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SECTION 7: Supplementary material | Ngā āpitihanga
SECTION 7: Supplementary material| Ngā āpitihanga
Key regional assumptionsLevel ofuncertainty
Risk Forecasting assumption
LowThat council decidesto change its strategicdirection sometime inthe next three years.
Waikato Regional Council strategic direction
In December 2016, Waikato Regional Council adopted a new strategic direction toguide work over the current council’s term. It is assumed that the first three yearsof the 2018-2028 Long Term Plan will have a strategic focus on the council’s sevenpriority areas (below) while continuing to work towards a healthy environment,strong economy and vibrant communities.
Support communities to take action on agreed outcomes.
Forge and strengthen partnerships to achieve positive outcomes for the region.
Positively influence future land use choices to ensure long term sustainability.
Manage freshwater more effectively to maximise regional benefit.
Increase communities’ understanding of risks and resilience to change.
Enhance the value of the region’s coasts and marine area.
Shape the development of the region so it supports our quality of life.
LowUrban growthpressures in theregion acceleratemore than anticipated.
Land use change
There are a number of development trends that are having an impact on land usechange in the region.
Since the mid-1990s there has been a net reduction in exotic forestry in the regionand net increase in high producing grassland.
Intensive farming is continuing to move onto less suitable land.
Diversification of rural land use (such as tea and mānuka).
There has been an increase in cropland, market gardening, orchards and vineyards.
The amount of high quality rural land subdivided for lifestyle blocks continues toincrease.
Increasing demand for housing and house prices in the Waikato region driven byhigh Auckland prices.
Land use change projections from 2013–2063 are noted below from the Land use,demographic and economic projections for the Waikato region, 2013 to 2063 (hectares)– for selected land uses technical report. However, it is likely Healthy Rivers/Wai Ora:Plan Change 1 for the Waikato and Waipā river catchments and subsequent planchanges will influence land use change over time.
2061 205120412031 20212013 Land type
36976 36796 36368 35274 33877 32895 Residential - lifestye
10808 10746 10556 9938 9028 8365 Residential - low density
135 138 137 129 120 112 Residential - medium-highdensity
580 581 563 538 534 509 Commercial
2834 2660 2487 2307 2113 1862 Manufacturing
707280 696558 683852 665999 637694 592147 Dairying
544441 553002 563276 577484 598700 615570 Sheep and beef
6660 6913 7130 7240 7243 7028 Other agriculture
11512 11442 11308 10823 10110 9275 Cropping
289626 290500 291441 292652 294141 289401 Foresty
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2061 205120412031 20212013 Land type
604310 606194 608964 613961 623069 654040 Indigenous
Level ofuncertainty
RiskForecasting assumptions
MediumGrowth assumptions could beincorrect.
Regional growth
The council has estimated there will be 1.5 per cent regional growth eachyear in the first three years of the long term plan. This percentage isbased on historical trends. The estimate is only used to project likelyrevenue for those rates set on a per property charge and in the calculationof rating impacts to existing ratepayers.
MediumDepopulation and populationgrowth assumptions could beincorrect.
Demographic assumptions
Ageing will increasingly affect demand for services, including publictransport and housing patterns. In the near future we will have manyolder people compared to younger and working age people to supportthem. There will be a ‘tighter’ labour market over the next 10 years as aresult of an ageing population.
Rural depopulation means that many district populations are static orreducing. This will have implications for affordable levels of service. Otherparts of the region are growing quickly which will increase servicing andinfrastructure needs.
Ethnic diversity is increasing in New Zealand. Within the next decade orso, the Asian population will come to equal the Māori population in size.This trend is expected to continue, meaning the way we have traditionallyconsulted with our communities may need to change.
LowA greater level of service maybe required leading toincreased fundingrequirements.
Declining natural capital
We are increasingly moving towards limitations of how much we can useour natural resources without also impacting the economy. In general,the public are becoming less accepting of environmental damage.
Intensified land use, urban growth and other activities will continue toresult in declining natural capital and associated ecosystem services. Itis assumed that this will increase pressure on the council to implementeffective policy and undertake more rigorous policy effectiveness andstate of the environment monitoring.
LowThe impacts of climate changecould be felt sooner or begreater than assumed.
Climate change
There has been a large shift in the understanding and acceptance ofclimate change risks over the last three years and increased internationalsupport for the need to address the risks. For the Waikato, it is assumedthat as a result of climate change the region can generally expect:
warmer, drier summers, particularly in the north east and Coromandelareas
milder winter nights
rising sea levels
shifting seasons
increased frequency and intensity of extreme weather events.
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Level ofuncertainty
RiskForecasting assumptions
The council assumes we will need to adapt to likely climate change effectssuch as weather related natural hazards and sea level rise. This meanslocalising global climate change planning and models to allow forconsidered adaptation responses.
LowThat the purpose of localgovernment will not change.
Organisational assumptions
It is assumed that the purpose of the Local Government Act 2002 willchange to:
‘to enable democratic decision making and action by, and on behalf of,communities and to promote the social, economic, environmental, andcultural wellbeing of communities in the present and for the future’.
High – thiscould mean anincreased
That no financial recompenseis made by central government.
Treaty settlements
It is assumed that central government will require Waikato RegionalCouncil to implement Treaty settlements. This will come at an increasingand significant cost to the council from which we should seek recompensefrom central government.
fundingrequirementwhich will haveto be budgetedto fund the costto implementTreatysettlementlegislation.
MediumThe council cannot meet iwiexpectations and an increasedlevel of service is required.
Influence of iwi
There is increasing influence of Iwi in the region. Existing andnearly-completed Treaty settlements are increasing the economic powerof iwi and this will increase expectations of the council, for example overnatural resource management.
MediumGovernance and managementarrangements change and havea financial impact on thecouncil.
Lake Taupō Protection Trust
Future governance and management arrangements remain unknown.
LowImplementation costs arerequired earlier than year oneof the 2021-2031 LTP.
Healthy Environments
Only the policy stage of the Healthy Environments project has beenbudgeted. Implementation costs will be budgeted in the 2021-2031 LTP.
MediumThat the changes to the way inwhich drinking water suppliesare managed will have costimplications that aren’tbudgeted.
Drinking water
The council anticipates there will be changes to the way in which drinkingwater supplies are managed as a result of the Havelock North WaterInquiry that will impact on regional councils, however exact details arestill unknown.
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Group of activity assumptionsLinked to the key regional assumptions, these are the important considerations and influences specific to each group thatunderpin the council’s planning in this area.
Forecasting assumptionGroup ofactivities
Public interest in the council’s activities will continue to increase, including demands from communities toparticipate at all stages of local decision making processes in ways which suit their interests and needs.
Communityand services
Iwi interest in the council’s activities will continue to increase, including demands from iwi to participate asa partner in decision making.
The council is assuming 20-30 partnership agreements as a result of Resource Legislation Amendment Act2017, but is taking a conservative approach to resourcing as implications are still unclear.
The council is taking a conservative approach to resourcing Treaty settlements as implications are unclearat this stage. No additional resources have been allocated given the uncertainty.
Natural hazards and disasters are predicted to increase in both frequency and severity over time.Waikato CivilDefenceEmergencyManagementGroup
Key partners and stakeholders will continue to support and contribute to the work of Civil Defence EmergencyManagement (CDEM) across the region.
The Minister of CDEM has yet to decide whether to implement the recommendations outlined in the report,Ministerial Review: Better Responses to Natural Disasters and other Emergencies in New Zealand. However, ifimplemented, the recommendations will have an impact on how CDEM is undertaken in New Zealand.
As the recovery function becomes more prominent in the legislation, an increase in staffing may be requiredto meet these new legislated activities.
Impacts from the recently amended Resource Management Act elevating natural hazards and risk reductionto a matter of national importance are yet to be clarified and implemented.
The Sendai Framework for Disaster Risk Reduction is to be legislated and the National Resilience Strategyto be introduced across New Zealand as a matter of national importance. These strategic documents willdrive CDEM capability and assist in empowering communities to develop their own community responseplans.
Public and stakeholder expectations on the accessibility of hazard and risk information and advice willincrease.
Regionalhazards andemergencyresponse Public and stakeholder expectations on the quality of information and advice will continue to increase.
There will be increasing pressure to intensify the use of hazard prone land.
As public/stakeholder expectations increase so will the cost of protection and the associated risks.
The need to better understand the impacts of climate change and the subsequent response will continue toincrease.
The National Marine Oil Spill Contingency Plan and Regional Marine Oil Spill Contingency Plan will providea basis for the scope of work undertaken by the Marine Oil Spill Response team.
The Waikato CDEM Group/Waikato Regional Council service level agreement will provide a basis for thescope of work undertaken by the support to CDEM activity.
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Forecasting assumptionGroup ofactivities
Zone management plans provide an initial basis for the prioritisation of work undertaken in each activity.Floodprotectionand controlworks
The scope of work undertaken by the river management activity is dependent on reaching agreement onthe scope of works, how those works are to be funded, and in some cases securing funding from otherorganisations.
Financial and work programme forecasts for the flood protection and land drainage activities are based oncurrent knowledge of assets (asset register, asset condition and performance) and most recent asset valuations(April 2017). This information is informed by annual visual inspections, stopbank crest level surveys on a 5to 10 year cycle and structural audits on a programmed basis. As new information is obtained, capital andmaintenance work programmes will be updated.
The forecast work programme does not include a comprehensive provision for the impacts of climate change.Information is currently being prepared that will inform this aspect of work programme forecasting, and itis expected that further consideration will be required during the development of subsequent long termplans.
Financial and work programme forecasts do not account for damage to assets during flood events. This isassessed for each event, along with the remediation options that are available based on the scope and scaleof the damage.
The council will plan and manage on an integrated catchment basis to improve land, water and biodiversityoutcomes.
Integratedcatchmentmanagement
Zone management plans provide an initial basis for the prioritisation of work undertaken by the catchmentplanning and management activity.
The scope of work undertaken by these activities is dependent on reaching agreement on the scope of works,how those works are to be funded, and in some cases securing funding from other organisations.
The Regional Pest Management Plan will provide a basis for the assessment and prioritisation of workundertaken by the biosecurity activity.
NZ Transport Agency will financially support proposed land transport activities in the region through theNational Land Transport Programme.
Publictransport
The proportion of total service costs covered by passenger fares will be 36 per cent each year over the lifeof the plan, subject to the Public Transport Plan review and Government Policy Statement.
A 2.5 per cent revenue increase has been assumed in years one and two with provision for inflation on faresthereafter.
A 2 per cent patronage growth rate has been assumed for the first three years of the LTP with patronagegrowth increasing to 2.5 per cent plus population growth in years 4 to 10.
It is assumed the start-up Hamilton to Auckland passenger rail service, commencing October 2019, will havea trial period of five years in order to maximise the investment on the rolling stock and carriage refurbishmentshowever, the outcome beyond that will be dependent on the success or otherwise of the interim solutiontrial and the completion of the strategic business case. Council has made provision over the life of the planfrom year two of the LTP for the operational costs of running the service, estimated to be $8.8 million perannum (pro-rated in year two). We have assumed annual fare revenue of $1.5 million and a NZ TransportAgency subsidy of $5.7 million, leaving the balance of $1.625 million to be funded from rates collected fromHamilton ratepayers only via a $20 uniform charge and then the capital value of your property. It is assumedthat Council will not make any contribution towards the capital costs of the service, and that infrastructurewill be owned by third parties.
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Forecasting assumptionGroup ofactivities
Increased public interest and expectations relating to environmental issues will result in higher levels ofpublic reporting of environmental incidents and monitoring required by the council, with subsequent impactson levels of service for compliance monitoring, incident response and investigation/enforcement ofnon-compliance.
Resource use
The consent processing and compliance activity level of service in the long term plan will need to be reviewedduring the life of the plan to take into account the implementation of the Healthy Rivers plan changeimplementation.
The proposed Coastal Plan review, full Regional Plan review, and Hauraki plan change will not have an impacton Resource Use levels of service for the first three years of the LTP.
Evolution of co-management will result in higher expectations from iwi partners, e.g. iwi based honoraryenforcement officers, more training/mentoring of iwi staff.
As new regulations come on line (e.g. Healthy Rivers/Hauraki/Coastal Plan/1080) there will be a need torespond to complaints in respect of potential breaches and deal with any incidents of non-compliance.
The form and function of the maritime services activity will remain the same.
Much of the existing work programmes are based on current statutory responsibilities. However, imminentResource Management Act reform, new national direction, changes to existing national direction and Treatysettlement legislation will require significant changes to existing work programmes.
Science andstrategy
Use of new technology will be necessary to help provide communities with data, involve them in the GOA’swork and empower communities to take action.
Working together will be a change to business as usual and is likely to require new skill sets and additionalresourcing to develop a common evidence base with iwi and others with whom we are working.
The council’s desire to achieve multiple benefits from decision making, coupled with its regional leadershiprole, mean that an increasing proportion of the Science and Strategy GOA’s work will involve working togetherinternally and externally to achieve integrated outcomes, rather than being narrow, more prescribed piecesof work.
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Significant negative effectsThe following table lists the significant negative effects that may occur as a result of the activities we undertake. Where a GOAis not listed, this means the council has not identified any significant effects for that particular GOA.
Significant negative effectsGroup of activities
Participation in council processes takes time and effort. People’s ability to be involved variesdepending on time and resources, and may result in lower levels of participation from somegroups.
Community and services
Environmental protection measures and regulation put in place for community safety couldbring with it increased costs.
Regional hazards andemergency response
Hard infrastructure for flood protection, river works and land drainage may impact on thecultural and economic values.
Flood protection andcontrol works
Flood protection schemes may have negative effects on the environment, including theexclusion of safe fish passage.Some in-stream works may have minor negative effects on water quality and ecological values.
Protection of natural heritage sites may reduce economic opportunities on the associatedland.
Integrated catchmentmanagement
Making the change to more sustainable land use practices may have economic, cultural andsocial impacts for individual landowners.
Annual fare increases may have a negative economic effect on the community.Public transport
Achieving a cleaner environment may require costs to fall on some industry groups.Resource use
Monitoring is showing a decline in condition or quantity of resources and this will have shortterm economic impact as the costs of reducing the external impacts are brought within business.
Science and strategy
Sometimes environmental impacts will be remedied or mitigated rather than stopped becauseof the need to strike a balance between the four wellbeings.
Changes to unsustainable environmental practices and industries as a result of implementationof policy informed by environmental monitoring may lead to changes in employment andrecreational opportunities.
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Policy summariesSIGNIFICANCE AND ENGAGEMENT POLICY
Introduction
Waikato Regional Council’s Significance and Engagement Policywas adopted in 2014 and reviewed in 2017 to meet ourlegislative requirements under the Local Government Act 2002(the LGA). The policy:
enables the council and our communities to understand thesignificance council places on certain issues, proposals,assets, decisions and activities
identifies how and when communities can expect to beengaged or specifically consulted on these items.
The Significance and Engagement Policy applies across ourcouncil. When assessing the degree of significance anddeciding on appropriate engagement or consultation processes,the policy requires us to take into consideration otherlegislative requirements, as well as any other agreements thatmight already be in place. To ensure the council engages aseffectively as possible with the Waikato region’s diversecommunities, we gather information on people’s views and
preferences in a variety of ways. Sometimes that might be viaformal statutory consultation, or it might be via a moreinformal engagement process. Either way, the overall intentis to ensure that, wherever possible, anyone who wishes tocontribute ideas or information to important council processesand decisions has the opportunity to do so.
Purpose and scope
1. To enable the council and its communities to identify thedegree of significance attached to particular issues,proposals, assets, decisions and activities.
2. To provide clarity about how and when communities canexpect to be engaged in decisions made by the council.
3. To inform the council from the beginning of a decisionmaking process about the extent, form and type ofengagement required.
4. This policy does not apply to decision making under theResource Management Act 1991 and or other legislationthat includes a prescribed consultative/engagement process.
Definitions
Council operational assets and council infrastructure assets, as disclosed in the council’s Annual Report- Property, Plant and Equipment table.
Asset class
A group of people living in the same place or having a particular characteristic in common. Includesinterested parties, affected people and key stakeholders.
Community
Refers to all the decisions made by or on behalf of the council including those made by officers underdelegation. (Management decisions made by officers under delegation during the implementation ofcouncil decisions will not be deemed to be significant.)
Decisions
A term used to describe the process of seeking information from the community to inform and assistdecision making. There is a continuum of community involvement.
Engagement
As defined in Section 5 of the LGA2002 “in relation to any issue, proposal, decision, or other matterthat concerns or is before a local authority, means the degree of importance of the issue, proposal,decision, or matter, as assessed by the local authority, in terms of its likely impact on, and likelyconsequences for,—(a) the district or region:(b) any persons who are likely to be particularly affected by, or interested in, the issue, proposal, decision,or matter:(c) the capacity of the local authority to perform its role, and the financial and other costs of doing so.
Significance
An activity the council deems to be significant as per section 5 of the Local Government Act 2002,defined above.
Significantactivity
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As defined in Section 5 of the Local Government Act 2002 “in relation to the assets held by a localauthority, means an asset or group of assets that the local authority needs to retain if the local authorityis to maintain the local authority's capacity to achieve or promote any outcome that the local authoritydetermines to be important to the current or future well-being of the community; and includes—(a) any asset or group of assets listed in accordance with section 76AA(3) by the local authority; and(b) any land or building owned by the local authority and required to maintain the local authority'scapacity to provide affordable housing as part of its social policy; and(c) any equity securities held by the local authority in –(i) a port company within the meaning of the Port Companies Act 1988:(ii) an airport company within the meaning of the Airport Authorities Act 1996”.
Strategic asset
Policy
5. Engaging with the community is needed to understand theviews and preferences of people likely to be affected by orinterested in a proposal or decision.
6. An assessment of the degree of significance of proposalsand decisions, and the appropriate level of engagement,will therefore be considered in the early stages of a proposalbefore decision making occurs and, if necessary,reconsidered as a proposal develops.
Assessment of significance
7. The council will take into account the following matterswhen assessing the degree of significance of proposals anddecisions, and the appropriate level of engagement:
There is a legal requirement to engage with the community.
The level of financial consequences of the proposal ordecision.
Whether the proposal or decision will affect a large portionof the community.
The likely impact on present and future interests of thecommunity.
The likely impact on Māori cultural values and theirrelationship to land and water (also refer section 15).
Whether the proposal affects the level of service of asignificant activity.
Whether community interest is high.
Whether the likely consequences are controversial and/orhas a likely impact on the reputation of council.
Whether community views are already known, includingthe community’s preferences about the form ofengagement.
The form of engagement used in the past for similarproposals and decisions.
8. The council will take into account the degree to which theissue has a financial impact on the council or the ratinglevels of its communities, using the following thresholds:
The unbudgeted operating expenditure greater than 5 percent of total operating expenditure in that year, excludingamortisation and depreciation.
A funding decision involving expenditure exceeds 20 percent of the total asset class value.
9. If a proposal or decision is affected by the aboveconsiderations, it is more likely to have a high degree ofsignificance.
10.In general, the more significant an issue, the greater theneed for community engagement.
Engagement and consultation
11. The council will apply a consistent and transparent approachto engagement.
12.The council is required to undertake a special consultativeprocedure as set out in Section 83 of the Local GovernmentAct 2002 , or to carry out consultation in accordance withor giving effect to Section 82 of the Local Government Act2002 on certain matters (regardless of whether they areconsidered significant as part of this policy).
13.For all other issues requiring a decision, the council maydetermine the appropriate level of engagement (section 82of the Local Government Act 2002) on a case by case basis.
14.The Community Engagement Guide (schedule two) identifiesthe form of engagement the council will use to respond tosome specific issues. It also provides examples of types ofissues and how and when communities could expect to beengaged in the decision making process.
15.Where a Joint Management Agreement, Memorandum ofUnderstanding or any other similar high level agreementsexist, these will be considered as a starting point whenengaging with Māori.
16.For mana whenua groups without a formal agreement aseparate engagement plan will be developed as appropriate.
17.When the council makes a decision that is significantlyinconsistent with this policy, the steps identified in Section80 of the Local Government Act 2002 will be undertaken.
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Schedule 1 - Strategic assets
Section 5 of the Local Government Act requires the followingto be listed in this Policy:(a) any asset or group of assets listed in accordance withsection 76AA(3) by the local authority; and(b) any land or building owned by the local authority andrequired to maintain the local authority's capacity to provideaffordable housing as part of its social policy; and(c) any equity securities held by the local authority in –(i) a port company within the meaning of the Port CompaniesAct 1988:(ii) an airport company within the meaning of the AirportAuthorities Act 1996.
The following is a list of assets or group of assets that thecouncil needs to retain if it is to maintain its capacity to achieveor promote any outcome that it determines to be importantto the current or future wellbeing of the community.
infrastructural fixed assets owned or maintained by theWaikato Regional Council such as its river management,flood protection and drainage assets
the council’s investment fund
data held in the council’s geographic information system(GIS)
the council’s shareholding in CCOs and CCTOs.
Schedule 2 - Community engagement guide
Community engagement:
is a process
involves all or some of the public
is focused on decision making or problem solving.
The International Association for Public Participation (IAP2)has developed a Public Participation Spectrum to demonstratethe possible types of engagement with the community. Thismodel also shows the increasing level of public impact as youprogress through the spectrum from left to right – ‘inform’through to ‘empower’. If simply ‘informing’ stakeholders thereis no expectation of receiving feedback, and consequentlythere is a low level of public impact. At the other end of thespectrum, ‘empowering’ stakeholders to make decisions impliesan increase in expectations and therefore an increased levelof public impact. Differing levels of engagement may berequired during the varying phases of decision making on anissue, and for different stakeholders.
It will not always be appropriate or practicable to conductprocesses at the ‘collaborate’ or ‘empower’ end of thespectrum. Many minor issues will not warrant such an involvedapproach. Time and money may also limit what is possible onsome occasions.
In general, the more significant an issue, the greater the needfor community engagement.
When engaging with the community, the council will:
seek out and encourage contributions from people whomay be affected by or interested in a decision
provide reasonable access to relevant, timely and balancedinformation so people can contribute in a meaningful way
provide a variety of appropriate ways and opportunities forpeople to have their say
tell the community what the council’s decision is and thereasons for that decision
provide a clear record or description of the relevantdecisions made by the council and explanatory materialrelating to the decision.
Forms of engagement
The council will use the Special Consultative Procedure (as setout in section 83 of the LGA 2002) where required to do so bylaw, including the following issues requiring decisions:
adoption or amendment of the long term plan (sections93(2) and 93A)
making, amending or revoking a bylaw that the councilidentifies using this policy as having significant interest to,or significant impact on, the public (section 156(1)(a)).
The council will consult in accordance with, or using a processor a manner that gives effect to the requirements of, section82 of the LGA 2002 where required to do so by law, includingfor the following specific issues requiring decisions:
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adopting or amending the annual plan if required undersection 95 of the LGA 2002
transferring responsibilities to another local authority undersection 17 of the LGA 2002
establishing or becoming a shareholder in a councilcontrolled organisation
adopting or amending a revenue and financing policy,development contributions policy, financial contributionspolicy, rates remission policy, rates postponement policy,or a policy on the remission or postponement of rate onMāori freehold land.
For such consultation, the council will develop informationfulfilling the requirements of Section 82A of the LGA 2002.
For all other issues, the following table provides an exampleof the differing levels of engagement that might be consideredappropriate, the types of tools associated with each level andthe timing generally associated with these types ofdecisions/levels of engagement.
Engagement tools and techniques
Over the time of decision making, the council may use a varietyof engagement techniques on any issue or proposal and thetools may be adapted based on a range of other factors,including history and public awareness of the issue, stakeholderinvolvement, and timing related to other events and budgets.The council will also take into consideration other engagementsunderway, and combined initiatives will be utilised whereappropriate to maximise efficiencies and to alleviate‘consultation/engagement fatigue’.
Each situation will be assessed on a case-by-case basis.
EmpowerCollaborateInvolveConsultInformLevel
The final decisionmaking is in thehands of the public,
Working together todevelopunderstanding of all
Participatoryprocess designedto help identify
Two-waycommunicationsdesigned to obtain
One-waycommunicationproviding
What theconsultationinvolves
however, under theissues and interestsissues and views topublic feedbackbalanced andLocal Governmentto work outensure concernsabout ideas onobjectiveAct 2002, thealternatives and
identify preferredsolutions
and aspirations areunderstood andconsidered prior todecision-making
rationale,alternatives andproposals to informdecision making
information toassistunderstandingabout something
Regional CouncilChair and Councillorsare elected to makedecisions on behalfof their communities
that is going tohappen or hashappened
Local body electionsHealthy Rivers: Planfor Change/WaiOra: He RautakiWhakapaipai
Regional PolicyStatement
Regional Plan
Consultationdocument for theLTP
Flood warningsTypes ofissues thatwe mightuse this for
Binding referendumCollaborativestakeholder group
Workshops
Focus groups
Formal submissionsand hearings
Websites
Public notices
Tools wemight use
Local body electionsTechnical alliance
Citizens PanelWebsites
Public noticesSubscribedemail/text alerts
Focus groups,surveys
The council wouldgenerally provide thecommunity with a
The council wouldgenerally involvethe community at
The council wouldgenerally providethe community
The council wouldadvise thecommunity once a
The councilwould generallyadvise the
When thecommunity can expectto beinvolved
greater lead in timeto allow them time to
the start to scopethe issue,
with a greater leadin time to allow
draft decision ismade and would
community oncea decision ismade
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EmpowerCollaborateInvolveConsultInformLevel
be involved in theprocess. e.g. typicallya month or more
throughout theinformationcollection, and toconsider options
them time to beinvolved in theprocess
generally providethe community withup to 4 weeks toparticipate andrespond
Schedule 3 - Māori engagement framework
Kua oti i te Kaunihera te Pou Tarāwaho Māori TūhonohonoTāngata te whakaemi me ngā puka e hāngai ana ki te wāhangatuatoru o tēnei kaupapa here. Kei tō mātou ipurangi te PouTarāwaho e iri ana.
The council has completed compiling the Māori EngagementFramework, which forms schedule three of this policy. Theframework can be accessed atwww.waikatoregion.govt.nz/significance-and-engagement-policy.
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Council controlled organisationsWAIKATO LOCAL AUTHORITY SHARED SERVICES
Waikato Local Authority Shared Services (WLASS) is a councilcontrolled organisation (CCO) solely owned by the 12 Waikatolocal authorities – Waikato region, Hamilton city, Haurakidistrict, Matamata-Piako district, Otorohanga district, Rotoruadistrict, South Waikato district, Taupō district,Thames-Coromandel district, Waikato district, Waipa districtand Waitomo district.
The company was established in 2005 to promote sharedservices between local authorities across the Waikato region.By encouraging and enabling the councils to work together,WLASS helps councils to reduce costs, achieve effectivenessand efficiency gains, reduce duplication of effort, eliminatewaste through repetition, promote and contribute to thedevelopment of best practice, and improve customerexperiences.
Much of the work of WLASS is undertaken by working partiesor advisory groups made up of staff from the shareholdingcouncils, with expertise and interest in particular services.
WLASS provides a legal entity representing all of theshareholding councils, and can enter into contracts andagreements with external suppliers. The WLASS CEO facilitatesand coordinates the various working parties.
Member councils pay a small annual levy, depending on theirsize, to run the WLASS. Services obtained by members arefunded on a user pays basis, whereby each council pays forand receives the financial benefit of its share of any particularservice. The decisions about potential projects or services aremade by the directors, who make up the WLASS Board.
The WLASS board has 12 directors, each director being thechief executive or nominee of one of the local authoritiesrepresenting the shareholding councils. The directors do notreceive any fees or expenses for the work undertaken on behalfof WLASS.
More detailed information about WLASS can be found atwww.waikatolass.co.nz.
Performance measures
MeasureMethodTarget
The Procurement Specialist has developedstandard regional procurement policies,templates and procedures and providedtraining in each council by the end of thefinancial year
Procurement is from sources offering bestvalue, service, continuity of supply, and/oropportunities for integration
Procurement
Joint procurement initiatives for goods andservices for WLASS councils will beinvestigated and implemented
New suppliers are awarded contractsthrough a competitive tender process
A minimum of three priority projects forcollaboration are identified per annum
The focus is on shared services which willbenefit all councils
Collaborative projects
Priorities for collaboration are identified,business cases are developed for thehighest priority projects, and the projectsare implemented If considered of value, business cases are
developed for approval by the Board, andthe projects are implemented
The WLASS Contracts Register ismaintained and managed
Appointed vendors deliver on the terms oftheir contracts and deliver value to theshareholders
Existing WLASS contracts
Existing contracts are managed andrenegotiated as required
Contracts which are due for renewal aretested for competitiveness and eitherrenegotiated or re-tendered through acompetitive process
The WLASS Board reviews the financialstatements at least quarterly
The Financial Accountant reviews cashflowmonthly, and the WLASS Board reviews thefinancial statements quarterly
Cashflow
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MeasureMethodTarget
The company shall maintain a positivecashflow position
Administration expenditure shall notexceed budget by more than 5%, unlessprior approval is obtained from the Board
The Financial Accountant and ChiefExecutive review expenditure monthly
Cost control
Administration expenditure shall bemanaged and monitored
The Board shall provide a written reporton the business operations and financialposition of WLASS to the shareholdersevery six months
The Chief Executive prepares a writtenreport for the WLASS Board every meeting
Reporting
Six monthly reports provided toShareholders
Every second report shall be the AnnualReport, which includes a report that all ofthe statutory requirements of the WLASSare being adhered to
One 6-monthly and one Annual Report areprepared for shareholders
Approved invoices for Mayoral Forumprojects are paid by the 20
th
of the month
following their receipt
Mayoral Forum projects shall be managedfinancially through the WLASS
Waikato Mayoral Forum
The company shall provide administrativesupport to the Mayoral Forum workstreams and to the Mayoral Forum
The SVDS is available to users at least 99%of normal working hours
A Contract Manager is appointed for SVDS
The Contract Manager monitorsperformance of the contractors and reportsquarterly to the SVDS Advisory Group
Shared Valuation Data Services (SVDS)
The SVDS is reliable, well maintained andavailable to all users
The SVDS Advisory Group meets at least6-monthly
The Annual Business Plan is accepted bythe Advisory Group by 31 March 2019, andincludes consideration of strategic andoperational risks, a disaster recovery plan,and a business continuity plan
Risks associated with the SVDS are wellmanaged
The long term provision of SVDS servicesis achieved
The timetable and milestones forimplementing the long term provision ofSVDS Services (as agreed by the Board),are being achieved
Strategic advice provided by Aon on theinsurance programme structure is assessedas satisfactory in the annual WLASSShareholders’ survey by the participatingcouncils
The Insurance Broker delivers on the termsof their contract and provides value to theparticipating councils
Insurance
Achieve the relevant KPIs in Appendix 4 ofthe Insurance Brokerage contract with Aon
The day-to-day service provided by Aon isassessed as satisfactory in the annualWLASS Shareholders’ survey by theparticipating councils
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MeasureMethodTarget
Reports are presented to stakeholders inOctober/January/April and July each year
Quarterly update reports are provided toall stakeholders participating in the DataCollection contracts
RATA
Deliver better data for decision makingacross the Waikato region, enabling moreconsistent best practice
Reports on progress presented to WLASSBoard as at 30 December and 30 JuneData supplied by contractors is of good
quality and meets all of the participatingcouncils’ requirements
Lead engagement and increase capabilitywithin the sector
All data are reviewed for compliance andall good practice requirements are met
Innovation: Identify opportunities tomodify standard approaches and/ordevelop new approaches that will lead tooptimal asset management
Procurement of services complies withWLASS and NZTA’s procurementrequirements
Leadership: Lead engagement and increasecapability within the sector
Present to a national conference on RATAinnovations at least once per year
At least two RATA guidance documentsdetailing good practice are produced eachyear
RATA Forums are held 2-monthly to sharelearning and experience
All modelling reports requested from themodel supplier are actioned within theagreed timeframe, scope and budget
RATA manages the WRTM on behalf of theparticipating councils, and monitors theperformance of the model supplier(currently Traffic Design Group)
Waikato Regional Transport Model(WRTM)
The WRTM is reliable, well maintained andavailable to all users
A report from RATA on any newdevelopments and on the status of themodel is provided to the WLASS Board atleast every six months
RATA reports quarterly to the WRTMProject Advisory Group
The quality of the base model complieswith NZTA guidelines (as set out in theNZTA’s Economic Evaluation Manual), andis independently peer reviewed each timethe model is updated
Milestones for the five strategic reviewwork streams are achieved for:
Implement the strategic priorities detailedin the “Build Waikato” May 2017 strategicreview document
Fulfil the roles and responsibilities set outin clause 9 of the WBCG’s Memorandumof Understanding, 2016
Waikato Building Consent Group
Provide strategic direction and activelypursue improvements in building controlacross the Waikato region
Digital experience and technology: acommon online customer experience. Success is defined as user friendly,convenient, quick, end-to endmanagement and communication,measured by customer surveys andsystems comparisons.
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MeasureMethodTarget
People capability. Success is defined asa successful recruitment and trainingprogramme, measured by compliancewith BCA Reg. 8 -11.
Quality assurance. Success is definedas continued accreditation andincreased service consistency, measuredby accreditation outcomes, BCA annualaudits, and customer surveys.
Lift industry competency andcompliance. Success is measured byincreased industry compliance, withreduced RFIs, and reducing percentagesof application or building consentrejection.
Central government: engagement andlegislative influence. Success ismeasured by legislative submissions andoutcomes.
There is a common understanding andbuy-in by all BCAs for the WBCG vision andactions that are taken to achieve thisvision, measured by:
i. Full participation in WBCG projects andprogrammes
ii. Audits demonstrating implementationand compliance with the agreed QAsystems
iii. Consistency in service delivery,measured by customer surveys.
Risk management is visible through regularreviews of the Risk Register
All funding requirements are met by eachof the participating councils
Minimum of two reports presented to theWLASS Board on the Group’s activities
Phase 2 of the Future Proof Strategy isadopted by the Future ProofImplementation Committee no later thanDecember 2018
Joint preparation and input into Phase 2 ofthe strategy update
Future Proof
Planning for growth in the sub-region iscoordinated and collaborative
Bi-monthly reports presented to WaikatoPlan and Future Proof Chief ExecutiveGroup, and six monthly and annual reportsto WLASS Board
The Future Proof budget is well managedand monitored.
The overall Future Proof work programmeis delivered within the approved budget
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MeasureMethodTarget
Future Proof makes submissions (usingRMA and Local Government processes), onDistrict Plans, LTPs, growth managementFuture Proof works collaboratively and
provides input into the planning workundertaken by all Future Proof partnersand any other relevant planning authorities
Future Proof influences and inputs intoDistrict Plan, Regional Plan, growthstrategy and any other planning processeswhich manage growth within thesub-region and neighbouring regions
planning documents, and any centralgovernment initiatives which have thepotential to impact growth managementplanning in the sub-region
A survey of shareholders is undertakeneach year, and the results are reported toall shareholders
An annual survey of shareholders isundertaken to assess satisfaction levelswith WLASS
Shareholder survey
Shareholders are satisfied with theperformance of WLASS
Information on the financial andnon-financial benefits being achieved byWLASS are included in the 6-monthly andAnnual Report to shareholders
The benefits of WLASS (including financialand non-financial achievements) areregularly analysed and reported toshareholders
Review of benefits
Shareholders are informed of the benefitsbeing provided to shareholding councilsby WLASS.
The WLASS website is regularly maintainedand updated
LAKE TAUPŌ PROTECTION TRUST
The Lake Taupō Protection Trust (the Trust) CCO was settledon 9 February 2007.
Introduction
Lake Taupō is recognised as a national icon. Its importance,not only as an attraction for locals and people living in theWaikato region but nationally and as an attraction forinternational tourists, has been recognised. Work undertakenby a number of organisations has shown that the quality ofLake Taupō has begun to degrade for a number of reasons.The Lake Taupō Protection Trust was established as a CCO toadminister a public fund to protect Lake Taupō.
The purpose of the trust (as set out in the draft deed) ismaintenance of water quality in Lake Taupō through reducingnitrogen levels in the lake’s catchment. The trust is jointly
administered by four organisations: Waikato Regional Council,Taupō District Council, Tūwharetoa Māori Trust Board and theCrown.
Company objectives
The trust’s role is to protect Lake Taupō’s water quality byreducing manageable nitrogen leaching into the lake by 20per cent or approximately 153,000kg. After a review of theproject in 2011 and on consideration of the final figures on thetotal nitrogen obtained from the benchmarking exerciseundertaken by Waikato Regional Council, the project's nitrogenreduction target was increased to 170,300kg.
This increase meant that the remaining project funds were notable to achieve this new nitrogen reduction target. AdditionalCrown funding was received in April 2013 which enabled thetwo local authorities to subsequently release additional fundsto enable the project to progress to the new nitrogen reductiontarget.
Performance measures
Performance measures Actions
Cash flow projection in place and being operated to achieve a positive outcomein 2019
Oversee the financial position of the trust tomeet and maintain a positive projected cashflow budget until 2019
Nitrogen reduction contracts are being met and any contractual failure isaddressed to achieve repatriation of any loss of nitrogen reduction
Ensure that all Lake Taupō Protection Trust(LTPT) nitrogen reduction contracts are beingcomplied with to achieve the overall nitrogenreduction target of 170,300kg and whererelevant in conjunction with Waikato RegionalCouncil
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Performance measures Actions
Monitoring compliance results received in accordance with monitoring plantimelines; Audit NZ notified
Monitor/track that compliance monitoringresults are received on an ongoing basis forLTPT nitrogen reduction deals
Trust board up to date with compliance monitoring resultsReport on compliance monitoring results forLTPT nitrogen reduction purchases
Trust actions completed and monitoring plan supported on an ongoing basisCarry out trust responsibilities identified inthe Taupō Catchment Compliance MonitoringPlan and provide support in the operation ofthe plan with other joint parties whichincludes the trust's support of the Lake TaupōProtection Project's Communications Plan
Research outcomes reported onManage trust funded research projects thathave been previously approved by the trust
Positive audit resultParticipation and assistance in the interimand annual audits of the trust
Support provided as requested to achieve the aims of the Lake TaupōCatchment Compliance Framework
Provide ongoing support as required in theoperation of the Lake Taupō CatchmentCompliance Framework
Note: The term of the project agreement signed by the Crown, Waikato Regional Council and Taupō District Council establishingthe Lake Taupō Protection Project is scheduled to end on 30 June 2019. Discussions are underway between the project partnersconcerning the long term management of the nitrogen contracts. At the time of preparing this long term plan options were stillbeing investigated and no final decision had been reached. For this reason the performance measures in this plan are limitedto the current term of the project agreement.
REGIONAL SOFTWARE HOLDINGS LIMITED(RSHL)
Introduction
Regional Software Holdings Limited (RSHL) was formed inOctober 2012 by Northland, Taranaki, Horizons, West Coastand Waikato regional councils and Environment Southland.The six councils worked closely together over a number ofyears to develop and maintain a software application suite foruse by the councils in the delivery of their activities under along term plan. This application suite is called IntegratedRegional Information Software (IRIS) and is currently the soleapplication under the RSHL umbrella.
Company objectives
The objective of RSHL is to work in partnership with otherregional councils to provide long term shared softwareresources that are relevant to regional council activities andare fit for purpose, reliable, robust, resilient and cost effective.
The main drivers of the IRIS project are:
continuity of supply
influence/control of the destiny of regional council sectorspecific software
risk reduction
economies of scale
standardisation of practice, or adoption of best practice.
Performance measures
2020/212019/202018/19
Applies each yearUndertake an annual survey of users andshareholder/customer councils inrelation to product performance,
Non financial
Datacom support and RSHL support. Baseline to be developed following thecompletion of the first survey.
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2020/212019/202018/19
Applies each yearDevelop, approve, communicate andrefine the annual roadmap for RSHLmajor enhancement projects. Draftannual roadmap presented to the Boardby 31 December of each year for thefollowing year. Adoption by the Board by30 June of each year.
Applies each yearMajor enhancement projects identifiedon the Annual Roadmap are allcompleted within approved budget or(for items in progress) on track againsttheir agreed timeline and budget at 30June of each year.
Applies each yearBudgets for support and minorenhancements are approved by theBoard by 30 June each year and deliverywithin these budgets is effectivelymanaged by the Advisory Group.
Applies each yearUser groups and business representativesare engaged in the development of theMajor Enhancement Annual Roadmap.
Applies each yearRSHL will operate within 5% (plus orminus) of its shareholder approvedannual budget.
Financial
Applies each yearAnnual charges for shareholders andcustomers to be at level approved by theBoard and shareholder councils basedupon the approved operating budget andbudgets for major and minorenhancements.
Applies once in 3 year periodMonitor the regional council sectormarket and explore/respond toopportunities to expand the customerand/or shareholder base of RSHL.
Growth
Applies each yearConsider, evaluate and, if appropriate,implement new service areas or areasoutside of the current scope of IRIS.
(24)
Applies each yearBe a service delivery agent for widerregional council sector and related bodiesinformation management projects(ReCoCo) and related shared services. Projects to be delivered on time and onbudget as agreed in each of theStatements of Work between RSHL andthe Regional Council Corporate ServicesSIG.
24 Consider does not mean commit to do, but to identify and evaluate one or more opportunities.
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MARTHA TRUST
Introduction
The Martha Trust (the Trust) was established in 2001 by a jointventure known as the Waihi Gold Company, setting the sumof $10 to create the trust fund. The purpose of the trust is totake the title to land currently part of the Martha Mineoperation following completion of mining and closure of thesite and to monitor and maintain that land so it can be usedfor recreational purposes by the general public.
Although some supporting mechanisms of the Martha Trustexist, such as the trust structure and bond, the trust will notactually become an operative entity until such time as theclosure and rehabilitation conditions are finalised in the future.
Exemption of Martha Trust as a CCO
The Local Government Act 2002 (LGA) section 7(3) providesfor the exemption of a small organisation that is not a councilcontrolled trading organisation from being a CCO and fromthe accountability requirements of the LGA. The Martha Trustwas exempted from being a CCO by resolution of the councilin May 2007. This exemption was reconfirmed by the councilin February 2018.
It is not practical for accountability requirements andperformance monitoring of the Martha Trust to take place untilsuch a time as it becomes operative, therefore by granting anexemption the council has provided a dispensation from anyform of accountability and monitoring processes.
In accordance with section 7(3) of the LGA, the exemption ofthe Martha Trust as a CCO was reviewed at the February 2018Finance Committee meeting due to it being three years sincethe last exemption was granted. The Finance Committeegranted another exemption and resolved that the exemptionis reviewed and reassessed either when the mine closes or onthe receipt of further funds and at least within three yearsfrom granting the second exemption.
Trustees
Once the time comes for the Martha Trust to become operative,it is appropriate for trustees to be nominated. The trustees willinclude representatives nominated by Waikato RegionalCouncil, Hauraki District Council and Ngāti Tamatera.
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