142 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

FUNDING IMPACT STATEMENTArea Connected Connected/Available Actual $2005/06Charge $2006/07Proposed $2007/08Proposed $2008/09Matangi Connected 440.00 458.00 477.00 496.00Meremere Connected 430.00 448.00 467.00 486.00Ngaruawahia* Connected 160.00 170.00 180.00 189.00Ngaruawahia* Available 80.00 85.00 90.00 94.50Raglan Connected 420.00 320.00 333.00 346.00Raglan Available 210.00 160.00 166.50 173.00Taupiri Connected 210.00 0 357.75 496.00Taupiri Available 105.00 0 178.90 248.00Tauwhare Pa Connected 496.00Te Kauwhata Connected 296.00 296.00 308.00 320.00Te Kauwhata Available 148.00 148.00 154.00 160.00Te Kowhai Connected 440.00 458.00 477.00 496.00Te Kowhai Available 220.00 229.00 238.50 248.00* Including HorotiuThe Raglan Targeted Rate has decreased as there is suffi cient funding for the wastewater scheme upgrade.The Taupiri Wastewater Scheme is expected to be operational for approximately 3 months of the 2006/07 year. In 2005/06 thetargeted rate was 50% and therefore there is no targeted rate proposed for 2006/07. The rate in 2007/08 is proposed for 75%of the year. Refer to the Wastewater section of the LTCCP for more detailed information on the Taupiri Wastewater Scheme.There is a proposal in the LTCCP for a wastewater scheme covering the Tauwhare Pa area. This targeted rate is an indicationthat should the scheme occur, a targeted rate will be applicable. For more detailed information prefer to the Wastewater sectionof the LTCCP.The Council has set a Targeted Rate for wastewater based on the provision (connected to the supply for each of thethird and subsequent pans). As per Note 4 of Schedule 3 of the Local Government (Rating) Act 2002 this rate will notapply to residential properties. This Targeted Rate is differentiated based on the use to which the land is put.The following are the differential land use definitions for wastewater in relation to the third and subsequent pans:Non-rateable - Organisations classifi ed by the Act as fully non-rateable or organisations deemed by Council to benon-profitable.Assistance for the Elderly - Organisations deemed by Council to be supportive of the elderly, including RetirementHomes, Rest Homes and Council owned Pensioner Flats.Commercial - Commercial organisations (such as motels, clubs such as the Raglan Club, RSAs and WorkingmensClubs), hotels and retail/business premises and other organisations.Actual $2005/06Charge $2006/07Proposed $2007/08Proposed $2008/09Huntly Wastewater PansNon-rateable 19.00 20.00 21.00 23.00Assistance for the Elderly 38.00 40.00 42.00 45.00Commercial 95.00 100.00 105.00 112.50Matangi Wastewater PansNon-rateable 42.00 46.00 48.00 50.00Assistance for the Elderly 84.00 92.00 95.00 99.00Commercial 210.00 229.00 238.50 248.00Meremere Wastewater PansNon-rateable 42.00 45.00 47.00 49.00Assistance for the Elderly 84.00 90.00 93.00 97.00THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 143

FUNDING IMPACT STATEMENTActual $ Charge $ Proposed $ Proposed $2005/06 2006/07 2007/08 2008/09Commercial 210.00 224.00 233.50 243.00Ngaruawahia Wastewater PansNon-rateable 16.00 17.00 18.00 19.00Assistance for the Elderly 32.00 34.00 36.00 38.00Commercial 80.00 85.00 90.00 94.50Raglan Wastewater PansNon-rateable 42.00 32.00 33.00 35.00Assistance for the Elderly 84.00 64.00 67.00 69.00Commercial 210.00 160.00 166.50 173.00Te Kauwhata Wastewater PansNon-rateable 30.00 30.00 31.00 32.00Assistance for the Elderly 59.00 59.00 62.00 64.00Commercial 148.00 148.00 154.00 160.00Capital Works ContributionThe Council has set a Targeted Rate for the purpose of covering the capital cost and interest charges of work not metby a lump sum contribution. The Targeted Rates are differentiated taking into account the extent of use of the service,and are set on a fixed charge basis across each scheme. For schemes other than Te Kauwhata Water, Council providesratepayers with an option on whether to pay for the cost of the capital work by lump sum contribution or by ratesover a period of years.Te Kauwhata Water ContributionsA Targeted Rate has been set for the purpose of covering the capital cost and interest charges of work not met bylump sum contributions for the Te Kauwhata Water Supply.This Targeted Rate shall be set on each rating unit that is connected to the water supply and has not paid the lumpsum contribution. This Targeted Rate applies until and including the rating year 2007/08.Actual $ Charge $ Proposed $ Proposed $2005/06 2006/07 2007/08 2008/09Te Kauwhata 200.00 200.00 200.00 0Taupiri Wastewater ContributionsA Targeted Rate has been set for the purpose of covering the capital cost and interest charges of work for the TaupiriWastewater Supply.The Contribution Lump Sum Targeted Rate will be set on each rating unit that exercises it right to pay by lump sumthrough the notice that Council supply in April of each year.The Contribution Loan Targeted Rate shall be set on each rating unit that is connected to the water supply and hasnot paid the lump sum contribution.Actual $2005/06Charge $2006/07Proposed $2007/08Proposed $2008/09Taupiri – Lump sum 2531.25 2278.13Taupiri – Loan* 437.08 417.72* Future years loan targeted rates may change as interest rates change. The projected rates will be advised as part of the yearly notice toratepayers that have not paid the lump sum contribution.144 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

FUNDING IMPACT STATEMENTRangiriri Wastewater ContributionsA Targeted Rate has been set for the purpose of covering the capital cost and interest charges of work for theRangiriri Wastewater Supply.The Contribution Lump Sum Targeted Rate will be set on each rating unit that exercises it’s right to pay by lump sumthrough the notice that Council supply in April of each year.The Contribution Loan Targeted Rate shall be set on each rating unit that is connected to the water supply and hasnot paid the lump sum contribution.Actual $2005/06Charge $2006/07Proposed $2007/08Proposed $2008/09Rangiriri – Lump sum 2812.50 2531.25Rangiriri – Loan* 485.65 464.13* Future years loan targeted rates may change as interest rates change. The projected rates will be advised as part of the yearly notice to ratepayers thathave not paid the lump sum contribution.Tauwhare Pa Wastewater ContributionsThe targeted rate for this scheme will be proposed when pricing is more defi nite and consultation with affectedparties has been undertaken.Te Ohaki Wastewater ContributionsThe targeted rate for this scheme will be proposed when pricing is more defi nite and consultation with affectedparties has been undertaken.Whale Bay Wastewater ContributionsThe targeted rate for this scheme will be proposed when pricing is more defi nite and consultation with affectedparties has been undertaken.Urban StormwaterThe Council has set a differentiated Targeted Rate for urban stormwater based on the availability of drainage to land.The Targeted Rates are specifi c to individual towns and are set on a fixed charge basis across each scheme.Area Actual $2005/06Charge $2006/07Proposed $2007/08Proposed $2008/09Huntly 65.00 70.00 73.00 76.00Ngaruawahia 95.00 105.00 109.00 113.00Raglan 100.00 200.00 208.00 216.00Te Kauwhata 45.00 50.00 52.00 54.00The Raglan targeted rate has increased as there is a need to provide more infrastructure in the area. Refer to the LandDrainage section of the LTCCP for more information.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 145

FUNDING IMPACT STATEMENTTamahere StormwaterThe Council has set a Targeted Rate for Tamahere Rural Stormwater based on the availability of drainage to land. TheTargeted Rate is specifi c to the Tamahere stormwater rating area and is set on a fi xed charge basis across the scheme.In addition to this targeted rate, ratepayers will also incur a Land Drainage targeted rate.Area Actual $ Charge $ Proposed $ Proposed $2005/06 2006/07 2007/08 2008/09Tamahere 15.16 12.13 12.13 12.13Land DrainageThe Council has set a Targeted Rate for land drainage based on the degree of benefi t received from the drainagesystem. This charge is on a land area basis (per hectare) that refl ects the level of the benefi t. The Targeted Rates arespecifi c to individual land drainage schemes.Actual charge 2005/06Area/Classification A B C D E FBells* 34.18Blairs 9.26 6.61 2.64 1.32Churchill East 61.66 49.33 37.00Horohoro 31.95 22.82 9.13 4.56Horsham Downs 26.49 13.25 2.65Komakorau 14.41 7.21 0.72Lake Waikare subdivisions:Nikau 10.15 8.46 6.77 5.07 3.38 1.69Ohinewai 30.05 15.03 7.51 3.76West 4.19 3.35 1.68 0.84Mangati 6.50 4.33 2.17Matangi 11.88Meremere East 30.45 22.84 15.23 7.61Meremere West 12.51 9.38 6.25 3.12Orchard Road 136.57 109.25Pukekapia No 2 3.27 1.63 0.82Rangiriri 31.92 26.60 15.96Ruawaro West 5.23 3.92 2.61 1.31Swan Road 18.51 12.34 6.17Tamahere 3.71Te Kowhai 6.86 5.15 2.57 1.72 0.86 0.43Travers Road 38.62 25.75 19.31* Council collects this rate on behalf of Franklin District Council.Charges for 2006/2007Area Classification A B C D E FBells* 34.18Austins 16.13 10.08 4.03Churchill East 61.66 49.33 37.00Greenhill 12.49 10.93 7.81Guests 3.90 2.60Hills 10.09 7.20 2.88 1.44Hopuhopu 12.58 8.39 4.19 1.40Horohoro 22.82 16.30 6.52 3.26Huntly West 5.58 3.99 1.59 0.80Island block 36.82 18.41 9.21Kimihia Pumped 21.75 10.88146 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

FUNDING IMPACT STATEMENTArea Classification A B C D E FHorsham Downs 26.49 13.25 2.65Komakorau 28.82 14.41 1.44Lake Waikare subdivisions:Frost 9.56 4.78 2.39 1.20Nikau 9.94 8.28 6.62 3.38 1.69Ohinewai 30.05 15.03 7.51 3.76Rangiriri 8.77 5.26 1.75West 9.21 7.37 3.69 1.84Mangawara 4.12 2.57 2.06 0.51Mangati 6.50 4.33 2.17Matangi 11.88Meremere East 60.89 45.67 30.45 15.22Meremere West 12.51 9.38 6.25 3.12Ngaruawahia North 17.57Ohinewai 30.05 15.03 7.51 3.76Okowhau 24.38 13.93 6.96 3.48Orchard Road 56.92 45.54Pukekapia No 1 5.22 2.61 1.30Pukekapia No 2 3.27 1.63 0.82Pukeroro 9.95 6.64 4.98Rangiriri 43.10 35.91 21.55Ruawaro No 1 Central 13.30 9.50Ruawaro No 1 East 10.32 6.88 3.44Ruawaro North 30.85 22.04 8.82Ruawaro West 5.23 3.92 2.61 1.31Swan Road 102.54 68.37 34.17Tamahere 2.97Te Kowhai 26.07 19.55 9.78 6.52 3.26 1.63Travers Road 49.51 33.01 24.76Vrsaljkos 26.73 13.37Proposed Charges for 2007/08 + 2008/09Area Classification A B C D E FBells* 34.18Austins 29.47 18.42 7.37Blairs 18.49 13.21 5.28 2.64Churchill East 61.66 49.33 37.00Greenhill 12.49 10.93 7.81Guests 11.65 7.77Hills 20.17 14.41 5.76 2.88Hopuhopu 12.58 8.39 4.19 1.40Horohoro 26.25 18.75 7.50 3.75Huntly West 5.58 3.99 1.59 0.80Island Block 49.09 24.55 12.27Kimihia Pumped 34.77 17.38Horsham Downs 26.49 13.25 2.65Komakorau 28.82 14.41 1.44Lake Waikare subdivisions:Frost 9.56 4.78 2.39 1.20Nikau 9.94 8.28 6.62 3.38 1.69Ohinewai 30.05 15.03 7.51 3.76Rangiriri 8.77 5.26 1.75West 9.21 7.37 3.69 1.84Mangawara 4.12 2.57 2.06 0.51Mangati 6.50 4.33 2.17Matangi 11.88Meremere East 60.89 45.67 30.45 15.22THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 147

Area Classification A B C D E FMeremere West 25.01 18.76 12.51 6.25Ngaruawahia North 17.57Ohinewai 30.05 15.03 7.51 3.76Okowhau 42.67 24.38 12.19 6.10Orchard Road 56.92 45.54Pukekapia No 1 5.22 2.61 1.30Pukekapia No 2 3.27 1.63 0.82Pukeroro 9.95 6.64 4.98Rangiriri 70.22 58.52 35.11Ruawaro No 1 Central 44.27 31.62Ruawaro No 1 East 10.32 6.88 3.44Ruawaro North 30.85 22.04 8.82Ruawaro West 5.23 3.92 2.61 1.31Swan Road 102.54 68.37 34.17Tamahere 2.97Te Kowhai 26.07 19.55 9.78 6.52 3.26 1.63Travers Road 49.51 33.01 24.76Vrsaljkos 26.73 13.37* Council collects this rate on behalf of Franklin District Council.148 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

General CouncilInformationThe Waikato DistrictAreaPopulation (usually resident - census)318,893 ha1981 35,0371986 36,7051991 37,5571996 39,1082001 39,8522006 (projected) 42,900Councillors and Mayor 14Community Board members 31Community Committee members 26Staff (full-time equivalent) 172Rateable assessments approx. 18,500Total length of roads1,662 kmSealed roads- Rural 1,056 km- Urban 128 kmUnsealed roads- Rural 475 km- Urban 3 kmFootpaths109 km Water supply services are provided to 8242properties. Waste water collection services are provided to 6344properties. Refuse collection services are provided to 11,000residential properties.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 149

Council MembersThe Council is responsible and accountable tothe ratepayers and residents of the WaikatoDistrict for the planning, direction andmanagement of resources to meet the presentand future needs of our community.Peter HarrisHis Worship the Mayor(07) 824 8633Ian McLennanDeputy MayorNewcastle(07) 829 8865Rod WiseHukanui(021) 432 443Allan MorseNgaruawahia(07) 824 8268Moera SolomonNgaruawahia0800 104 412Rob McGuireEureka(07) 824 3696Shirley BoydeHuntly(027) 494 6715Graeme TaitHuntly(07) 828 8864Rodney DixonWhaingaroa(07) 825 4581Wally PollockTamahere(07) 827 8828Dynes FultonRangiriri(07) 856 6481George VickersWhangamarino(07) 826 3884Clint BaddeleyRaglan(021) 155 3778Allan SansonWhangape(07) 826 6801150 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

Council StructureMAYOR AND COUNCILCouncil Controlled Organisations(CCOs)Tanlaw Corporation LtdWaikato Regional Airport LtdLocal Authority Shared Services LtdCOMMUNITY BOARDS ANDCOMMUNITY COMMITTEESSTANDING COMMITTEESMayor Peter Harris is ex officio on all committeesCOMMUNITYBOARDS:HuntlyGraeme Tait (Chair)*Shirley Boyde*Claire GregsonFrank McInallyGraham MeyerBryce MounseyBob TukiriShelley LynchRaglanPeter Storey (Chair)Barry AshbyClint Baddeley*Ann GairRangimonehu KereopaWayne MorrisPriscilla SpoonerNgaruawahiaBryce Sherson (Chair)John DeaconMaria HenryTui MorellAllan Morse*Eugene PattersonWhirotangi PoutapuMoera Solomon*TaupiriLorraine Bridgeman(Chair)Fred HansenJoanne Jerome-LeotaHoward LovellAllan Morse*Moera Solomon*Tuiti TamatiJohn TamatiCouncil works withother groups andcommittees in thefollowing areas:- Tamahere- Matangi- Eureka- Gordonton- Newstead- Meremere- Te Kauwhata- Rangiriri- Te Kowhai- OhinewaiCommunity ServicesCr Allan Morse (Chair)Cr Clint Baddeley (Deputy)Cr Rob McGuireCr Ian McLennanCr Graeme TaitCr George VickersFinance and CorporateCr Ian McLennan (Chair)Cr Allan Morse (Deputy)Cr Shirley BoydeCr Rodney DixonCr Allan SansonCr Rod WiseCr George VickersHearingsCr Rod WiseCr Graeme TaitCr Dynes FultonCr Wally PollockCr Moera SolomonMaori Liaison and ConsultationCr Wally Pollock (Chair)Mayor Peter Harris (Deputy)Cr Clint BaddeleyCr Shirley BoydeCr Rodney DixonCr Dynes FultonCr Moera SolomonPlanningCr Rob McGuire (Chair)Cr Moera Solomon (Deputy)Cr Shirley BoydeCr Allan MorseCr Wally PollockCr Allan SansonCr Rod WiseCr George VickersPolicyCr Graeme Tait (Chair)Cr Ian McLennan (Deputy)All CouncillorsRoadingCr Allan Sanson (Chair)Cr Dynes Fulton (Deputy)Cr Clint BaddeleyCr Rodney DixonCr Rob McGuireCr Graeme TaitRural Ward DiscretionaryFundMayor Peter Harris (Chair)Cr Ian McLennan (Deputy)Cr Rodney DixonCr Dynes FultonCr Rob McGuireCr Wally PollockCr Allan SansonCr Rod WiseCr George Vickers*indicates a Council appointment to the BoardTHE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 151

Management TeamGavin IonChief ExecutiveSue PicklesGroup ManagerRichard BaxGroup ManagerChief Executive’sGroupCommunicationsCorporate PlanningHuman ResourcesCorporate ServicesCivil DefenceCustomer ServicesEconomic Development ContractsFinance and TreasuryInformation ServicesLegal ServicesPropertySafer CommunitiesSecretariatCommunity AssetsCemeteriesDrainageLibrariesParks and ReservesPublic Swimming PoolsPublic ToiletsRefuseWaste MinimisationWastewaterWater SupplyNath PritchardGroup ManagerEnvironmentalServicesAnimal ControlBuilding ControlEnvironmental HealthDevelopment PlanningResource ManagementAbandoned VehiclesIan GoodenGroup ManagerTransportation ServicesBridgesFootpathsLitterParkingRoadingRoad SafetyRural FiresStreet CleaningStreet LightingStructure PlansStock Crossings152 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016

Summary of Water and SanitaryServices AssessmentPlease note that the Water and Sanitary Services Assessment has been adopted by Council. The full version of thedocument is available from Council offi ces.Draft Water and Sanitary ServicesAssessmentPart 7 of the Local Government Act 2002 requiresall territorial authorities to carry out assessmentsof water and sanitary services. The legislativerequirement refl ects concerns expressed bygovernment agencies in recent years that in someparts of New Zealand little thought has been givento the ability to provide water and sanitary servicesof an acceptable standard sustainably into the future.The primary purpose of these assessments is toensure that public health is adequately protected.The Local Government Act 2002 required that allCouncils consult on the Water and Sanitary ServicesAssessments for the district by 30 June 2005. TheLocal Government Act is somewhat ambiguousabout whether or not the consultation had tobe commenced or completed. Whilst Councilcompleted the draft Water and Sanitary ServicesAssessments prior to 30 June 2005, the consultationwas not complete at that time.After discussions with the Offi ce of the AuditorGeneral, Waikato District Council (along with anumber of other Councils) undertook the publicconsultation after 30 June 2005. It was agreed thatthis approach would be acceptable as long as theentire process was completed prior to, or as partof, the draft LTCCP process. Council completedthe process on 21 March 2006 and the informationcontained within the LTCCP refl ects the adoptionof the Water and Sanitary Services Assessment.Assessments have been prepared for water supply,wastewater, stormwater services, cemeteries andpublic toilets. Solid waste is covered in Council’sWaste Management Plan.Communities that have been assessed arecategorised as fully serviced, semi-serviced orunserviced:Fully Serviced – These communities are servicedby reticulated wastewater and water supplies. Theseare the main centres such as Huntly, Ngaruawahia,Te Kauwhata, Raglan and the smaller townships ofMeremere, Hopuhopu, Horotiu and Matangi.Semi Serviced – These communities have eithera reticulated water or wastewater service. Thesecommunities are at urban fringe areas such as TeKowhai, Te Akau, Maramarua, Gordonton, Newstead,Eureka and Tamahere. These communities arenot separately assessed, because within servicedareas there are unserviced blocks. They are eitherassessed under fully serviced areas or unservicedareas.Unserviced (roof water, bore and septictank) This type of community is not provided withCouncil services but provide their own individualservice via roof water and septic tank. Glen Afton,Te Kowhai, Rotokauri, Tauwhare Pa, Whale Bay,Rangiriri, Horsham Downs, Te Akau South, GlenMassey, Pukemiro, Renown, Waikokowai andWhatawhata, are classifi ed under this category.Council has adopted the approach of doing abroad-brush assessment of small communitiesand has made a full assessment of the balance ofthe district. Marae and camping grounds wherethe population is not permanently resident butwhere large crowds could gather, have been leftout of this assessment. These will be earmarkedfor looking at in more detail in the next round ofassessments in late 2007. Council has consideredgrowth in the district, and future service levels andfi nancial impacts, in achieving these. The assessmentincludes risks to public health by water and sanitaryservices and options for dealing with failure events.The assessment also describes the Council’s role inhandling risk issues and options for future.The Waste Management Plan has been adopted byCouncil. The full version of the document is availablefrom Council offices.THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016 153

Summary of Waste Management PlanCouncil has a responsibility under the LocalGovernment Act 1974 to have a Waste ManagementPlan.The Waste Management Plan contains Council’s keywaste policies for the next three to fi ve years.The objectives of the Waste Management Plan are:· Reduce the wastage of resources in the district.· Increase options for diversion of waste fromlandfi ll.· Help create Sustainable Communities.· Make waste reduction options readily accessible tothe public.· Minimise the environmental effects of wasterelatedactivities.· Ensure that public health and safety is notcompromised.A key component of the Waste Management Planis to adopt a target of zero waste to landfill by2020. This is a major commitment to reducing thecauses of waste in our community. Rather thansimply accommodating more and more waste in ourlifestyles, we need to radically re-think our conceptsof waste and resource use. The Zero Waste targetwill be reviewed again by 2010.The Waste Management Plan contains specifi cprovisions to addresses the following waste issues:· Education for sustainability.· Waste services, including extension of recyclingcollections.· Business waste and farm waste.· Organic waste.· Construction and demolition waste.· Water and sewage sludge.· Energy conservation.· Provision for future waste bylaws and levies.Council will set an example to the community byimplementing waste reduction in its own operations.Education for sustainabilityIt is Council’s role to engage the community andprovide information that will help the communitywaste less. It is important that people beencouraged to talk freely about consumption andwaste issues. The Waste Management Plan containsa range of messages and methods of delivery to helpresolve unsustainable practices and to develop moresustainable ways of living that contribute to a goodquality of life.The NZ Waste Strategy 2002 has proposed sometargets for local government which are also addressedin the new Waste Management Plan.154 THE ROAD AHEAD - LONG-TERM COUNCIL COMMUNITY PLAN 2006-2016