a g e n d a - hauraki district · council minutes - 30-08-17 doc. ref: 2271997 draft alcohol...

- Will do now.

A G E N D A

Date: Wednesday, 27 September 2017 Time: 9.00am

Venue: Council Chambers William Street Paeroa L D Cavers Chief Executive Members: J P Tregidga (His Worship the Mayor) Cr D A Adams Cr P D Buckthought Cr C Daley Cr R Harris Cr G R Leonard Cr M McLean Cr P A Milner Cr A Rattray Cr D Smeaton Cr A M Spicer Cr D H Swales Cr J H Thorp

Distribution: Elected Members: (His Worship the Mayor) Cr D A Adams Cr P D Buckthought Cr C Daley Cr R Harris Cr G R Leonard Cr M McLean Cr P A Milner Cr A Rattray Cr D Smeaton Cr A M Spicer Cr D H Swales Cr J H Thorp

Staff: L Cavers A de Laborde P Thom S Fabish D Peddie M Buttimore Council Secretary

Public copies: Paeroa Office Plains Area Office Waihi Area Office

1 Council Agenda 27-09-17 Doc. Ref: 2216520

COUNCIL AGENDA Wednesday, 27 September 2017 – 9.00am Council Office, William Street, Paeroa 10.00am Presenter: Harvey Brookes & Chairperson, Mr Dallas Fisher Waikato Means Business Subject: Review of Economic Development Capacity & Capability in the Waikato Region. 12.00am Presenter: Mr John Ashby, Martha Pit Peer Reviewer Subject: Acknowledgement presentation from Council Order of Business Pages

1. Apologies

2. Declarations of Late Item

3. Declarations of Interests

4. Confirmation of Council Minutes - 30-08-17 (2271997) 55. Receipt of Audit and Risk Committee Minutes - 22-08-17 (2267585) 176. CEO Monthly Report for September 2017 (2277605) 287. Martha Bonds Review (2277148) 388. Update on Eligibility for Councillor Mileage Allowance (2277628) 439. Road stopping Reta Crescent, Kerepehi (2277621) 45

Appendix A - LMS 1421 and 1394 4810. 2017 Citizen and Young Achievers Award (2276734) 6311. Corporate Services Update - September 2017 (2187880) 6512. Liability and Investment Policy (2273765) 68

Appendix A - Draft Liability Management and Investment Policy (2273766) 6913. Draft Social Strategy Council Report 2017 (2277631) 8614. Council controlled organisation exemption for the Hauraki Rail

Trail Charitable Trust (2277155)

115

15. Proposed amendments to Delegation Manual re RMA (2277431) 12016. Transport Report - August 2017 (2277604) 12617. Water Services Report to Council - September 2017 (2277521) 131


Public Excluded Item

1. Proposed Purchase of Land - Ngatea Southern Estate (2277615) 299 Appendix A - Land Purchase - Southern Estate Ngatea (Image) 302

2. Property Evaluation Review (2277613) 303 Appendix A – Final Property Evaluation Report - December 2015 308 Appendix B - Sellable Properties (Images : 1-14) 320

18. Solid Waste Report to Council - August 2017 (2277535) 13519. District Drainage Report to 31 August 2017 (2277826)

20. WPDD Minutes - 31-08-17 (2228615)

140142

21. EPDD Minutes - 31-08-17 (2277069) 14722. PRDD Minutes - 31-08-17 (2277070) 15023. Planning and Environmental Report for August 2017 (2277424) 15424. 2016-17 Draft Annual Report Excluding Financials - September 2017

(2277614)

169

25. Final Community Facilities Funding Framework (2277268) 287 Appendix A - Community Facilities Funding Framework 288

26. New Leases and Renewals (2277616) 296


Matters to be taken with the Public Excluded The public be excluded from the following parts of the proceedings of this meeting. The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

Item No.

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Ground(s) Under Section 48(1) for the Passing of this Resolution

1

Proposed purchase of Land - Ngatea Southern Estate

Section 7(2)(i) Prejudice to Commercial Position/Negotiations To enable the local authority holding the information to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations.

Section 48(1)(a) That the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist.

2

Property Evaluation Review



1 Council Minutes - 30-08-17 Doc. Ref: 2271997

HAURAKI DISTRICT COUNCIL MEETING

MINUTES OF A MEETING OF THE HAURAKI DISTRICT COUNCIL HELD IN THE COUNCIL CHAMBERS, WILLIAM STREET, PAEROA ON WEDNESDAY, 30 AUGUST 2017 COMMENCING AT 9.05 AM

APOLOGIES RESOLVED THAT the apology of Cr C Daley, Cr J Thorp, and Cr D Smeaton be received and sustained. C17/295 Tregidga/Swales CARRIED LATE ITEMS There were no late items. DECLARATIONS OF INTERESTS There were no declarations. CONFIRMATION OF COUNCIL MINUTES - 26 JULY 2017 (2241649) The Mayor presented the minutes. RESOLVED THAT the minutes of the meeting of the Hauraki District Council held on Wednesday, 26 July 2017 are confirmed and are a true and correct record. C17/296 Harris/Buckthought CARRIED LOCAL GOVERNMENT MEMBERS DETERMINATION 2017-18 AND NON-ELECTED MEMBERS REMUNERATION (2267262) The Group Manager – Community Services and Development presented a report which summarised the key changes made by the Remuneration Authority following their review of elected member remuneration and rules regarding the recovery of expenses incurred whilst undertaking their roles as councillors.

PRESENT J P Tregidga (His Worship the Mayor), Cr D A Adams (Deputy Mayor) (9.00am-12.30pm), Cr P D Buckthought, Cr R Harris (9.00am-12.30pm), Cr G R Leonard, Cr M McLean Cr P A Milner, Cr A Rattray, Cr A M Spicer and Cr D H Swales

IN ATTENDANCE Messrs L D Cavers (Chief Executive), A de Laborde (Group Manager

- Engineering Services), D Peddie (Group Manager - Corporate Services), P Thom (Group Manager - Planning & Environmental Services), S B Fabish (Group Manager - Community Services and Development), M Buttimore (Strategic Planning Projects Manager), Ms C Mischewski (Policy Analyst), Ms T Nevin (Strategic Planner), R Bierre (Manager, Regulatory Services), Mrs S Holmes (Strategic Planner), Ms K Quinn (Senior Strategic Planner), S de Laborde, (Infrastructure Systems and Planning Manager) and Ms C Black (Council Secretary)

Council Agenda - 27-09-17


RESOLVED

THAT the report be received. C17/297 Adams/Leonard CARRIED Following this review, the Authority has now released their 2017 determination which has been considered by the Councillor Remuneration Working Party. The Working Party have proposed a number of recommendations in regard to the revised remuneration settings and rules for the recovery of expenses they believe are appropriate and are in line with the determination released. The report also outlined the review undertaken by the Working Party in relation to the remuneration and allowances currently paid to non-elected member appointees of its committees. RESOLVED THAT Council pay $35 per hour to the District Plan Committee Chair and $30 per hour to other elected members of the District Plan Committee when participating in formal District Plan hearings, and THAT the Mayor be eligible to claim the travel time allowance, and THAT the following options be provided for the elected members communication allowance as follows:

1. Members be paid the communication allowance and use their personal communication equipment and services.

2. Members be provided with Council communication equipment and services and do not receive the communication allowance.

3. Members be provided with a hybrid option where some personal equipment is used and the respective communication allowance be paid and Council communication equipment and services supplied.

THAT the current honorarium and mileage allowance at the currently paid to members of the District Drainage Committees be discussed by those committees at their next meeting and that they provide feedback to Council on their current remuneration arrangement and/if any change be proposed, and THAT the independent member of the Economic Development Subcommittee be paid an honorarium of $5,000 per annum plus a mileage allowance at the IRD rate, and THAT the independent Council appointee to the Tauwhare Koiora Reserve Co-Governance Committee be paid $150 per meeting plus a mileage allowance at the IRD rate, and THAT the independent Council appointee to Agewise be paid $500 per annum plus a mileage allowance at the IRD rate, and THAT the remuneration of all other non-elected members, as summarised in Table (2) of the report remain the same, and THAT the Council approves and adopts the changes to the elected member remuneration settings and rules in relation to recovery of expenses and allowances, and THAT the Elected Member Sensitive Expenditure Policy be updated to incorporate the approved changes, and THAT the additional fees and allowances be paid from the existing Democracy budget. C17/298 Harris/Spicer CARRIED



DRAFT ALCOHOL CONTROL BYLAW (2266107) The Policy Analyst Council presented a report which sought approval of the draft Alcohol Control Bylaw and adoption of the Statement of Proposal prior to public consultation. RESOLVED THAT the report be received. C17/299 Swales/Spicer CARRIED RESOLVED THAT in accordance with sections 147A and 155(1) of the Local Government Act 2002 the draft Alcohol Control Bylaw is appropriate and proportionate in light of the crime or disorder (being crime or disorder caused or made worse by alcohol consumption in the areas concerned) and the draft bylaw is the most appropriate way of addressing the perceived problems, and THAT in accordance with sections 147A and 155(2) of the Local Government Act 2002 the draft Alcohol Control Bylaw is the most appropriate form of the bylaw and can be justified as a reasonable limitation on people’s rights and freedoms and therefore does not give rise to any implications under the New Zealand Bill of Rights Act 1990, and THAT in accordance with section 147 the Council approve the draft Alcohol Control Bylaw (as contained in the Statement of Proposal) for public consultation, and THAT the special consultative procedure is used for community engagement on the draft Alcohol Control Bylaw and the related timeframes and approach are approved, and THAT in accordance with sections 156(1)(a) and 86 of the Local Government Act 2002 the Council adopt the Draft Alcohol Control Bylaw Statement of Proposal. C17/300 Leonard/McLean CARRIED AMENDED ANNUAL REPORT TO ALCOHOL REGULATORY LICENSING AUTHORITY (ARLA) 2016-2017 (2260566) The Manager, Regulatory Services presented a report which outlined the requirement for the Hauraki District Councils District Licensing Committee (DLC) to submit its annual report to the Alcohol Regulatory and Licensing Authority (ARLA) in Wellington on liquor licence application matters. RESOLVED THAT the report be received. C17/301 Spicer/McLean CARRIED RESOLVED THAT the annual Hauraki District Licensing Committee report be submitted to the Alcohol Regulatory and Licensing Authority, Wellington. C17/302 Tregidga/Adams CARRIED



ADOPTION OF DRAFT GAMBLING POLICY 2017 (2266446) The Policy Analyst presented a report which considered the social impacts of gambling in the Hauraki District. RESOLVED THAT the report be received. C17/303 Tregidga/Spicer CARRIED It was requested that Council also review its policy approach and consider the effectiveness of the current policy. Recommendations were sought as to the appropriate policy approach for the future and that Council approve a draft policy and statement of proposal document for consultation with the public between 1 September and 2 October 2017. RESOLVED THAT the ‘2017 Social Impact Assessment: Considering the social costs and benefits of gambling within the Hauraki District’ be received, and THAT the Council has regard for the 2017 Social Impact Assessment in considering the adoption of the Draft Class 4 Gambling Venue and NZ Racing Board Venue Policy 2017, and THAT the maximum venue and gaming machine restrictions of the Class 4 Gambling Venue and NZ Racing Board Venue Policy 2014, being 9 venues and 69 machines, are retained, and THAT a discretionary relocation policy is adopted for inclusion in the Class 4 Gambling Venue and NZ Racing Board Venue Policy 2017, and THAT the Draft Class 4 Gambling Venue and NZ Racing Board Venue Policy 2017 be adopted for public consultation in accordance with section 83 of the Local Government Act 2002, and THAT the Draft Class 4 Gambling Venue and NZ Racing Board Venue Policy 2017 Statement of Proposal (SOP) document be adopted for public consultation in accordance with section 83 of the Local Government Act 2002. C17/304 Spicer/Rattray CARRIED PRESENTATION: NZ POLICE EASTERN WAIKATO – UPDATE AND FEEDBACK ON POLICING MATTERS On the invitation of the Mayor, Eastern Waikato Commander, John Kelly was in attendance to discuss with and update Council on key policing issues of concern affecting communities both nationally and within the Hauraki District. Mr Kelly outlined key initiatives and tools the NZ Police are currently using to combat serious crime throughout the country and ways in which to address traffic safety more effectively. The meeting adjourned at 10.40am. The meeting reconvened at 10.56am NOISE CONTROL INFRINGEMENTS 2017 (2266342) The Group Manager – Planning and Environmental Services presented a report which requested Council to consider authorising the issuing of infringement notices and fines for excessive or unreasonable noise breaches under the RMA (Resource Management Act) as outlined in the Resource Management (Infringement Offences) Regulations 1999 for repeat offenders.



RESOLVED THAT the report be received. C17/305 Leonard/Harris CARRIED RESOLVED THAT Council approve implementing the use of infringement notices with fines for excessive or unreasonable noise breaches in accordance with the Resource Management (Infringement Offences) Regulations 1999. C17/306 Milner/McLean CARRIED PUBLIC TRANSPORT PATRONAGE (2266904) The Group Manager – Engineering Services presented a report which outlined the review of the performance of the Public Transport Bus service between Paeroa and Hamilton – Route 22 (via Te Aroha and Morrinsville). Also assessed were the Costs and Revenue of the Multi-Party Funding Agreement between NZ Transport Agency, Waikato RC, Matamata Piako DC and Hauraki DC and their apportionment determining the overall effectiveness of that service for the respective district community. RESOLVED THAT the report be received. C17/307 Buckthought/Swales CARRIED RESOLVED THAT Council support the Public Transport Route 22 for the 2017/18 financial year, and THAT Council continue to provide current funding to Public Transport Route 22 at the 2016-17 rate and not increase it to the proposed rate of $30,215. C17/308 Milner/McLean CARRIED Noted: 3 abstentions – Cr Harris, Cr Adams and Cr Buckthought. ROAD NAMING REPORT - THORN ROAD, WAIHI (2266927) The Group Manager – Corporate Services presented a report which sought approval that the rural portion of Waitete Road (north of Rata Street), be renamed Thorn Road. This will reduce confusion and opens up more numbering options to futureproof current and further development. RESOLVED THAT the report be received. C17/309 Rattray/Buckthought CARRIED RESOLVED THAT the rural end of Waitete Road, from the intersection with Rata Street, to the end, be renamed as Thorn Road. C17/310 McLean/Rattray CARRIED



REQUEST FOR APPROVAL TO DEPART FROM COUNCILS PROCUREMENT POLICY REQUIREMENT TO APPOINT AN ALTERNATIVE DESIGN-BUILDING PROPOSAL – 2017 UNDER-SLIP REPAIR ON TOP ROAD, PATETONGA (2266979 The Group Manager – Engineering Services presented a report from the Transport Manager to inform the Council of the proposals received and recommend the award of the contract, based on departure from the procurement policy in relation to remedial works to address a significant under-slip which occurred on Top Road, Patetonga during storm events in April and May of this year. RESOLVED THAT the report be received. C17/311 Adams/Harris CARRIED Three quotations were invited from consulting engineering companies to investigate and design remedial measures for an under-slip which occurred at Top Road, Patetonga those being Pinnacles Civil Limited, Opus International Consultants Limited and AECOM. Two proposals were received of which one was for engineering design as requested, whilst the second was an alternative design and build proposal. The third invited company did not submit a proposal. The Opus proposal is for an alternative design/build solution offered significant time and cost savings to Council. The Opus partnership with a contractor has sufficient resources to complete the project successfully. RESOLVED THAT Council approve a departure from the Procurement Policy and appoint Opus to undertake the design and build for the under-slip repair on Top Road for a cost estimate of $100,400 excluding GST. C17/312 Harris/Swales CARRIED CEO REPORT FOR AUGUST 2017 (2266605) The Chief Executive presented his monthly report for August 2017. The report covered information on recent staff changes within the organisation and provided an update on the discussion topics covered at the Mayoral Forum held on17th July 2017. RESOLVED THAT the report be received. C17/313 Leonard/Spicer CARRIED WAIHI GOLD DISCOVERY CENTRE AND I-SITE UPDATE (2266994) Appendix A - Waihi I-Site - HDC August 2017 The General Manager of the Waihi Gold Discovery Centre and I-Site, Eddie Morrow and Director, Waihi Gold Discovery Centre Limited - Glen Grindlay were in attendance. The representatives provided an update on the operations and outcomes of the Waihi I-Site as per the requirements of the Service Level Agreement held with the Hauraki District Council. The report they had submitted provided a summary of activities and services provided by the I-site through the first half of 2017 and included an end of year finance performance summary as at 31 March 2017.



RESOLVED THAT the report be received. C17/314 Tregidga/Adams CARRIED PLANNING AND ENVIRONMENTAL SERVICES REPORT FOR JULY 2017 (2266256) The Group Manager – Planning and Environmental Services and the Strategic Planning Projects Manager presented the monthly planning and regulatory report for July 2017. RESOLVED THAT the report be received. C17/315 Tregidga/Milner CARRIED EMERGING POLICY ISSUES FOR FRESHWATER (2266520) 2016-17 FOURTH QUARTER NFPT RESULTS COUNCIL REPORT (2266465) The Policy Analyst, for the information of the members, presented a report which outlined the Governments consultation document on its ‘clean water’ package. RESOLVED THAT the report be received. C17/316 Tregidga/Swales CARRIED It was explained that the 2014 National Policy Statement on Freshwater (Freshwater NPS) sets targets for freshwater, giving these targets legal status. Regional councils are required to develop targets to contribute to the national target and territorial authorities are required to comply with the rules/policies developed by the regional councils when seeking resource consents for water use and discharge into waterways. The meeting adjourned for lunch at 12.30pm Cr Adams and Cr Harris left the meeting at 12.30pm. The meeting reconvened at 1.05pm and adjourned to receive the presentation by Mr Jim Graham from (Water NZ) on the delivery of safe water supplies. Mr Graham provided a presentation which detailed background on the science of contaminants affecting water supplies and the importance of ensuring processes are in place for the protection of NZ’s water sources and to maintain a level of protection to the public against water borne illnesses. The meeting reconvened for the continuation of business at 2.50pm. 2016/17 FOURTH QUARTER NON-FINANCIAL PERFORMANCE RESULTS REPORT TO COUNCIL The Strategic Planner presented a report which summarised the 2017-17 Fourth Quarter Non-Financial Performance Results. RESOLVED THAT the report be received. C17/317 Tregidga/Leonard CARRIED



Extension of Meeting Duration RESOLVED THAT pursuant to SO 4.2 the meeting continues beyond six hours’ duration. C17/318 Tregidga/Swales CARRIED TRANSPORT REPORT JULY 2017 (2266983) The Group Manager – Engineering Services, in the absence of the Transport Manager, presented the monthly Transport report for July 2017. RESOLVED THAT the report be received. C17/319 Milner/Rattray CARRIED WATER SERVICES REPORT TO COUNCIL - JULY 2017 (2266424) The Group Manager – Engineering Services presented the monthly Water Services report for July 2017. RESOLVED THAT the report be received. C17/320 Leonard/Spicer CARRIED SOLID WASTE REPORT TO COUNCIL - JULY 2017 (2266433) The Group Manager – Engineering Services and Infrastructure Systems and Planning Manager presented the monthly Solid Waste report for July 2017. RESOLVED THAT the report be received. C17/321 Rattray/Buckthought CARRIED DISTRICT DRAINAGE ACTIVITY REPORT TO 30 JUN 2017 (2266367) The Group Manager – Engineering Services and Infrastructure Systems and Planning Manager presented the monthly Drainage activity report to 30 June 2017. RESOLVED THAT the report be received. C17/322 Rattray/McLean CARRIED As there were no District Drainage Committee meetings held in July, there were no minutes to be received.



Matters to be taken with the Public Excluded The public be excluded from the following parts of the proceedings of this meeting. The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

Item No.




1

Potential Purchase of Waihi Property



2

Rating Sales- August 2017

Section 7(2)(a) – Protect the privacy of natural persons, including that of deceased natural persons.


C17/323 Milner/McLean CARRIED



RESOLVED THAT the public be re-admitted to the meeting and that the business in committee discussed be confirmed. C17/328 Milner/McLean CARRIED The meeting closed at 3.17pm. CONFIRMED J P Tregidga Mayor 27 September 2017

Council Agenda - 27-09-17 Page 16

1 Audit & Risk Committee Minutes – 22-08-17 Doc Ref: 2267585

HAURAKI DISTRICT COUNCIL

AUDIT AND RISK COMMITTEE MINUTES OF A MEETING OF THE AUDIT AND RISK COMMITTEE HELD IN THE HAURAKI ROOM, COUNCIL OFFICE, WILLIAM STREET, PAEROA ON TUESDAY, 22 AUGUST 2017 COMMENCING AT 9.00AM PRESENT Mr P Bennett (In the Chair), His Worship the Mayor Mr J P Tregidga, Crs D A Adams, G R Leonard (from 9.07am), P A Milner and D Smeaton

(from 9.09am) IN ATTENDANCE Mr David Walker (Audit Director - Audit NZ), Cr R Harris, Messrs L D

Cavers (Chief Executive), D Peddie (Finance Manager), Ms K Vatselias and Ms C Black (Council Secretary)

APOLOGIES RESOLVED THAT the apology for lateness of Cr G Leonard and D Smeaton be received and sustained. ARC17/57 Bennett/Milner CARRIED LATE ITEMS There were no late items. DECLARATIONS OF INTERESTS There were no declarations. CONFIRMATION OF AUDIT AND RISK COMMITTEE MINUTES – 20-06-17 (2224534) RESOLVED THAT the minutes of the Audit and Risk Committee meeting held on Tuesday, 20 June 2017 be confirmed and are a true and correct record. ARC17/58 Bennett/Adams CARRIED PROGRESS AGAINST AUDIT NZ RECOMMENDATIONS AUGUST 2017 (2259616) Appendix A - Progress on matters raised by Audit NZ August 2017 (2259614) Mr David Walker (Audit Director - Audit NZ) spoke to the report and addressed key matters raised from the 2015-16 audit. RESOLVED THAT the report be received. ARC17/59 Bennett/Milner CARRIED



Cr Leonard attended the meeting at 9.07am. Cr Smeaton attended the meeting 9.09am. Mr Walker provided feedback to the Committee on cash handling. The Committee was asked if they wished to add ‘cash handling risk assessment’ to the programme. Cr Adams believed that audit continue with current matters before adding any new ones to the programme. Mr Walker stated there needs to be a reliance placed on field staff to ensure they record the correct time for attending or resolving service requests. This potentially affects such time sensitive performance measures. A scenario where this system will be especially stressed will be “no water” or “flooding” incidents affecting several properties. In such instances, the field staff will busy attending to the service requests and will then have to enter the data into the database retrospectively. There is no independent verification of the response time made when this is later recorded. For stormwater or land drainage issues, the public also has the ability to contact the Drainage Manager or Drainage Overseer directly (as well as the CSAs). There is a risk that all service request incidents may not be recorded in the customer service request system; especially during heavy rainfall events when the Drainage Manager and Overseer will be busy. AUDIT NEW ZEALAND ENGAGEMENT LETTER DEBENTURE TRUST DEED (2257272) Appendix A - Audit New Zealand - Limited Independent Assurance report Debenture Trust Deed (2259366) David Walker presented the Audit New Zealand Audit Engagement Letter, for the 2016/17 Limited Independence Assurance Report in respect of HDC’s Debenture Trust Deed, to the Committee for approval. RESOLVED THAT the report be received. ARC17/60 Leonard/Bennett CARRIED HDC, as a shareholder of the New Zealand Local Government Funding Agency, (LGFA), is required to have a Debenture Trust Deed to be able to participate as a borrower and a shareholder, and therefore take advantage of the lower interest rate margins LGFA offer. HDC also uses the Debenture Trust Deed to provide security for its borrowings from banks. HDC signed the Debenture Trust Deed between HDC and Trustee Executors Limited (the Council’s Trustee), on 29 November 2012. Mr Walker explained that a Debenture Trust Deed is a deed entered into between a local authority and a trustee under which the local authority grants a security interest in its rates and rates revenue to the trustee to hold on behalf of holders of the ‘stock’ issued under the Debenture Trust Deed. The local authority can then issue ‘stock’ to creditors which has the benefit of the security granted to the trustee. RESOLVED THAT the Committee approves the Audit NZ Engagement Letter in respect of Hauraki District Councils Debenture Trust Deed for signature by the Mayor. ARC17/61 Bennett/Milner CARRIED



AUDIT NEW ZEALAND - AUDIT PROPOSAL LETTER (2259361, 2257364)

The Finance Manager presented a report which outlined that under Section 99 of the Local Government Act Councils are required to provide an Annual Report and Summary which must contain an audit report from the Auditor General. RESOLVED THAT the report be received. ARC17/62 Bennett/Adams CARRIED Mr Walker talked the Committee through the letter which set out the audit fees for the following three years. He explained the changes to the hours required to complete the audit, and the resulting impact on audit fees due to this change. It was requested that the Audit Proposal Letter for the 2016/17, 2017/18 and 2018/19 audits be approved and signed by the Mayor. RESOLVED THAT the Committee approve the Audit Engagement Letter for signature by the Mayor. ARC17/63 Bennett/Smeaton CARRIED RATES AFFORDABILITY INFORMATION REPORT (2259954) The Group Manager – Corporate Services presented a report which outlined a range of sources of information to evaluate whether rates affordability is an issue in Hauraki. Overall the measures indicated that for a significant part of the community, rates are likely to be less affordable than an average community in New Zealand. Options were discussed as to how Council could help address some of the key issues around affordability of the community to pay rates and what measures could be put in place to assist with these issues. RESOLVED THAT the report be received. ARC17/64 Leonard/Bennett CARRIED Discussion was held regarding Maori freehold land that has been split into multiple ownership and land that can be sold. The following options to assist in the manageability of paying rates were discussed:

• Value Based Rates vs. Annual Charges • More frequent instalments • Alternative payment methods • Discounts • Rates Rebates – increasing uptake • Rates remission based on rates rebate scheme • Rates Postponement • Improving Household Income



Committee members supported the suggestion that staff and Councillors visit district marae to explain the process for applying for rates rebates. It was also emphasised the need to target ‘extreme’ cases of hardship where rates demands are continually not being met early before the rates arrears reach an unsurmountable level. RESOLVED THAT the affordability report be submitted to Council as part of the discussions regarding Step 4 of the Revenue and Finance Policy. ARC17/65 Tregidga/Adams CARRIED TREASURY REPORT AS AT 8 AUGUST 2017 (2258815) The Group Manager – Corporate Services provided an update on the current position of the loan/debt status, against the parameters outlined in the Council’s Financial Strategy and Liability Management Policy. RESOLVED THAT the report be received. ARC17/66 Bennett/Leonard CARRIED DECISION REPORT LIABILITY AND INVESTMENT POLICY (2257323) Appendix A - Draft Liability Management and Investment Policy (2225732) The Group Manager – Corporate Services provided the Audit and Risk Committee with the amended Liability Management and Investment Policy for review. RESOLVED THAT the report be received. ARC17/67 Adams/Milner CARRIED The Liability Management and Investment Policy was last reviewed and revised as part of the 2015-25 Long Term Plan process in 2014. This policy is now up for review as part of the 2018-28 Long Term Plan process. Treasury Advisors PWC, have reviewed the current policy and have recommended some minor changes to the policy. These changes generally relate to clarifying some wording, removing some irrelevant information, and aligning the policy with current best practice, and Council requirements. Staff recommended a change to the External Debt per Property measure to more closely align this cap to the cap generated by the other measures. RESOLVED THAT the revised Liability Management and Investment Policy be submitted to Council for adoption. ARC17/68 Adams/Milner CARRIED



DEPARTURES FROM PROCUREMENT POLICY AUGUST 2017 (2256880 The Chief Executive presented a report which provided information regarding the uses of the departure from procurement policy process. Previously, the Committee resolved that it maintain oversight of the use of the departure from the procurement process through a report to the Committee twice per year. The Chairperson advised that he was satisfied with this process. RESOLVED THAT the report be received. ARC17/69 Leonard/Bennett CARRIED RISK REPORT TO AUDIT AND RISK COMMITTEE (2259256 Appendix A - HDC Risk Register - Corporate Risks with Control (2258319) The Chief Executive advised at the last meeting the Committee agreed to the introduction of a ‘four tier’ rating for controls and the Executive Leadership team have undertaken an assessment in this regard and this is shown on the risk register. The previous assessment was also shown for the committee’s information but this will be removed. The four tier rating for controls are: Not acceptable (NA) Needs improvement (NI) Effective (E) Advanced (A) The members suggested that a priority list of ‘not acceptable’ (NA) risks be compiled and presented to the next meeting. RESOLVED THAT the report be received. ARC17/70 Tregidga/Milner CARRIED RESOLVED THAT a priority list of ‘not acceptable’ (NA) risks be compiled and presented to the next meeting. ARC17/71 Tregidga/Milner CARRIED



Matters to be Taken with the Public Excluded The public be excluded from the following parts of the proceedings of this meeting. The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

Item No.




1

KPMG Progress Report - August 2017

Section 6(a) – Maintenance of Law


2

Rates in Arrears - August 2017



3

Rates in Arrears – Subject Property - August 2017



ARC17/72 Adams/Tregidga CARRIED



RESOLVED THAT the public be re-admitted to the meeting and that the business in committee discussed be confirmed. C17/78 Tregidga/Adams CARRIED AUDIT AND RISK COMMITTEE SELF-ASSESSMENT RESULTS 2017 (2258316) The Group Manager – Corporate Services presented a report which showed the compiled results of the Audit & Risk Committee self-assessment survey and provided an opportunity for discussion around the results. Commentary regarding comparison to the previous year’s survey results was also included. RESOLVED THAT the report be received. ARC17/79 Tregidga/Adams CARRIED All members agreed, or strongly agreed, that the Committee requires financial expertise, knowledge of governance, assurance and risk management best practice, a good knowledge of the local government sector. To allow the Committee members to gain more competency and understanding of financial matters, the Chair suggested he speak with Margaret Devlin regarding setting up training sessions for Councillors which would provide them with a basic understanding of finance. It was also suggested that the Chief Executive make inquiries through (EQUIP) for training opportunities for members – Courses ‘Finance 101 and 102’. RESOLVED THAT members of the Audit & Risk Committee attend the LGNZ Audit and Risk Training sessions. ARC17/80 Tregidga/Adams CARRIED

HEALTH AND SAFETY REPORT AUDIT AND RISK AUGUST 2017 (2259682) Julie Sweeney, Human Resources Advisor joined the meeting and a presented a summary on key matters to ensure Hauraki District Council continues to meet its health and safety responsibilities under the Act as part of the regular reporting to the Audit & Risk Committee. RESOLVED THAT the report be received. ARC17/81 Bennett/Tregidga CARRIED

The Chairperson commended human resources and health and safety staff on their ongoing support in developing and supporting the ongoing drive to improve the health and safety practices and processes within the organisation.



AUDIT AND RISK COMMITTEE - WORK PROGRAMME REPORT AUGUST 2017 (2259294) The Finance Manager presented the Draft Work Programme to December 2017 and requested feedback from the members. RESOLVED THAT the report be received. ARC17/82 Leonard/Adams CARRIED RESOLVED THAT the Committee approves the work programme as presented.

ARC17/83 Leonard/Adams CARRIED The Chairperson suggested ‘Fraud’ be added to the work programme for 2018. The meeting closed at 11.15am. CONFIRMED P Bennett Chairperson 17 October 2017


2242917 Page 1 of 2

Information Report

To: Mayor and Councillors

From: Chief Executive

Date: Friday, 8 September 2017

File reference: Document: 2274451 Appendix A: 2274455 Appendix B: 2277517

Meeting date: 27 September 2017

Subject: Chief Executives Monthly Report – September 2017 Recommendation: THAT the report be received. THAT Council support/not support the sale of Civic Assurance House and vote accordingly at the Annual General Meeting

1.0 Staff We have successfully appointed two new employees to join our team next month. Chris Zampese will join us in the role of Application Support Analyst within the Corporate Services team starting Monday 16th October. The general function of his position will be to provide technical analyst expertise in supporting the Council’s EPR system (Authority) to best meet business requirements. Leigh Robcke will start with HDC on Monday 2nd October as the Senior Project Planner, reporting to Mark Buttimore. The general function of his role is to provide policy and implementation advice to the Council and the ELT and to work with the Strategic Planning Projects Manager on all mining projects and associated matters in Waihi. Leigh comes to us with a wealth of experience in planning – his most recent project was the District Plan review with TCDC. Megan Smith from Paeroa was successful in the Water Services Administrator role and began work for that Engineering Services Department team in early September. Wendy Brasier, who has recently moved down from Northland, has joined us in a fixed term capacity as the Business Unit Administrator for the Technical Services Business Unit while Renee Wentzel is seconded to the Executive Assistant (Engineering and Corporate Services) for a period of parental leave. The casual on-call Library Assistant position has been filled by Mea Rapata from Turua. The Pool Lifeguard positions have recently closed, as has the Policy Analyst role to replace Katy Hurd who is leaving in October. We are currently in the appointment process for an Accounts Payable/Receivable position following Raewyn Green’s appointment to the Customer Services team, and the Design Engineer and Finance Manager appointment processes are still in the ‘processing’ phase with interviews and decisions pending.


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We have a vacancies of Engineering Assistant (Transport Team) role which will report to Transport Manager Lukas de Haast within the Technical Services Business Unit. This has a closing date of 30th September. We have received resignations from Janet Sharrock who is in a fixed term Finance Officer role within the Corporate Services Department, and from Peter Hearn who has been a member of the Construction and Maintenance Business Unit for the past 11 years. 2.0 Civic Financial Services – Notice of Special Meeting Attached for the member’s information is a Notice of a Special Meeting of Shareholders of Civic Financial Services Limited (Civic) being held on 5 October 2017. The purpose of the Special Meeting is to seek shareholder approval for the sale of Civic Assurance House. Attached as Appendix A is the notice of the special meeting and a background paper on why the sale of Civic Assurance House is being considered. Civic Assurance, now Civic Financial Services Limited was first established in 1961 (as the Municipalities Cooperative Company Limited). Until 2011 Civic Assurance has provided insurance to the Local Government Sector at competitive rates and it could be argued that Civic Assurance presence in the market has meant that other insurance companies had to work harder for any local government business. Should the sale of Civic Assurance House proceed Council would receive a nett cash dividend in the order of $43,000. The sale is being proposed as Civic is no longer offering property insurance and the sale of the building allows for the return of some equity back to the shareholders. The option of providing property insurance in the future is possible through Civic Property Pool. Civic have advised that they do not need to maintain ownership of the building to provide insurance services in the future. The Council needs to decide whether it supports the sale of Civic Assurance House. Due to the Council’s relatively small shareholding the sale will only result in a small dividend to Council and will result in reductions in future dividends. 3.0 September Mayoral Forum – Summary Report Attached for the member’s information is a summary report on the matters considered at the Mayoral Forum meeting held on 11 September 2017. Langley Cavers Chief Executive


Summary of Waikato Mayoral Forum meeting 11 September 2017: New economic development agency Creating a Waikato-wide regional economic development agency was endorsed by the forum. The new Waikato Regional Development Agency – outlined by Waikato Means Business under chair Dallas Fisher – is due to become operational mid-2018. To be based at the Innovation Park in Hamilton – with a proposed budget of $2 million – the agency will also have service centres around the Waikato to ensure it is delivering value to businesses in the region and is not just big city focused. Such an agency – in line with the direction set by the Waikato Plan - will help the region better access a share of the Government’s $60 million-plus regional growth programme funding, and attract national and international investment. Due in part to a lack of co-ordinated effort, the Waikato is underinvesting in economic development. We’re currently the only region without such a co-ordinated development agency. We’re not getting a fair share of that Government regional growth funding and not doing enough to attract investment. We’re also not doing enough to develop skills and work readiness of our people and ensure they are in education, employment or training. So the agency, as proposed, will help bring the Waikato Story to life and will be a much needed ‘front door’ for local Waikato businesses to get development help and for investors from outside the region to find their feet here to mutual advantage. And it’s definitely designed to be a “doing it” entity. Waikato Means Business may have been initiated by councils but is now very much led and driven by business. So it was great to see the forum unanimously swinging in behind the significant effort put in by Dallas and his team to get things cracking. A proposed funding model for the agency will see councils, business and other sources all contribute to its budget. Individual councils are due to decide on their level of contribution. Facilities funding framework There was also unanimous forum support at the meeting for a new community facilities funding framework which outlines the way councils will work together to identify how regional and sub-regional facilities should be collectively and equitably funded. Just as importantly, it helps local government work with others to take a collaborative, strategic approach to investing in community sports, leisure, cultural and arts facilities. It is neither efficient nor effective for each council, school, and community group to develop and maintain their own sports, leisure, arts and cultural assets. The framework is an opportunity for a paradigm shift in the way that we plan for and fund community facilities so that communities benefit from these investments now and into the future, and we avoid unnecessary duplication of resources. Sport Waikato, Creative Waikato, Trust Waikato and the WEL Energy Trust are all supportive of the concept. It will now be up to all councils to consider formally whether they accept the forum’s recommendations. Under the framework, individual councils remain the decision makers over how much they are prepared to contribute to individual projects.


Community-led engagement Sport Waikato CEO Matthew Cooper, recently returned from a study of neighbourhood-led development in Canada, told the forum meeting that practices there could well have relevance to our region and that he’d be keen to work with councils on this. Taking a neighbourhood-led or community-led approach could get greater public engagement than having central agencies develop ideas and seeking comment, Matthew suggested. He looked at how Canadian “neighbourhoods” (as opposed to “communities”) got together and worked on various initiatives. “Partnership with funders and other stakeholders was critical to success,” he said. There was also a need to strike a balance between taking a long-term view and getting runs on the board. Matthew noted that many community development “players” in the Waikato could be confusing for the public and questioned whether various agencies knew enough about what each other are doing. So a more collaborative and common approach to community-led development could be useful. National waterscape The forum received the first in a new series of comprehensive reports on local, regional and national water issues from the regional council’s science and strategy director Tracey May. The reports will from now be at not less than six monthly intervals, reflecting the forum’s desire to be kept up with developments in this fast-changing and increasingly important space. Tracey noted how new Government direction places pressure on the region to improve the swimmability of rivers and lakes in coming years, measured by e.coli standards. The regional council’s chief executive Vaughan Payne noted there were concerns with the development of government direction in regard to swimmability targets without a comprehensive assessment of the potential cost implications for regional communities. Vaughan also said it was frustrating to see the new standards focusing only on e.coli when local science says the other three significant contaminants (nitrogen, phosphorous and sediment) should also be looked at. A report to the forum said: “While the direction in regard to water management is being set at a national level, implementation is more and more being passed on to regional and local levels to deliver, with costs of implementation and compliance being borne by our ratepayers.” Tracey noted the council’s new freshwater strategy was putting a long term focus on how to manage water in the region generally through advocacy, smarter methods and better information. She also outlined progress being made in the Healthy Rivers Wai Ora Proposed Plan Change 1 for the Waikato and Waipa rivers, noting hearings involving independent commissioners were due to start in May/June of next year. Havelock North An update on the inquiry into the Havelock North water supply contamination inquiry noted criticisms of the local regional and district councils after stage 1 of the inquiry. Stage 2, currently underway, will provide recommendations about managing water supply across New Zealand. It is not due to report till December. Implications for Waikato are therefore not currently clear but a report to the forum said a different approach could be expected in the approach taken by drinking water assessors given a finding they had been too “hands off” in the past. It was also likely greater scrutiny of bores will be expected, the report said. One good sign for Waikato is that a meeting of agencies in our region felt that many of the issues raised regarding communication and liaison between agencies around Havelock North weren’t present in our region. But the meeting also agreed a range of measures related to liaison and data to further ensure safety of drinking water supplies in the Waikato. Waikato Regional Services Funding


The regional council advised it will be seeking formal feedback from local councils on how the Waikato Regional Services Fund might operate in future. Under an agreement with local councils, the regional council collects rates on behalf of the region and uses the funds to support a number of rescue services. The regional council proposes a more specific name of the Emergency Regional Services Fund. The forum agreed with the general idea of maintaining the status quo when it came to funding and levels of service. Alan Livingston, chair Waikato Mayoral Forum


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Decision Report


From: Strategic Planning Projects Manager

Date: Tuesday, 19 September 2017

File reference: Document: 2274161 Appendix A: Bond Background data from 2016

Portfolio holder: The Mayor

Meeting date: Wednesday, 27 September 2017

Subject: Mine Bonds - Review

Recommendation: THAT the report be received, and THAT Council agree to the rollover of the Rehabilitation and Closure Bonds and the Capitalisation Bond for a further year; and THAT the Bond quanta be recalculated in 2018 as part of the 2018 Annual Peer Review process.

Purpose As part of the Annual Peer Review process the current mining bonds required under the Extended Martha Mineral Area (EMMA) consent (and equivalent Waikato Regional Council (WRC) consent) are reviewed and updated once agreement has been reached on the quanta. For the 2017 review Oceana Gold has requested that the existing bond sums be rolled for the following year with the next review to be held in 2018. The matter or suggested decision does not involve a new activity, service, programme, project, expenditure or other deliverable.

Background A very detailed report was presented to Council at its 30 November 2016 meeting reporting on the rehabilitation and closure bond(s)(Document #1625893) and extracts from this report are attached as Appendix A. A report on the Capitalisation Bond was presented to Council in April 2017 as part of the Planning and Environmental Services monthly report. All of the bonds are held jointly by HDC and WRC and the schedule of works in the rehabilitation and closure plan relate to the separate consent conditions. The capitalisation bond relates to the Martha Trust which has appointees from both Councils and Iwi. Rehabilitation and Closure Bond


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As a result of the EMMA consent granted in 1998 and the equivalent Waikato Regional Council (WRC) consent granted at the same time there are conditions that require the consent holder to provide and maintain in the favour of the Councils a rehabilitation and closure bond. This bond effectively covers the costs of all rehabilitation works required for all the Oceana Gold (OG) mining sites in Waihi that would enable the Councils to undertake all the rehabilitation works identified in the rehabilitation and closure plan required to achieve “closure” of the sites in the event that the Company exited the sites on 30 June the following year. The final closure criteria remain under development as additional mining works are undertaken and are updated annually. Closure will be achieved when all the works scheduled in the rehabilitation and closure plan have been completed to the required standard. In considering the November 2016 Bond review report the Council resolved:

“THAT the Councils accept the Rehabilitation and Closure bond figure of $43,480,000 for the 2016/17 year; and THAT staff of the Councils (HDC and WRC) respond to Oceana Gold advising that the figure is accepted on the basis that the Bond is extended to 2019.

The bonds for the existing amounts were extended to 1/7/2020 (a year longer than was requested) and the new bond for $8,090,000 was executed and extends to 19/12/2019. The Rehabilitation and Closure Bonds are now held as follows:

PNB Paribas $24,800,000 Expiry 1/7/2020

Hong Kong and Shanghai Banking Corporation $8,345,000 Expiry 1/7/2020

Hong Kong and Shanghai Banking Corporation $8,090,000 Expiry 19/12/2019 There is also another Bond which the Councils can access being the Water Permit Bonds held by WRC totalling $2,300,000 (held as cash in trust). Total bond coverage is therefore $43,535,000. Capitalisation Bond As a result of the EMMA consent granted in 1998 and equivalent Waikato Regional Council (WRC) consents granted at the same time there are conditions that require the consent holder to provide and maintain in the favour of the Councils a capitalisation bond to be used to capitalise the Martha Trust once closure works are completed (that is all the works detailed in the rehabilitation and closure plan). The Martha Trust is established as a result of the consent conditions and is charged with maintaining land and assets specified in the consents in perpetuity, funded from the proceeds of the capitalisation bond. These assets include the tailings dams, the pit lake surrounds, specified land around the pit, pit lake water quality etc. In 2016 the Company had requested that the bond quantum be reduced (from $10.4m to $5.340m) to take into account the timing of the call in of the bonds. If the bonds are called in by the Councils, they will receive the capitalisation sum immediately but the Martha Trust cannot be activated until all closure works are completed. Besides all the rehabilitation and closure works that would need to be undertaken the pit lake is expected to take 7 years to fill and there is a 5 year monitoring period following this before closure is achieved and the Trust being activated. During the time between when the bonds may be called in and the completion of closure works the capitalisation sum can be invested by the Councils; and this period is likely to be up to 12-13 years. The Councils agreed that the bond sum will be reduced in the future once the Company has addressed some outstanding matters relating to the land the Martha Trust will receive, and the methodology for the calculation of interest and the effects of inflation and risk on the invested funds have been assessed. The Company will be looking to achieve this in 2018.


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Following the 2016 review the Councils responded to the Company advising that the current bond sum ($10,400,000) should remain in place until a number of consent and licence conditions have been met. These matters are currently being addressed by the Company. The capitalisation bond was extended to 1 July 2020.

Issues and options Rehabilitation and Closure Bonds In the detailed review of the rehabilitation and closure works undertaken in 2016 $8.5m of contingencies were identified. The amount of work that was to be covered by the contingencies has decreased so there is an increased allowance for contingencies contained within the bonds. There have been no new rehabilitation works identified that are not already included in the 2016 Rehabilitation and Closure Plan works and costings. More material has been excavated from the north wall than the estimate prior to the commencement of works. The total excavated is in the order of 260,000m3 or 510,000 tonnes. This will have had the effect of increasing the $2.516,250 contingency by a significant amount and therefore the total contingencies will be $8.5+. I am waiting for the detail on the additional amount excavated but it will be in the vicinity of 80,000 – 100,000 tonnes or 41,000 - 5100m3. The current bond coverage of $43,545,000 contains sufficient contingencies to ensure that the Councils are covered to undertake the works required in the rehabilitation and closure plan and there are sufficient contingencies to cover Council for any reasonably foreseeable risks. Capitalisation Bond Once the Company has addressed some outstanding matters, and the methodology for the calculation of interest and the effects of inflation and risk have been assessed the capitalisation bond will fall somewhere between the $10.4m of the current bond and the $5.34m that the Company is seeking. The Councils have sufficient contingency in the current $10.4m of cover.

Significance and Engagement Assessment This decision does not trigger the Significance and Engagement Policy Assessment Tool and therefore is not considered significant under the Significance and Engagement Policy 2014.

Budget Implications There are no budget implications resulting from the report resolutions.

Recommendation Council should make its decision on which option to choose based on that option being the most cost effective, and good quality option for the Hauraki District (s10 of the Local Government Act 2002). Mark Buttimore Strategic Planning Projects Manager


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Appendix A

2016 Background to Rehabilitation and Closure Bonds Call up of Bonds In the event of the sites closing the Company would still need to undertake the rehabilitation and closure works of the site. In this instance it would be unlikely that the bonds would be called upon as the Company would still exist and be required to complete all rehabilitation and closure obligations. If the Company were to remain in existence and have good standing with their bank(s) (i.e. retain the ability to borrow money) then calling upon the bonds would be a scenario the Company would likely want to actively avoid. In my opinion there currently exist two scenarios where the bonds would be called upon by the Councils. These are if the Company was adjudged bankrupt or if the Company remained but in effect was a shell Company, and did not complete the rehabilitation and closure works. Each of these scenarios is discussed below. Under either of these scenarios then the bonds would be called upon by the Councils These two scenarios are only likely to happen if the price of gold drops dramatically or the Company is unable to obtain funding from banks for existing mining activities. The price of gold and silver has fluctuated to some degree over the last few years but not dramatically and therefore the scenario of potentially bankruptcy in the current economic climate under these circumstances is not considered likely. For HDC and WRC I consider that the bigger risk is if the Company takes on too much debt or has an existing resource (e.g. mine) that soaks up all equity within the Company. I consider that this scenario is the more likely to occur than the price of gold significantly decreasing over the next 12 months or so. OceanaGold Ltd is a small/medium company within the mining and exploration scene with five working mines and two prospects on their books. The working mines are Waihi, Macraes, Frasers Underground, Haile in the USA and Didipio in the Philippines. Other mining interests a joint venture with Newcrest Mining Ltd and Barrick Gold Corporation in New South Wales, Australia. I note that the Company has other interests in Canadian based companies associated with exploration activities in Canada and the USA. Also of note there is the Reefton Mine which is currently undergoing rehabilitation as it transitions to a care and maintenance programme.

The Company is a listed Company on the NZ, Toronto and Australian Stock exchanges and as such is required to regularly report on its activities. There are no other activities that I am aware of that raises any issues to warrant a mention in this report.

Overall, I consider that there is always a small risk of the Company going bankrupt if the price of gold and silver were to drop dramatically or if their share price drops significantly over the next year. Other factors to be considered are:

The life of mining in Waihi for Correnso was forecast to be mid 2018 but with the addition of new resource found in Correnso and the new SUPA underground OG has advised that the life of mining is now forecast to be quarter 3, 2019. There are no signs that the Company is looking to exit the site in the short term i.e. 3 years).

The Company has an extensive (and expensive) exploration programme underway both with exploration drilling on the surface (around the pit) and in the underground and has recently been granted consent for two further exploration drives under the south wall of the pit. There are currently 8 exploration drills and this year and next year the Company expects to drill at least 35 40,000 metres of core drilling each year.


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Contingencies Bond amount 38,646,439 Risk Contingency 790,261 Bond Contingency 4,043,300 _________ Total 43,480,000 Additional contingencies/potential cost savings Estimated cost reductions from 2nd design 1,159,000 Estimated cost reductions created by planned laybacks 2,516,250 Contingencies from above 4,833,561 _________ Total contingencies/estimated cost reductions $8,508,811


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Decision Report


From: Group Manager - Community Services and Development

Date: Monday, 18 September 2017

File reference: Document: 2276952

Portfolio holder: Mayor John Tregidga


Subject: Update re Eligibility for Councillor Mileage Allowance

Recommendation: THAT the report be received, and THAT a mileage claim can be lodged when a councillor is invited to attend a meeting, site visit or function, by the Mayor or a member of the executive leadership team, and THAT that the Sensitive Expenditure policy be updated.

Purpose The purpose of this report is to amend the rule concerning claiming of mileage when a councillor is required to travel to attend a meeting, site visit or function. Background Following the adoption of changes to the elected member remuneration and rules regarding the recovery of expenses presented to Council on 30 August 2017, a question has arisen as to the eligibility of councillors to claim mileage in the case where they have travelled to undertake a site visit or meet with a resident ratepayer as a result of a complaint/issue raised by that resident ratepayer. The current definition of Council Business in the Sensitive Expenditure Policy is as follows; (1) Travel on Council business for the purposes of this policy is deemed to be:

Civic functions, meetings and/or ceremonial functions of other organisations where the elected member is a representative and/or respective portfolio holder, and attendance and reimbursement of costs are in accordance with the representatives’ approved terms of reference; or

Conferences, courses, seminars and training programmes where the elected members’ attendance has been approved by the Council or requested by the Chief Executive; or

Attendance at Council-initiated public meetings or site visits associated with the Judicial Committee meetings / hearings; or


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Mileage incurred by elected members investigating incidents of complaint referred to them by residents and where that complaint has been registered on Council’s ‘Service Request’ database.

Due to a level of doubt as to whether or not Councillors can claim mileage for certain meetings and non-service request site visits, the Mayor felt that a rewording of the current definition of ‘Council Business’ in the Sensitive Expenditure Policy was needed to avoid confusion and to allow some reasonable flexibility. It is proposed that the following be the new definition of Council Business in the Sensitive Expenditure Policy. (1) Travel on Council business for the purposes of this policy is deemed to be:

1. Civic functions, meetings and/or ceremonial functions of other organisations where the

elected member is a representative and/or respective portfolio holder, and attendance and reimbursement of costs are in accordance with the representatives’ approved terms of reference; or

2. Conferences, courses, seminars and training programmes where the elected members’ attendance has been approved by the Council or requested by the Chief Executive; or

3. Attendance at Council-initiated public meetings or site visits associated with the Hearings and Judicial and District Licensing Committees; or

4. Where a Councillor is invited to attend a meeting, site visit or function, by the Mayor or a member of the executive leadership team.

Conclusion It is recommended that the Sensitive Expenditure Policy be updated to allow for a mileage claim where a councillor is invited to attend a meeting, site visit or function, by the Mayor or a member of the executive leadership team. Steve Fabish Group Manager- Community Services and Development


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Decision Report

To: The Mayor and Councillors

From: Property Manager


File reference: Document: 2276573 Appendix A: 2276580

Portfolio holder: Councillor Carole Daley


Subject: Council owned land required for road – Reta Crescent, Kerepehi

Recommendation: THAT the report be received, and THAT That Council approve of the Minister for Land Information declaring, pursuant to section 114 of the Public Works Act 1981, that part of Lot 1 DP400203, comprising 0.2473 ha (subject to survey) and shown as Lot 1 on the attached Dunwoodie & Green Surveyors Limited plan 6004-16, for road and the vesting of the land in Council.

THAT Council, as Grantor and Grantee under Easement Instruments 7490103.6 and 793562.7 to drain and store water, consent to the proposal under section 114 Public Works Act 1981, to declare Part Lot 9 DP 400203, area 0.2473 ha, to be road vested in Council

THAT Council approve the engagement of the services of Dunwoodie & Green Surveyors Limited to undertake survey of the land required for road on a Survey Office Plan.

THAT Council approve the engagement of Lyfestyle Research Limited, a LINZ Accredited Supplier, to undertake the work required to obtain LINZ approval to the declaration of Part Lot 9 DP 400203, area 0.2473 ha (subject to survey) as road vested in Council, and THAT cost of this process be funded from Council’s property account.

Purpose To present Council a report recommending that part of a Council owned fee simple property in Reta Crescent, Kerepehi, be declared road under section 114 of the Public Works Act 1981 vested in Council.


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Background In 2000 Council acquired Tiritiri 2B2 Block comprising 14.2879 ha from Walter Douglas Hawkings for $360,000 comprising 14.2879 ha (all land in CFRSA258/212). Council subdivided this property in 2007 into 17 lots (subdivision plan DP 38607 refers) and in 2008 subdivided Lot 15 DP 38607 of that subdivision, comprising 5.4612 ha, into a further 18 lots (subdivision plan DP 400203 refers). Council still retains ownership of Lot 9 DP 400203 (CFR399383), area 1.144 ha, and is proposing to dispose of part of Lot 9 DP 400203 comprising 0.8970 ha (subject to survey) and to provide additional road frontage to the entire portion of Lot 9 to be disposed of by having the balance of Lot 9 DP 400203, comprising 0.2473 ha (subject to survey) made road. The portion of Lot 9 DP 400203 to be disposed of is shown as Lot 1 on the attached Dunwoodie & Green Surveyors Limited Plan 6004-16 and the portion of Lot 9 DP 400203 to be made road is shown as Lot 2 on the said plan. The declaration of Part Lot 9 DP 400203, area 0.2473 ha (subject to survey) as road will also provide additional road frontage to the adjoining Lot 8 DP 4000203 (CFR399832) owned by Cartwright Investments Limited and the land to the north, Tiritiri 2A1A Block (CFRSA258/221), owned by Hayward Builders Limited. Process Council will need to consider and approve the recommendation in this report. If that occurs, Dunwoodie and Green Surveyors Limited will proceed with the preparation of a Survey Office Plan defining the 0.2473 ha portion of Lot 9 DP 400203 required for road and the balance of Lot 9 DP 400203 and when approved as to survey, Lyfestyle Research Limited will prepare and submit a report to LINZ seeking its approval under section 114 PWA 1981, to declare the 0.2473 ha area to be road vested in Council and signing of a draft gazette notice for same. Issues and Options There is no statutory requirement under section 114 of the Public Works Act 1981 for the Crown or Council to publicly notify the proposal to declare the 0.2473 ha portion of Lot 9 DP 400203 to be road or obtain the consent of the adjoining owner to the proposal. However, in terms of the written consents required under subsection (2) (a) to (i) of s114, the only consents required in this case, is the consent of Council as the territorial authority to the proposed road [subsection (h)] and the consent of Council as a person having a registered interest in the land[subsection (j)]. Lot 9 DP 400203 is currently subject to three easements. However, the portion of Lot 9 required for road is only affected by two easements, namely, Easement Instrument 7490103.6 for a right (in gross) to store and drain water over that part marked E on DP 400203 in favour of Council and, Easement Instrument 7935629.7 for a right (in gross) to store and drain water over that part marked E on DP 400203 in favour of Council. Council, as the owner of Lot 9 DP 400203, is both Grantor and Grantee under both of these easements. The declaration of the 0.2473 ha portion of Lot 9 required for road will not negate these two easements as the physical works (pipelines) of these two easements will remain under the proposed road and will not be affected by the proposal to declare the land road. A partial surrender or partial extinguishment of these two easements in respect of the 0.2473 ha area to become road is not necessary. However, LINZ will require Council’s consent, as Grantor and Grantee under Easement Instruments 7490103.6 and 7935629.7 to declaring the 0.2473 ha road and this is included in the recommendations below. Separate consent documents for signing by Council (via Council’s Chief Executive) have been prepared and submitted by Lyfestyle Research to Council‘s Property Manager to arrange signing.


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New Deliverable The Local Government Act 2002 now requires that all local government deliverables (whether it be an activity, service, programme, grant or involve any other form of expenditure) must align to the purpose of local government as outlined in Section 10 of the Local Government Act. For Council’s information, the decision involves a new service i.e. provision of land for a public road park. It is therefore considered to be aligned with the purpose of local government as it provides a local public service. Significance and Engagement Assessment This decision is not considered significant as it does not trigger any of the Significance and Engagement Thresholds. Budget Implications The decision does not have any major budget implications as existing Council land is to be taken for road and the land vested in Council. The costs involved will be Dunwoodie and Green Surveyors Limited’s survey/plan preparation/plan lodgement costs and the costs charged by Lyfestyle Research Limited (as a LINZ Accredited Supplier) for undertaking this type of Public Works Action. Past work undertaken by these firms has shown those costs to be fair and reasonable. Recommendation The property portfolio holder and staff are recommending,

1. That Council approve of the Minister for Land Information declaring, pursuant to section

114 of the Public Works Act 1981, that part of Lot 1 DP400203, comprising 0.2473 ha

(subject to survey) and shown as Lot 1 on the attached Dunwoodie & Green Surveyors

Limited plan 6004-16, for road and the vesting of the land in Council.

2. That Council, as Grantor and Grantee under Easement Instruments 7490103.6 and

793562.7 to drain and store water, consent to the proposal under section 114 Public Works

Act 1981, to declare Part Lot 9 DP 400203, area 0.2473 ha, to be road vested in Council.

3. That Council approve the engagement of the services of Dunwoodie & Green Surveyors

Limited to undertake survey of the land required for road on a Survey Office Plan.

4. That Council approve the engagement of Lyfestyle Research Limited, a LINZ Accredited

Supplier, to undertake the work required to obtain LINZ approval to the declaration of the

land as road vested in Council.

5. Costs of this process to be funded from Council’s property account.

Dennis Lees Property Manager


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Decision Report


From: Community Engagement Manager



Portfolio holder: Councillor Anne Marie Spicer


Subject: 2017 Citizens and Young Achievers Award

Recommendation: THAT the report be received, and THAT the selection of recipients by the special committee for the 2017 Citizens and Young Achievers Award be approved, and THAT the eligibility criteria of residency in the Hauraki District be removed.

Purpose The matter or suggested decision does not involve a new activity, service, programme, project, expenditure or other deliverable. This report will apprise Council of the awards event due 25 October 2017 and the decision of the special awards working party.

Background The special awards working party consisted of the Mayor, the three Ward Chairs and the community initiatives portfolio holder. Nominations for the 2017 Citizens and Young Achievers Awards closed with a total of 12 (including one couple) and 9 respectively assessed by the working party earlier this month. The working party also reviewed the criteria (rules) of the citizen and young achievers’ awards.


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Outcome The working party selected seven of the nominees for Service to the Community and three for Outstanding Service to the Community. The working party also received 8 young achiever awards nominations from the education sector plus one from an individual organisation within the district – all 9 will receive an award. The working party also considered the eligibility criteria relating to residential status unnecessary as all nominations relate to activity or service to communities within the Hauraki District. The event will be held in the Ngatea War Memorial Hall on Wednesday 25 October 2017 starting at 7:00pm. All Councillors and partners are welcome to attend.

Significance and Engagement Assessment This decision does not trigger the Significance and Engagement Policy Assessment Tool and therefore is not considered significant under the Significance and Engagement Policy 2014. The level of engagement considered appropriate for this matter, at this point in time, is to inform (i.e. one-way communication disseminating information) the public.

Budget Implications There is no effect on the current budget allocation.

Recommendation All nominations were of a high standard however with a limit of 10 for the Citizens Award, the special awards working party agree that they have made the best selection of recipients for 2017. The Young Achievers Award has no such limitation and all nominations deserved recognition and were approved. The special awards working party recommend the removal of the residential status requirement. John McIver COMMUNITY ENGAGEMENT MANAGER


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Decision Report


From: Group Manager Corporate Services

Date: Tuesday, 21 March 2017


Portfolio holder: Various


Subject: Corporate Services Update: September 2017 Recommendation: THAT the report be received; and THAT the Council provides any feedback it considers appropriate.

Summary This report is to update Council on activities of interest in the Corporate Services department. Staff Jessica Hughes who works in the rates team and is responsible for Water Billing has been selected to replace the irreplaceable Barry O’Neil on his retirement. The process has now started to find a replacement for Jessica’s role. Janet Sharrock has been appointed as a fixed term Finance Officer as cover for Kelly Fisher during her parental leave. Jason Mills has been on an Outward Bound course for the past three weeks. Valuation Service Provider (VSP) Contract For rating purposes, every property in the district has to be revalued every three years. Council has tendered for this work and two tenders were received. The tenderers were Quotable Value (QV), who are Council’s current valuation service provider, and LandMass. The tender was a weighted attribute tender. LandMass offered a higher quality valuation but the increased rating for this was offset by QV’s lower price. The tender was run in conjunction with Matamata-Piako District Council, and Waipa District Council. All three councils ranked QV’s tender highest and each council receives a discount because all three councils chose QV. The tender price is $316,000 over three years, and there is a further three-year right of renewal.


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Financial Report Due to a bug in a recent patch received from Civica, council’s financial system has not been able to process labour and other charges from business units to the groups of activities. Because of this, I am unable to provide a financial report that I consider reliable enough to present to council. I apologise for this. Some frank discussions have been ongoing with Civica regarding this and other outstanding issues. CCTV Paeroa Since last report to Council we have obtained and undertaken on site testing of the proposed equipment to ensure it will provide the degree of coverage and detail that will be appropriate for the installation. Staff have also discussed the proposed upgrade with the Paeroa Police to explain which existing devices will be replaced, the coverage areas of the new cameras and sought and any other feedback on the proposal. It was also noted that the CCTV installation on the new Paeroa Library will extend the coverage in the Mackay and Willoughby Street areas and help fill in some existing gaps. The Police indicated they were happy with the proposal and provided some input which will be factored into the final installation. Pre-cabling work for the first stage camera replacements at the old Post Office building will be complete in the week ending 24 March, with the balance of the work to be scheduled in with the contractor once we receive the remainder of the equipment and mounting hardware that is being fabricated. The second stage of upgrades at the southern end of Paeroa will be able to proceed once we can upgrade some communications equipment situated at the old Post Office building. This is currently waiting on a third party to quote and undertake some rigging work to allow staff or contractors to safely perform the works required. Waihi A site survey of the Waihi CBD was conducted with the security contractor earlier in March. This included a review of the coverage areas that the Waihi Police had proposed to determine the type of equipment that would be required and where it should be installed to provide as much coverage of the CBD as reasonably practicable. In order to extend the coverage in the CBD, potential new camera locations have been identified at Clarks Pharmacy, Westpac and the Salvation Army building. None of the building owners have been approached for consent to install cameras at this stage as we are still engineering a communications solution to transmit the footage from these new locations back to our CCTV server in the Waihi Service Centre. An upgrade to Councils existing radio infrastructure in Waihi will also be required to support this CCTV extension. A meeting is being arranged with the Waihi Police to provide them with the details of the proposal and an opportunity to provide further input. Testing of the proposed equipment and locations is being planned for the last week in March with a more accurate estimate of the upgrade project to follow once all the facets of the upgrade have been accounted for.


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Road Naming Waihi Update It has been a year since the road renaming/renumbering exercise in Waihi. Despite our best efforts we are still unable to have our Google Maps updates accepted by Google. We are still receiving complaints caused by Chorus and other organisations using Google Maps for their address verification. Where this is occurring we are contacting those organisations to help resolve the immediate issue and to attempt to persuade them to adopt more reliable processes. We also intend to write to all the affected residents to give an update on where things are at with the project. We also intend to publish an article in the Waihi Leader. Duncan Peddie Group Manager Corporate Services


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Decision Report

To: Council

From: Finance Manager

Date: Wednesday, 6 September 2017

File reference: Document: 2273642 Appendix A 2273651


Subject: Liability Management and Investment Policy

Recommendation: THAT the report be received, and THAT the revised Liability Management and Investment Policy be adopted.

Purpose To present the amended Liability Management and Investment Policy to Council for adoption.

Background The Liability Management and Investment Policy was last reviewed and revised as part of the 2015-25 Long Term Plan process in 2014. This policy is now up for review as part of the 2018-28 Long Term Plan process. Our Treasury advisers, PWC, have reviewed the current policy, and recommended some minor changes to the policy. These changes generally relate to clarifying some wording, removing some irrelevant information, and aligning the policy with current best practice, and Council requirements. The revised policy (Appendix A) has been to the Audit and Risk Committee meeting on 15 August 2017. The Committee resolved that that the revised Liability Management and Investment Policy be submitted to Council for adoption.

Recommendation THAT the report be received, and THAT the revised Liability Management and Investment Policy be adopted. Kelly Vatselias Finance Manager


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Liability Management Policy

Principles and Purpose

The Council is governed by the following relevant legislation: Local Government Act, 2002

Local Government (Financial Reporting and Prudence) Regulations, 2014, in particular

Schedule 4.

The Local Government Act, 2002 (LGA) contains a number of sections which impact on the Liability Management Policy. The key sections are noted below: 101(1): PRINCIPLES OF FINANCIAL MANAGEMENT – A local authority must manage its revenues, expenses, assets, liabilities, investments, and general financial dealings prudently and in a manner that promotes the current and future interests of the community. 104: CONTENTS OF LIABILITY MANAGEMENT POLICY – This section details what is required in the Liability Management Policy. Part 6 SUBPART 4: BORROWING AND SECURITY – There are a number of sections within this Part of the Act which cover the following: prohibition on borrowing in foreign currency

constraints on receiver

rates as security

register of charges maintained by local authority

protected transactions

the Crown not liable for debts.

Objectives of the Policy This policy addresses a number of key objectives, along with those required purely for legislative compliance. The following objectives have been identified.

Prudence Section 101(1) requires the Council to be prudent in managing its debt. The Council can achieve this by ensuring long-term financial stability. This is measured by financial ratios. Prudence can also be achieved by making certain that strong control systems are in place. This should ensure that decisions are made by persons with appropriate skills at the correct level of responsibility, and that policies are complied with.

Flexibility Where possible the Liability Management Policy should have sufficient flexibility to permit the Council to take advantage of the tools available within the legislation. This clearly needs to be consistent with other key objectives, e.g. financial prudence. An inflexible policy may deny the Council the opportunity to reduce risk, cost or both.

Risk Risks should be minimised. However it is necessary to recognise there are trade-offs between the reduction of risk and the cost associated with this.


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Borrowing exposes the Council to three principal risks: Liquidity and Funding Risk – Liquidity risk is where the Council does not have the ability to access

committed funding at a future time as required. Funding risk centres on the ability to re-finance or raise

new debt at acceptable pricing and maturity terms.

Interest Rate Risk –The risk that the Council will be exposed to changes in market conditions, particularly wholesale interest rates, prevailing at any time. It is important to consider this on a forward looking basis

when issuing new debt and refinancing existing debt on an ongoing basis. It may impact on the maturity

profile of issued debt and the process of re-financing.

Credit Risk – The risk that a party to a transaction, such as a counterparty or a financial

intermediary/institution, may not settle or provide committed funding as and when required. This risk is applicable where the Council is both a borrower and an investor, with the more significant risk arising when the Council is an investor.

Liquidity and Funding Risk Management The Council must ensure that it is able to meet its obligations as they fall due. These include ongoing operational expenditures and the repayment of maturing debt obligations, which are not being re-financed. A key factor in funding risk management is to spread and control the risk to reduce the concentration of risk at any one time. This should be achieved through short-term and long-term liquidity and funding management.

Minimise Total Cost of Borrowing Protecting and minimising the total cost of borrowing over the medium to longer term is a key objective within the Liability Management Policy. The total cost of borrowing not only includes the interest expense but also advisory fees, transaction costs, internal administrative costs and the commitment of staff resource. The total of these costs needs to be minimised, rather than focusing on one of the individual items to the exclusion of the others. An approach to minimising the total cost of borrowing is internal borrowing. This enables the Council to bypass paying the fees and margins between external borrowing and investing interest rates. Internal borrowing also minimises credit risk because the Council is investing funds internally rather than with a third party.


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Policies

Interest Rate Exposure (Sec 104(a) LGA) Interest rate exposure arises from movements in wholesale interest rates over time and the refinancing/raising of new debt that may result in an adverse interest market. If interest rates are decreasing it may be desirable to have a high percentage of the Council’s debt held at a floating interest rate to take advantage of the falling interest rate. Conversely in a period of increasing interest rates it would be better to hold fixed rate debt. However, it is difficult to form a view of long-term interest rates given the numerous domestic and international influences on our economy. The only way in which optimal interest rate mixes can be determined is by having the benefit of an accurate forecast of future interest rates and movements. Domestic and international fund managers and corporate treasury departments are often incorrect in their predictions of future trends in interest rates. Such behaviour, i.e. forecasting future interest rates, should be regarded as highly speculative from the Council’s perspective. Exposure to interest rate risk can be reduced by raising debt at a mixture of floating and fixed interest rates. In addition it is appropriate to have a mix of maturity dates so re-pricing risk is minimised. Where core debt is at a low level, such as less than $4 million, it may be difficult to efficiently have a flat maturity profile and/or a mixture of fixed and floating interest rates to ensure interest rate risk is minimised. It may be possible to minimise interest rate risk, but potentially suffer from increased transaction and administration costs because of smaller individual debt parcels. If current interest rates are substantially lower than that currently being paid by the Council, it may be appropriate to re-finance. Other cost factors, such as the transaction costs of re-financing, must also be considered. If the re-financing involves a substantial portion of the Council’s overall debt, special consideration must be given to how it can be made compatible with the Council’s overall desired maturity profile. Using hedging instruments - which include forward rate agreements, interest rate swaps, and interest rate options, can reduce interest rate risk. These should only be used for the purpose of hedging interest rate risk against specific borrowings. The use of hedging instruments is viewed by some as somewhat risky. There have been a number of instances where financial instruments have been used and significant negative results have resulted. It should be noted that these instances are where the instruments were used in a speculative rather than a hedging nature (e.g. Hammersmith Council in London in the late 1980s). However, the use of hedges to offset risk may be to the Council’s advantage. It would be appropriate if the scale of the transaction were such that there is a significant exposure to a prevailing set of interest rates. By entering offsetting interest rate contracts or the use of other sophisticated tools, the dangers associated with any large position can be minimised. In deciding whether to use a hedge, two factors should be considered. Firstly, the Council must be confident that the proposed transaction is a genuine hedge, i.e. that it does in fact reduce total risk. Secondly, the cost of the hedge must be justified by the reduction in risk that is achieved. If there is absolute certainty of the answers to these two questions, then a hedge is appropriate. It is likely that independent expertise would be sought in planning such a transaction. Liability Management Policy 1 (a): Fixed/Floating Interest Rates The Council should maintain a mix of fixed and floating interest rates, either directly via individual fixed rate debt securities, or via alternative interest rate management instruments, e.g. interest Rate Swaps.


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Debt/borrowings Council debt/borrowings should be within the following fixed/floating interest rate risk control limit:

Master Fixed/Floating Risk Control Limits

Minimum fixed rate Maximum fixed rate

55% 90%

“Fixed Rate” is defined as an interest rate re-pricing date beyond 12 months forward on a continuous rolling basis. “Floating Rate” is defined as an interest rate re-pricing within 12 months. The percentages are calculated on the rolling 12 month projected debt level calculated by the Council management (signed off by the Chief Executive). This allows for pre-hedging in advance of projected physical drawdown of new or refinanced debt. When approved forecasts are changed, the amount of fixed rate hedging in place may have to be adjusted to ensure compliance with the policy minimums and maximums. The fixed rate amount at any point in time should be spread within the following maturity bands:

Fixed Rate Maturity Profile Limit

Period Minimum % Maximum %

1 to 3 years 15% 60%

3 to 5 years 15% 60%

5 years plus 15% 60%

The fixed/floating interest rates control limits are outlined below: The above interest rate risk control limits apply when external debt exceeds $25 million. Floating rate debt may be spread over any maturity out to 12 months. Bank advances may be for a

maximum term of 12 months. A fixed rate maturity profile that is outside the above limits, but self corrects within 90-days is not in breach

of this policy. However, maintaining a maturity profile beyond 90-days requires specific approval by the Audit and Risk Committee or Council.

Any interest rate swaps with a maturity beyond 15 years must be approved by the Council. The exception to this will be if Council raises LGFA funding as fixed rate and this maturity is beyond 15 years.

Interest rate options must not be sold outright. However, 1:1 collar option structures are allowable, whereby the sold option is matched precisely by amount and maturity to the simultaneously purchased option. During the term of the option, only the sold side of the collar can be closed out (i.e. repurchased) otherwise, both sides must be closed simultaneously. The sold option leg of the collar structure must not have a strike rate “in-the-money”.

Purchased borrower swaptions mature within 18 months.

Interest rate options with a maturity date beyond 12 months that have a strike rate (exercise rate) higher than 2.00% above the appropriate swap rate cannot be counted as part of the fixed rate cover percentage calculation.

The forward start period on swap/collar strategies is to be no more than 24 months, unless the forward start swap/collar starts on the expiry date of an existing swap/collar and has a notional amount which is no more than that of the existing swap/collar.

Approved financial instruments are as follows:

Category Instrument

Cash management and borrowing

Bank overdraft Committed cash advance and bank accepted bill facilities (short

term and long term loan facilities) Uncommitted money market facilities Retail and wholesale bond


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Fixed Rate Note (MTN) Floating Rate Note (FRN)

Commercial paper (CP)/ Promissory notes Finance leases

Interest rate risk management

Forward rate agreements (FRAs) on: Bank bills Interest rate swaps including:

Forward start swaps (start date <24 months) Swap extensions and shortenings Interest rate options on:

Bank bills (purchased caps and one for one collars) Interest rate swaptions (purchased swaptions and one for one

collars only)

Any other financial instrument must be specifically approved by the Council on a case-by-case basis and only be applied to the one singular transaction being approved. Liability Management Policy 1 (b): Maturity Profile The funding risk management control limits are outlined below: External term loans and committed debt facilities together with available liquid short-term investments must

be maintained at an amount exceeding 110% of existing total external debt. Liquid treasury investments have a term of no more than three months.

The Chief Executive has the discretionary authority to re-finance existing debt on acceptable terms and conditions. Such action is to be reported to the Council’s Audit and Risk Committee.

The Council has the ability to pre-fund up to 12 months forecast debt requirements including re-financings. Debt re-financings that have been pre-funded, will remain included within the funding maturity profile until their maturity date.

The maturity profile of the total committed funding, in respect to all loans and committed facilities, is to be controlled by the following system and apply when external debt exceeds $25 million:

Period Minimum % Maximum %

0 to 3 years 15% 60%

3 to 5 years 15% 60%

5 years plus 10% 60%

A funding maturity profile that is outside the above limits, but self corrects within 90-days is not in breach

of this policy. However, maintaining a maturity profile beyond 90-days requires specific Audit and Risk Committee or Council approval.

To minimise concentration risk the LGFA require that no more than the greater of NZD 100 million or 33% of a Councils borrowings from the LGFA will mature in any 12 month period.

Alternative funding mechanisms such as leasing should be evaluated with financial analysis in conjunction with traditional on-balance sheet funding. The evaluation should take into consideration ownership, redemption value and effective cost of funds.

Liability Management Policy 1 (c): Hedging The Council will only enter into a hedging transaction where it can be clearly demonstrated that: (i) the transaction is to be used to reduce risk associated with an existing position (it is expressly

prohibited to enter into speculative contracts) (ii) the transaction will reduce risk to the Council, by adjusting an undesirable maturity profile or

a fixed versus floating interest rate position (iii) the cost of the transaction is exceeded by the reduction in risk.

Liquidity (Sec 104(b) LGA) There is a need to have a policy that ensures the Council has sufficient funds available to meet its immediate cash outflow obligations as they fall due and are payable.


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The key factors influencing this policy are prudence, flexibility, minimising total costs and having short term borrowing capacity. The 1996 Local Government Amendment Act specifically provided for short term borrowing in section 122J. The Local Government Act, 2002 replaced the specific and prescriptive powers previously in place with a general power of competence, specifically in section 12(2):

For the purposes of performing its role, a local authority has - (a) full capacity to carry on or undertake any activity or business, do any act, or enter into any transaction; and (b) for the purposes of paragraph (a), full rights, powers, and privileges.

The Council needs to have strong forecasting systems in place to ensure it minimises the need for borrowing, especially short-term borrowing, and maximises the returns available from the investment of surplus funds. Liability Management Policy 2 The Council will ensure that it has, at all times, sufficient funds available to meet its obligations as they fall due. Potential sources of funds include cash deposits and committed but undrawn lines of bank facilities. Pursuant to Section 12(2) of the Local Government Act, 2002, the Council may borrow funds on a short-term basis to provide for efficient and effective cash management. Borrowing under this policy shall be used for the purpose of meeting temporary cash flow shortfalls and will not be used as a permanent source of funds. (For the purpose of this policy “permanent sources of funds” are those funds borrowed for a term longer than 12 months). The Council delegates responsibility for establishing short-term debt and overdraft facilities and the day-to-day management of any Council overdraft facility to the Chief Executive and staff. The long-term borrowing requirements for any year are approved by the Council.

Credit Risk (Sec 104(c) LGA) In any financial transaction, there is a risk that the counterparty may be unable or unwilling to settle the transaction as agreed. This risk is reduced when the Council is the borrower as the Council would be the settler of the transaction, although there is a risk of a bank lender not providing committed funding upon demand. However where the Council has transacted a hedge contract, such as an interest rate swap, there is a need to ensure the party with which the transaction has been placed is capable of settling that transaction over the entire term. Risks are minimised by limiting the Council’s dealings to counterparties with appropriate industry standing, credit rating, financial adequacy and track record. Liability Management Policy 3 The Council will satisfy itself, in all its borrowing and interest rate management transactions with counterparties, that: they have a long-term Standard & Poor’s (S&P) (or equivalent Fitch or Moody’s rating) credit rating of

at least A or above, and/or short term rating of A-1 or above

banks are New Zealand registered banks with the Reserve Bank of New Zealand the New Zealand Local Government Funding Agency Limited (LGFA) has a long-term credit

rating of at least AA-. This is to give the Council reasonable certainty that obligations under concluded contracts will be honoured. The following table sets out the policy limits:


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Counterparty Minimum S&P long

term/short term credit rating

Interest rate risk management instrument

maximum per counterparty ($million)

Total maximum per counterparty, including

investments ($million)

NZ Registered Bank A/ A-1 10.0 20.0

LGFA AA-/A-1 unlimited unlimited

In determining the usage of the above gross limits, the following product weightings will be used: Interest Rate Risk Management (e.g. swaps, FRAs) – Transaction Notional Maturity (years) 3%. To avoid undue concentration of exposures, financial instruments should be used with as wide a range of approved counterparties as possible. Maturities should be well spread. The approval process must take into account the liquidity of the instrument and prevailing market conditions the instrument is traded in and re-priced from. Individual counterparty limits are kept in a spread sheet by Council management and updated on a day to day basis. Credit ratings should be reviewed on an ongoing basis and in the event of material credit downgrade, this should be immediately reported to the Council and assessed against exposure limits. Counterparties exceeding limits should be reported to the Council.


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Debt Repayment Policy (Sec 104(d) LGA) This policy gives effect to the objective of minimising the Council’s interest rate risk. Liability Management Policy 4 Funding terms are to be set to ensure that the overall borrowing is consistent with an even spread of debt maturities. Where repayment by the use of a sinking fund or loan repayment reserve is contemplated, sufficient funds will be provided to enable the repayment of the loan at the time contemplated. Where the Council has surplus long-term funds these may be used to repay debt if this doesn’t compromise other aspects of the liability management policy.

Specific Borrowing Limits The amount of debt that is raised by the Council clearly has implications for the Council’s overall financial position and future income streams required to fund the debt. This is fundamentally dictated by the community’s ability to pay. Appropriate limits on total borrowing should be reflected as ratios or dollar limits in terms of income streams, interest expense and debt per assessment. Liability Management Policy 5(a) The Council must ensure that its borrowing satisfies the following limits:

Net external debt / total revenue ≤ 175%

Net external public debt per assessment ≤ $8,000

Net interest expense /total revenue ≤ 10%

Net interest expense /rates revenue ≤ 15%

Total revenue is defined as cash earnings from rates, government grants and subsidies, user

charges, interest, dividends, financial and other revenue and excludes non-government capital contributions (e.g. developer contributions and vested assets).

Net external debt is defined as total consolidated external debt less liquid financial investments. Liquid investments are available assets defined as being:

Overnight bank cash deposits Wholesale/retail bank term deposits no greater than 30 days Bank issued RCD’s less than 181 days

Bank term deposits relating to prefunded debt maturities. Net interest is defined as the amount equal to all interest and financing costs less interest income

for the relevant period. Annual rates revenue is defined as the amount equal to the total revenue from any funding

mechanism authorised by the Local Government (Rating) Act, 2002. Borrowing limits are measured on Council only not consolidated group. Disaster recovery requirements are to be met through the liquidity ratio. Liability Management Policy 5(b) There are no limits on internal borrowing.

Provision of Security In the past, territorial local authorities offered the ability to levy a special rate as security to a lender. This afforded the lender significant comfort (i.e. reduced their risk), and lower interest rates could be achieved.


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The current approach provides for similar security by way of a debenture trust deed, giving the ability for a receiver to set a rate to repay any principal and interest owing. It now also allows councils to offer assets as security. It is likely that assets as a form of security would be viewed by the lenders as more risky than special rates; this would imply an increase in the cost of interest to the Council. It is therefore unlikely that assets would be offered as security to lenders. The Council should not prevent itself from offering fixed assets as security if this was the most appropriate course of action to take. It needs to be recognised that the Council is prohibited from giving any form of security over certain classes of land, or over assets held under a trust or endowment. Liability Management Policy 6 In general, the Council will secure its borrowings against its rates revenue. The Council is prepared to give security over its assets. Before giving security against any assets, the Council must be satisfied that doing so is fairly reflected in the cost of borrowing. Comparisons of the cost of borrowing between different alternative borrowing transactions must account for different requirements as to the giving of security.

Giving of Loan Guarantees The provision of a guarantee on behalf of an organisation should enable the provision of goods or services at a lower cost because of a reduction in the organisation’s cost of interest. This indirect benefit to the Council must be weighed against the lack of control associated with guaranteeing the obligations of another party, the increased risk to the Council that is involved, and whether there are any offsetting considerations such as the potential availability of assets to offset obligations under the guarantee. It is appropriate to cap the limits on the total to be guaranteed, both overall and to any one organisation. Monitoring of the guaranteed party is a first step towards limiting the Council’s risk. Consideration should be given to requiring notice of any abnormal or extraordinary events that relate to a substantial change in the nature, objectives or functions of the guaranteed organisation, or that could affect the ability of the guaranteed organisation to meet its financial obligations. Notice would be required as soon as the event occurred, or it became reasonably possible to occur. The most serious disadvantage guarantees is the absence of controls on guaranteed organisations, as opposed to purely procedural reporting requirements. There should be rules requiring organisations to maintain their ability to meet their obligations, analogous to interest coverage ratios and balance sheet ratios required of the Council by the borrowing limits policy. These rules are yet to be developed. The remedies for the failure of a guaranteed organisation to comply with the agreement to guarantee its obligations require consideration. While the terms of a particular agreement to guarantee should specify the remedies available to the guarantor, these remedies must lie purely against the guaranteed party. They cannot, as a matter of contractual privity, affect the rights of the lender. Liability Management Policy 7 The Council may act as guarantor to bank loans for an incorporated organisation which will provide, improve, or develop amenities for recreation, amusement or the instruction of the public. The total combined amount the Council may guarantee at any one time shall not exceed 10.0% of the general rates levied in any year. The maximum amount the Council may guarantee to any one qualifying organisation shall be 5.0% of total rates levied, except that in special circumstances the limit of 5.0% may be exceeded upon Council resolution. Each organisation that the Council has provided a loan guarantee shall provide to the Council:


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a six-monthly unaudited financial report within three months of the first six months of the financial year

an annual audited financial report within four months of the balance date a statement from the bank lending the money to the qualifying organisation each year that shows

the principal outstanding at the end of that period and payment made during the year.

Internal Borrowing/Investing Where possible, the Council will borrow or invest funds internally, so as to minimise its total cost of borrowing while still providing a market rate of return on its investments. The Council will also borrow or invest internally to minimise its credit risk. The Council may include a margin on borrowings or investments to recover administration costs. Liability Management Policy 8(a) Where at all possible, the Council will borrow or invest internally rather than externally. Liability Management Policy 8(b) The Council will charge interest on internal borrowings, charged in arrears, at a margin above the Council’s average borrowing costs for the year. The basis point margin is determined by the Chief Executive. Liability Management Policy 8(c) The Council will pay interest on internal investments, charged in arrears, at a margin below the Council’s average borrowing costs less a basis point margin determined by the Chief Executive. New Zealand Local Government Funding Agency Limited Liability Management Policy 9 Despite anything earlier in this Policy, the Council may borrow from the New Zealand Local Government Funding Agency Limited (LGFA) and, in connection with that borrowing, may enter into the following related transactions to the extent it considers necessary or desirable: contribute a portion of its borrowing back to the LGFA as an equity contribution to the LGFA, e.g.

borrower notes provide guarantees of the indebtedness of other local authorities to the LGFA and of the

indebtedness of the LGFA itself commit to contributing additional equity (or subordinated debt) to the LGFA if required secure its borrowing from the LGFA and the performance of other obligations to the LGFA or its

creditors with a charge over the Council's rates and rates revenue subscribe for shares and uncalled capital in the LGFA. Delegation of authority Council delegations are held in the Delegations Manual.


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Investment Policy

Principles and Purpose

The Council is governed by the following relevant legislation:

Local Government Act, 2002.

Local Government (Financial Reporting and Prudence) Regulations, 2014, in particular Schedule 4.

Trustee Act, 1956. The investment policy, required by legislation, is one aimed at formalising existing approaches and ensuring a fresh view is taken in light of the other changes and requirements included within the Local Government Act, 2002 (LGA). The Trustee Act, 1956 highlights that when acting as a trustee or investing money on behalf of others, trustees have a duty to invest prudently and that they shall exercise care, diligence and skill that a prudent person of business would exercise in managing the affairs of others. Details of relevant sections can be found in the Trustee Act, 1956, Part ll Investments. There are two main sections of the Local Government Act, 2002 that impact on the Investment Policy, noted below: 102(4)(c): INVESTMENT POLICY – Requires every local authority to adopt an investment policy

using the special consultative procedure. 105: CONTENT OF INVESTMENT POLICY – Details what is required in an Investment Policy.

Objectives of the Policy Section 105 LGA requires the Council to include its objectives in terms of which financial and equity investments are to be managed. The following objectives have been identified. Prudence Section 101(1) LGA requires the Council to be prudent in managing its investments. The Council, as a responsible corporate citizen and custodian of public funds, recognises that it should manage investments in a prudent manner. This will require a risk averse approach with care to ensure unnecessary risks are avoided. For the Investment Policy, prudence can be achieved by ensuring that strong control systems are in place. This should ensure that decisions are made by those persons with appropriate skills at the correct level of responsibility, and that policies are complied with. Flexibility Where possible the Investment Policy should have sufficient flexibility to permit the Council to take advantage of all the tools and opportunities available. This clearly needs to be consistent with other key objectives, e.g. financial prudence. Minimisation of Risk and Maximisation of Returns These two objectives are effectively opposing forces. It is well documented that investments with low risk carry low returns and conversely those investments with high risk carry high returns. The Council should seek to maximise returns from a given risk acceptance position; it is important to establish what degree of risk the Council is prepared to accept and then seek to maximise returns. Prudence requires a degree of conservatism in investments, meaning that the Council should be more risk averse than the average investor. Therefore, it should predominantly invest in low risk, low return investments. Liquidity


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It is emphasised in the Liability Management Policy that liquidity management is essential. A key element of this is the negotiability of investments and timing and matching of investment maturities to expected outflows, e.g. operating expenditures, project payments and debt retirement. Given the uncertainty that inevitably surrounds forecasting, it is prudent that the Council provides some coverage factor for unexpected transactions as provided by the liquidity management policy through committed unused bank facilities and treasury investments of no more than three months. When making investment decisions it is important to consider the length of time the investment will be placed for and the liquidity of the investment.

Policies The policies provide a framework within which decisions can be made, rather than providing a prescriptive set of criteria that is currently employed for surplus funds management.

General Policy (Sec 105 LGA) Investment Policy 1 The Council, as a responsible corporate citizen and custodian of public funds, recognises that it should manage investments in a prudent manner. This will require a risk averse approach and care to ensure unnecessary risks are avoided. The Council aims to maximise its returns in the long-term while ensuring risks remain within the Council’s accepted range. New Zealand Local Government Funding Agency Limited investment Despite anything else in this Policy, the Council may invest in shares and other financial instruments of the New Zealand Local Government Funding Agency Limited (LGFA), and may borrow to fund that investment. The Council's objective in making any such investment will be to: obtain a return on the investment ensure that the LGFA has sufficient capital to remain viable, meaning that it continues as a

source of debt funding for the Council.

Because of these dual objectives, the Council may invest in LGFA shares in circumstances in which the return on that investment is potentially lower than the return it could achieve with alternative investments. If required in connection with the investment, the Council may also subscribe for uncalled capital in the LGFA and be a guarantor.

Disposition of Revenue and Proceeds Investment Fund The Council’s most significant investment was previously its shareholding in Power New Zealand. When the shares were sold the sale proceeds were placed into a notional investment fund. The Council identified a number of key strategic assets including the Power New Zealand share holding, forestry holdings and leasehold sections held at Waihi Beach. The net proceeds from the sale of these assets was or will be placed into the same investment fund (net proceeds are defined as gross sale proceeds less costs of sale, any accrued debt arising from previous holding costs not previously funded, and any rehabilitation costs.) The Council has determined that in the interests of fairness and equity the investment fund benefits should be ascribed to the benefit of all ratepayers. Twenty five percent of the fund income will be allocated to funding of projects. Seventy five percent will be used to reduce the District General Rate.


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General Funds Proceeds from the investment of surplus funds are credited to the District General Rate pool. Separate reserve funds are allocated interest at the estimated average rate of return achieved for the financial year. Asset sale proceeds are generally credited to the fund or activity that provided the funding for the original purchase. Asset sale proceeds could also be credited to funds notified in the resolution by the Council approving sale if required or appropriate. Investment Policy 2 Returns from investments, after the deduction of expenses, will be applied as follows: 25% of the income from the Investment Fund will be credited to the District Community Projects

Assistance Fund. This fund will be used to assist with the completion of community projects. The Council will allocate the funding on a project-by-project basis.

75% of the income from the Investment Fund will be used to reduce the District General Rate requirement.

Interest will be credited to separate reserve funds on the basis of the estimated average yield on surplus funds for the financial year less the margin for recovery of overheads.

Returns will be applied in accordance with any resolution of the Council. Returns will be applied to the Council’s general operating revenues. Net asset sale proceeds will be credited to the fund or activity which originally provided the funding for the asset’s original purchase, or to any other fund as per the Council resolution. Management and Reporting (Sec 105(d) LGA) Delegated authority to approve investments should rest with the Chief Executive. However, for practical reasons the power to negotiate such investment needs to be extended. Operational Procedures will, where possible, ensure that: There is clear segregation of duties between persons executing treasury arrangements, those

authorising treasury arrangements, confirming, settling and accounting/reporting. Transactions are made only with approved counterparties. Transactions comply with legislative requirements. Monthly reconciliation of all cash holdings, surplus funds and investments are completed. These

are to be independently reviewed and approved by the Corporate Services Manager. There is close control over daily, weekly and monthly and longer-term cash flow projections so

that the Council’s working capital requirements are met. Quarterly reports should be made to the Council for the three month periods ending 30 September, 31 December, 31 March and 30 June each financial year. Included within these reports should be details of the following: Investments on hand at the end of the quarter, including the names of counterparties, sums

invested with each, terms of each investment, and interest rates being earned. The average earnings rate on investments made during the quarter. A commentary on movements in interest rates during the quarter and the effect of these on

anticipated returns for the financial year. This could include a comparison to interest rates earned over the previous six months.

Investment Policy 3a The Chief Executive shall have delegated authority to negotiate and authorise any investment transaction within the approved policy, and shall be authorised to delegate that authority. Investment Policy 3b Quarterly reports will be made to the Council (for the three month periods ending 30 September, 31 December, 31 March and 30 June each financial year). Included within these reports should be details on:


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Investments on hand at the end of the quarter, including the names of counterparties, counterparty credit rating, sums invested with each, terms of each investment, and interest rates being earned.

The average earnings rate on investments held during the quarter. Acquisition of New Investments and Credit Risk (Sections 105(c) and 105(e) LGA) Credit risk (also called default risk) is the risk that a counterparty will not be able to meet interest or principal payments when due. The credit risk of issuers can be established via international credit agencies such as Moody’s, Fitch, and Standard and Poor’s (S&P). When viewing the ratings supplied by the agencies it is relevant to consider the instruments or debt type being rated. There are different debt types depending on the security or ranking offered. Credit risk can be reduced by limiting investments to highly credit rated organisations and diversifying the type and maturity of investments. The Council may, from time to time, wish to promote the development and expansion of commercial organisations through the advance of funds. It should be recognised that while there may be sound reasons to justify the advances, this may involve a departure from normal investment policy. The following policy is to cover this eventuality. Investment Policy 4(a) Credit risk will be minimised by investing only in high quality investments. For the purposes of this Policy, this means that investments will only be acquired that have Standard & Poor’s ratings for short-term investments of A-1 or higher and for long-term investments of A+ or higher. Equivalent Moody’s and Fitch ratings may apply. Approved financial instruments are as follows:

Category Instrument

Investments (no greater than 12 months) Short term bank deposits Bank certificates of deposit (RCDs) Treasury bills

Investments LGFA borrower notes

Any other financial instrument must be specifically approved by the Council on a case-by-case basis and only be applied to the one singular transaction being approved. All unsecured investment securities must be senior in ranking. The following types of investment instruments are expressly excluded: Structured debt where issuing entities are not a primary borrower/ issuer. Subordinated debt (other than Borrower Notes subscribed from the LGFA), junior debt, perpetual

notes and debt/equity hybrid notes such as convertibles. Investment Policy 4(b) The Council may, in its discretion, acquire investments of up to $500,000, that depart from Investment Policy 4(a) where it considers that the departure would advance its broader social or other policy objectives. A Council resolution is required to authorise an investment under this provision, and that resolution shall note that it departs from the Council’s ordinary policy on credit risk and the reasons justifying that departure.


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Return on Investment (Sec 105(e) LGA) The Council should, within the parameters of other policies, seek to maximise the returns on its investments. The returns must, however, reflect the risk involved. Government stock is regarded as a risk-free investment and as such is the benchmark from which the pricing of other investments is determined. A higher risk should only be accepted if the expected return is also higher. Although greater returns may be achieved by investing in securities issued by corporates (such as company debentures) it must always be remembered that the higher yield represents the extra margin that is generally required to compensate the investor for increased default risk. Investment Policy 5 The expected return on all funds invested should reflect the risk involved, according to the following guidelines: If a potential investment carries greater risk than is consistent with the Council’s credit risk policy

then an investment will not be made, irrespective of the expected returns. Where there are two investments of equivalent risk within the Council’s risk constraints, the

investment with the higher expected return shall be selected if compliant with counterparty credit limits.

If there are two investments of different risks, but both are within the Council’s risk constraints, an assessment will be made of the trade-off between the risks and expected returns of the two options. The investment that is considered to be the most attractive for the Council, having regard to prudence, policy compliance, the risks and the expected returns, will be selected.

Liquidity and Term (Sec 105(b) and 105(e) LGA) The liquidity and term of investments are important considerations in relation to an overall investment portfolio. The failure to match the availability of funds to expected cash outflows, or to provide for unexpected outflows, can carry considerable costs in the form of short-term bridging finance, penalty interest costs, and capital loss. The ability to liquidate an investment is determined by the existence of potential buyers. A lack of liquidity may force the seller to discount the price below its current market value. Liquidity is affected by characteristics such as the credit-worthiness of the issuer and the volume of supply. The term of investments can vary from a one-day term, such as call deposits, to a long-term, such as 10 years. When investments are less liquid, the maturity or term of the investment assumes higher significance. Investments should be principally focused on credit quality of the issuer, term, liquidity and policy compliance; investment maturities should closely match expected cash outflows and liquidity management requirements. Often investments have been made on the basis of best return without identifying what ultimate maturity date is required. To invest with a significant degree of certainty requires comprehensive forecasting systems and procedures. Investment Policy 6 The Council’s portfolio shall be arranged to provide sufficient funds for planned cash outflows and to otherwise allow the payment of obligations as they fall due. Individual investments shall be chosen with regard to: the period of time for which the funds are surplus to requirements the maturity of the investment. Investment terms are for no greater than 12 months


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the ability to liquidate the investment before its maturity the extent to which the portfolio already provides funds as required the credit quality of the counterparty market conditions.

Portfolio Diversification (Sec 105(b) LGA) An important method of reducing the exposure of the Council to any single adverse investment is to spread the amount invested across a number of investments and counterparties. This reduces the danger of extreme losses but also reduces the possibility of large returns. Past examples of financial collapse of major companies clearly illustrates the inherent dangers in a high exposure to any one form of investment or single issuer. However, sometimes the cost of diversification may exceed the benefits of diversification by the increased administrative costs and the non-marketability of small parcels that may result. Investments may be classified into broad risk types: risk free, near risk free, and low risk. There are others that can be classified as medium to high risk investments but these are excluded under this policy (see Investment Policy 4(a)). Investment Policy 7 When investing, the Council will seek to minimise its risk by investing only in institutions with a high degree of security or credit rating, and by limiting maximum exposure in certain cases. The Council has established the following requirements for all financial investments:

Counterparty/ Issuer Minimum long term /

short term credit rating

Investments maximum per counterparty

($million)

Total financial investment

portfolio

Total maximum per

counterparty, including risk management instruments

($million)

Risk Free: NZ Government n/a unlimited 100% unlimited

Risk Free: LGFA n/a unlimited 100% unlimited

Low Risk: NZ Registered Bank

A/ A-1 10.0 100% 20.0

In determining the usage of the above gross limits, the following weightings will be used:

Investments (e.g. Bank Deposits) – Transaction Principal Weighting 100%. To avoid undue concentration of exposures, financial investments should be made with as wide a range of approved counterparties as possible. Maturities should be well spread. The approval process must take into account the liquidity of the instrument and prevailing market conditions the instrument is traded in and re-priced from. Individual counterparty limits are kept in a spread sheet by Council management and updated on a day to day basis. Credit ratings should be reviewed on an ongoing basis and in the event of a material credit downgrade this should be immediately reported to the Council and assessed against exposure limits. Counterparties exceeding limits should be reported to the Council.

Settlement Risk (Sec 105(e) LGA) One way to mitigate investment settlement risk is the adoption of costly, time-consuming verification procedures for the transfer of funds and securities. In general, however, it is better to concentrate on the soundness of the other parties to the transaction. The critical factors that reduce settlement risk are similar to those stated in the Liability Management Policy in relation to credit risk: appropriate industry standing


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financial adequacy long-term S&P credit rating of at least A+ or above track record. Investment Policy 8 The Council will satisfy itself, in all its investment transactions that counterparties: are financially adequate have an appropriate industry standing have an appropriate track record have an appropriate credit rating in sufficient degree to give the Council reasonable certainty that obligations under contracts will be performed.


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Decision Report


From: Policy Analyst and Community Engagement Manager


File reference: Document: 2275644 Appendix A: 2277617

Portfolio holder: The Mayor and Councillor Spicer


Subject: Draft Hauraki District Council Social Strategy

Recommendation: THAT the report be received, and THAT Council revokes the following Hauraki District Council policies and strategies, effective immediately:

Positive Ageing Strategy Youth Policy Arts and Culture Policy Domestic Violence Policy; and

THAT Council adopts the Hauraki District Council Social Strategy for implementation; and THAT a Social Well-being working party be established to oversee the implementation of the Social Strategy and make recommendations to Council on the Discretionary Social Fund allocation from the 2018 budget year onwards.

Purpose The purpose of this report is to present the draft Social Strategy to Council for its consideration and adoption and revoke the previous social policies of Council. In order to oversee the implementation of the Social Strategy it is also a recommendation of this report that a Councillor working party be established, and that, as of 2018/19, amendments be made to the allocation of Discretionary Social Funds. The matter does not involve a new activity or expenditure, but would have some impact on the service provided by the community development activity and provides strategic direction for the roading activity.


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Background In April 2017 Council considered a report on its current social policies resulting in a recommendation to draft an inclusive Social Strategy rather than have separate strategies for differing social matters. At the time, Council resolved to:

draft a Social Strategy as scoped by a working party, for implementation starting 2017/18; and

appoint a working party consisting of Councillors Spicer, Leonard and Daley with the Mayor (in his capacity of ex-officio); and

authorise the working party to discuss with key stakeholders’ areas of key interest for inclusion in a social well-being strategy.

The Policy Analyst and Community Engagement Manager have been working with the Councillor working party since this meeting to draft a Social Strategy for the Council. The scope was to use the current social policies as a base, identify gaps and challenges in the Hauraki District and formulate one strategically driven document for future social policy. The draft Social Strategy is intended to replace the existing Youth Policy, Positive Ageing Strategy, Domestic Violence Policy, Arts and Culture Policy and Walking and Cycling Strategy. Therefore, there is a recommendation to revoke these existing policies/strategies as part of this report. Staff were also asked to take a close look at our Discretionary Social Fund and provide options that would show outcomes that are more tangible from the monies invested. This was completed during the working party meetings and a recommendation is provided below. Issues and options Social Strategy The draft Social Strategy is attached as Appendix A. In order to draft the Social Strategy, the working party undertook the following process:

1. Discussed the strengths and weaknesses of Council’s current policies 2. Identified key social issues for the District and where there were gaps 3. Assessed future demand for social initiatives 4. Discussed Council role versus social service agencies roles 5. Discussed findings with a larger social well-being group (Better Futures Hauraki).

During discussions, the working party researched the social well-being domains associated with the District. These included demographic, social, education and health statistics, some of which are contained in the ‘who are we’ and ‘key challenges and opportunities’ section of the draft Social Strategy. Through this work, the following key issues and gaps were identified: Strategic Issues:

Culturally diverse community Ageing population Low socio-economic ratings Low voter turnout and participation Disadvantaged, disengaged youth Increasing population A community of disconnect, meaning more social isolation and less community involvement Less healthy lifestyles resulting in health issues in the District

Current gaps and future demand:

Respect a key attribute to social well-being Inclusiveness/Strong communities


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Intergenerational connectedness Affordability Community empowerment Accessible infrastructure/Urban design Democracy in schools Environmental sustainability/resilience Volunteer base is decreasing

This led to the identification of some core values, objectives and ultimately a vision for the Hauraki District community. Once this was drafted the working party presented the key goals and actions to the Better Futures Hauraki Forum and the Executive Leadership Team of Council. This enabled them to ground truth the key goals and ensure that there were no obvious gaps in the strategy framework. The feedback received from the Forum and from the Executive Leadership Team was positive, with no written feedback forthcoming from the Forum since. With a mandate to present the social strategy in a similar format to the Economic Development Strategy, an overriding vision and pillar approach was replicated. Following is the proposed vision for the Councils draft Social Strategy: Hauraki – Working together for connected, safe, creative and valued communities Four pillars hold up this vision: Connected Communities; Safe and Healthy Communities; Active and Accessible Communities; Creative and Proud Communities.

Identified in these pillars are the Councils intentions for a way forward set as goals and actions that can best support the communities of Hauraki, assisting them to thrive through empowerment and support. An action plan will now be finalised from this strategy and it is recommended that a Councillor working party prioritises the actions for years one through three. The majority of items will be business as usual, with additional key projects being identified and prioritised. The outcome of this action plan will be monitored and reported back on an annual basis through both the Annual Report, and a more detailed report to Council. Based on the achievements of year one, the action plan can then be updated to allow for the correct workload based on resources available. In order to move forward with the Social Strategy, revocation of the following policies and strategies of Council is recommended:

Hauraki District Council Youth Policy, Hauraki District Council Positive Ageing Strategy, Hauraki District Council Domestic Violence Policy, Hauraki District Council Arts and Culture Policy.

Councillor Working Party In order to oversee the implementation and direct the priorities of the Social Strategy it is recommended that a Councillor working party be formed. It is also recommended that this working party be made up of the Social Initiatives Portfolio Holder and a representative from each of the other Wards. Councillor Spicer, Leonard and Daley have been on the working party to date in order to draft the strategy, it is therefore recommended that they continue to oversee the social strategy through to its implementation.


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Discretionary Social Fund As part of the brief the Councillor working party was asked to recommend alterations to the Discretionary Fund administered currently in part by the Ward ($5000 each) and through a District Fund ($45,000). This has been discussed and in order to allow for effective implementation of the strategy it is proposed that from 2018/19 onwards the fund be used directly for projects assisting the achievement of actions within the newly adopted Social Strategy. It is also recommended that the newly established working party oversee the applications for this fund either by the community or by Council and make recommendations to Council on how it is spent based on the projects coming forward. Please note that this is only the Discretionary Social Fund comprising of the $60,000 (plus overheads) noted above and not the current Ward Community Assistance Fund that is administered by each Ward individually outside of the Discretionary Social Fund. The working party also considered the funding of this Discretionary Social Fund. Based on its discussions it was recommended that the rateable component of the Fund (currently sitting at $14,000) is forgone and that the fund remains purely derived from the interest made on Council’s investments. However as there is a budgetary implication associated with this decision, and Council is currently outside of the budget setting process, it will be at the discretion of Council through its Long Term Plan budget decisions. Significance and Engagement Assessment This decision does not trigger the Significance and Engagement Policy Assessment Tool and therefore is not considered significant under the Significance and Engagement Policy The level of engagement considered appropriate for this matter, is to inform (i.e. one-way communication disseminating information) the community about the adoption of the Social Strategy by way of Hauraki Herald articles, social media and direct engagement. It is recommended that key stakeholders are sent a copy of the strategy by post as a reference, and these would be to members of the Better Futures Hauraki group along with other social agencies. Budget Implications It is likely that once the action plan is finalised there will be some projects that will require staff time although it is hoped and anticipated that the budget allocation associated with these would be funded by either the Discretionary Social Fund or external grants. There are some concerns that in order to be effective the staff resource may become too intense and put the majority of pressure on the Community Engagement Manager. Effective time management and the help of some additional resourcing could alleviate this, along with the focus on community led development. The rest of the actions committed to are business as usual for the community initiatives and development activities of Council and/or advocacy as already committed to by Council. Time is already allocated for implementation of community initiatives by the Community Services and Development department and implementation of regulatory policies such as the liquor policy and gambling policy are example of other business as usual actions. Recommendation It is recommended that Council adopt the Social Strategy (as amended) for implementation by the Community Engagement Manager, Roading Manager and other staff within Council as identified in the future (for example key strategy planning and communication staff along with Councillors). By


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doing this the current social policies and strategies of Council will become out of date and therefore the following are recommended for revocations:

Positive Ageing Strategy Youth Policy Arts and Culture Policy Domestic Violence Policy

In order to ensure effective implementation, it is recommended that a Councillor working party consisting of Councillors Spicer, Leonard and Daley with the Mayor as ex officio be established. Finally, it is recommended that in order to progress the strategic actions contained in the Social Strategy that as of the start of the 2018/19 financial year the Discretionary Social Fund be prioritised to assisting in those projects directly assisting in the achievement of actions contained within the Social Strategy. Katy Hurd John McIver Policy Analyst Community Engagement Manager


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Decision Report To: The Mayor and Councillors From: Policy Analyst Date: Monday, 11 September 2017 File reference: Document: 2274463 Portfolio holder: Mayor Tregidga Meeting date: Wednesday, 27 September 2017 Subject: Council Controlled Organisation Exemption for the

Hauraki Rail Trail Charitable Trust Recommendation: THAT the report be received, and THAT in accordance with section 7(3) of the Local Government Act 2002 the Council exempt the Hauraki Rail Trail Charitable Trust from being a council-controlled organisation.

Purpose To review the current exemption of the Hauraki Rail Trail Charitable Trust from being a council-controlled organisation (CCO) under the Local Government Act 2002 (LGA) and determine if the exemption is still appropriate. The matter or suggested decision does not involve a new activity, service, programme, project, expenditure or other deliverable. Background The Hauraki Rail Trail Charitable Trust (the Trust) is the Governance entity for the cycleway known as the Hauraki Rail Trail (HRT). Currently the Trust is responsible for developing, managing and promoting the HRT, which is part of the New Zealand wide network of cycleways branded as Nga Haerenga. The Hauraki District Council has constructed and has ownership of the HRT assets and owns, or has rights and obligations to, the land on which the HRT is formed. The Hauraki, Matamata-Piako and Thames-Coromandel District Councils are settlors to the Trust Deed and the Trust fits the legal definition of a CCO as defined in the LGA because the Councils indirectly control 50% of the votes at Trust meetings. In accordance with the Trust Deed there must be between three and six Trustees on the Board of the Trust. Each Council has appointed a Trustee and local Iwi have appointed three, where those iwi have mana whenua status over the path of the Cycleway.


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The LGA allows councils to exempt a small organisation from being a CCO by resolution of the Council.1 HDC first granted the Trust an exemption from being a CCO at its Council meeting of 16 November 2011 and again at its meeting of 15 October 2014. This means that the Trust is operating as a council organisation, not a CCO.2 Council-controlled organisation requirements under the Local Government Act 2002 If the Trust is not an exempt CCO it must comply with the relevant sections of the LGA.3 These requirements include: Development of a statement of intent in accordance with the provisions stipulated in the

LGA. Obligation for the Board to make decisions in accordance with the statement of intent and its constitution. Development of a prescriptive half-yearly report and annual report including— (i) a comparison of the performance of the organisation and its subsidiaries with the

statement of intent, and (ii) an explanation of any material variances between that performance and the

statement of intent, and (iii) other specific financial and performance information. Audit New Zealand report on the Trusts annual report.4

Section 17A reviews also apply to any arrangement or agreement under which a CCO undertakes any responsibility on behalf of a local authority. Council organisation requirements under the Local Government Act 2002 Currently the Trust is exempt as a CCO, but is still considered a council organisation. Council organisations have reporting requirements under the LGA, albeit not as prescriptive as those for a CCO. In accordance with the Act, a council must regularly undertake performance monitoring of a council organisation to evaluate its contribution to the achievement of: the local authority’s objectives for the organisation, the overall aims and outcomes of the relevant council. Issues and options Issue For the Trust to be exempt from being a CCO each Council must exempt the Trust and undertake three yearly reviews of the exemption.5 The Council needs to consider if the reasons for granting the Trust an exemption from being a CCO in 2011 and 2014 are still valid. The Council may exempt a small organisation from being a CCO, but it must first consider: the nature and scope of the activities provided by the organisation; and the costs and benefits, if an exemption is granted, to the Council, the CCO and the

community. 6

1 Section 7(3) Local Government Act 2002 2 Section 6(4)(i) Local Government Act 2002 3 Sections 55 to 74 and Schedules 8 and 9 Local Government Act 2002 4 In accordance with section 4 Public Audit Act 2001 the Auditor-General is the auditor of a council-controlled organisation. 5 Section 7(6) Local Government Act 2002 6 Section 7(3) Local Government Act 2002


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The Matamata-Piako and Thames-Coromandel District Councils are considering the Trust exemption at their Council meetings in November. a) Nature and Scope of Activities of the Trust The nature and scope of the Trust’s activities are set out in the Trust Deed and recently reviewed Management Agreement. The Trust also has a Management Plan in place. The Trust Deed (executed on 2 March 2012), is reasonably broad in its powers, and the purpose of the Trust includes providing benefits to the communities within the HRT region by operating, maintaining, repairing, developing and facilitating use and enjoyment of the cycleway. In general, the Management Agreement details what the Trust is able to do with and on the HRT and its associated facilities, referred to as ‘Management Activities’. The Agreement also places requirements on the Trust for other matters such as the employment of staff/contractors, the use of sub-contractors, safety and insurance. The Agreement makes it easier for Council to take action against the Trust if it breaches its obligations. As outlined in the Management Agreement the ‘Management Activities’ the Trust shall undertake includes: Develop, manage, operate and promote the Cycleway and the facilities. Take reasonable steps to protect any areas of spiritual and cultural significance to mana

whenua on the land. Use its best endeavours to obtain funding for and develop and construct extensions and additions to the Cycleway and the facilities including, without limitation: i. An extension to the Cycleway from Kaiaua to Miranda; and

ii. Additions and detours from the Cycleway to areas of interest close to the Cycleway. Develop and maintain a website for the purpose of promoting the Cycleway; Have the right to grant concessions on the terms set out in of Management Agreement. The Management Agreement was previously amended in August 2016 to reflect that the Council had responsibility for maintaining the Trail, effective as at 1 July 2016. As mentioned above, the HDC owns all of the Cycleway and the facilities and has various rights to use the land. The Council grants the Trust a licence to use the Cycleway and the facilities for the purposes of carrying out the ‘Management Activities’. In general, if the Trust develops extensions, additions or detours to the Cycleway in the future the Trust will ‘own’ and be responsible for those extensions. The Trust Deed stipulates the Trust must produce an annual report containing: a copy of the Trust’s most recent annual return filed with the Charities Commission as

required by the Charities Act 1957, the Trust’s proposed budget for the financial year, and the Trust’s proposed work programme for the following financial year. Annual Report Council staff have recently received the 2016/17 Draft Annual Report from the Trust. The full Annual Report will be presented to the Economic Development Sub-committee in November. The Trust’s draft statement of financial performance is summarised below. This is not a full financial performance report.


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2016/17 Actual 2016/17 Budget 2015/16 Actual Total Revenue 237,097 198,523 219,297 Total Expenses 224,031 218,697 193,984 Surplus or (Deficit) 13,066 (20,174) 25,313 The Trust has a total equity of $57,274 and has no capital or operating commitments as at 30 June 2017. During the year, the main source of revenue for the Trust was from underwriting agreements with the three councils and project funding for the completion of new stages and maintenance of the HRT. The main output is repairs and maintenance to the HRT followed by promotion of the HRT brand. During the 2016/17 year HDC provided underwriting funding of $60,000 (2015/16, $94,586) as well as approved additional funding for maintenance in total of $41,887. Matamata-Piako District Council provided underwriting funding of $30,000 (2015/16, $25,796) and Thames-Coromandel District Council provided underwriting funding of $30,000 (2016 $57,500). b) Costs and Benefits If the Trust operates as a CCO this will impose additional costs on the Trust arising from ongoing administration and reporting costs, including producing a statement of intent and increased financial reporting. Based on the Councils’ experience with Local Authority Shared Services Ltd, these additional costs are estimated at approximately $30,000 per annum. It is unlikely the Trust will have the funds to meet the cost of the additional reporting requirements imposed on CCOs. Given that the Trust is a charity, not a profit making organisation and the Councils underwrite much of the revenue, the additional costs associated with being a CCO would likely need to be met by the Councils and therefore the community. In addition, the Trust can be subject to sufficient Council oversight and control outside the CCO regime under the terms of the Trust Deed and Management Agreement. The Trust provides financial reports to the Charities Commission in order to maintain its status as a charitable organisation and those reports must be provided to the Councils and to local Iwi upon request, meaning there is still public transparency regarding its financial position. Audit New Zealand audits already the Trust’s annual report even though it is an exempted organisation. Options The Council can continue to exempt the Hauraki Rail Trail Charitable Trust as a CCO or cease the exemption. The question that needs to be considered is whether the potential benefits of having the Trust operate as a CCO outweigh the costs of it operating as a CCO. Recommendation Staff recommend that the Council exempt the Trust from being a CCO. The fact the range of activities undertaken by the Trust is narrow and focussed and there are several reporting and monitoring mechanisms already in place, suggest the CCO requirements would add limited value and would not outweigh the cost of the additional CCO reporting requirements.


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In the event that the Trust’s operations change over time, the Councils may revoke its status as an exempted organisation. Significance and Engagement Assessment This decision does not trigger the Significance and Engagement Policy Assessment Tool and therefore is not considered significant under the Significance and Engagement Policy 2014. The level of engagement considered appropriate for this matter, at this point in time, is to inform (i.e. one-way communication disseminating information) affected parties. Budget Implications There are no direct budget implications associated with the Council’s decision to exempt the Hauraki Rail Trail Charitable Trust as a CCO. Recommendation It is recommended the Council exempt the Trust as a CCO. In order for the Trust to be exempt, the Council must grant the exemption by resolution. Charan Mischewski POLICY ANALYST


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Decision Report


From: District Planner


File reference: Document: M2273906 Appendix A: Table A (attached)

Portfolio holder: Mayor John Tregidga


Subject: Proposed amendments to Delegations Manual arising out of the amendments to the Resource Management Act

Recommendation: THAT the report be received, and THAT the amendments to the Delegations Manual, set out in Table A, be adopted

Purpose This report sets out the amendments that are necessary, and the amendments that are desirable, to the Delegations Manual, as a result of the amendments to the Resource Management Act which come into effect on 18 October 2017.

Background The amendments to the Resource Management Act have introduced two new categories of consents, one mandatory and one optional, and has introduced a fast track process for a specific category of applications. In addition, the Delegations Manual needs to continue to provide for applications and notices of requirement received prior to 18 October 2017, and not decided by that date.


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Issues and options 1. The Delegations Manual currently does not cover the new consent categories – Boundary

Activities (mandatory) and deemed Permitted Activities (optional).

In order to be able to “process” these from 18 October 2017 appropriate staff needed to be given delegation to do so.

2. In relation to the new fast track process for Controlled Landuse Consent applications – 10 working days instead of 20 working days, the current delegation could remain. This requires consent to be given by the Group Manager-Planning and Environmental Services, the District Planner or Senior Planner, with the Group Manager being the primary decision maker. In his absence the District Planner can make the decision, and in the absence of both – the Senior Planner.

With the 10 working day process there may be times when none of the currently delegated people are available. It is appropriate that one of the other Planners could then make the decision, to ensure the time frame is met. The decision would still need to be made by a different person to the one who processed the application.

3. The existing delegations relating to applications and notices of requirement received before the 2009 amendments to the Resource Management Act need to be updated to refer to those received before the 2017 amendments.

4. The wording of some of the delegations is based on the previous version of the applicable

sections of the Act. While the sections are the same, there have been amendments to their content, which should be reflected in the description of the delegation.

5. Some current delegations are limited to the Group Manager-Planning and Environmental

Services and the District Planner. It is appropriate that these be extended to the Senior Planner as well.

6. The delegation under section 95 currently contradicts those under sections 95A, 95D, 95B and

95E in that it includes a delegation to the Senior Planner. In addition, it appears to be unnecessary, just setting out the time frame in which notification has to happen. It is suggested this delegation be deleted.

The current delegations and proposed amendments are set out in Table A attached.

Significance and Engagement Assessment This decision does not trigger the Significance and Engagement Policy Assessment Tool and therefore is not considered significant under the Significance and Engagement Policy 2014.

Budget Implications There are no budget implications. Marina van Steenbergen District Planner


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Table A

Current delegation Proposed delegation

Section 87BA Determine whether an activity is a boundary activity and carry out notification for qualifying activities.

A B P C D

Section 87BB Determine whether an activity qualifies as a Permitted Activity and carry out notification for qualifying activities.

A B P

Section 95: Decide whether to give notification within prescribed timeframe.

A B P

Section 95:

Sections 95A and 95D:

Determine whether to publicly notify resource consent applications; and Determine whether an activity will have or is likely to have adverse effects on the environment that are more than minor.

A B

Sections 95A and 95D:

Determine whether to publicly notify resource consent applications: and Determine whether an activity will have or is likely to have adverse effects on the environment that are more than minor

A B P

Sections 95B and 95E:

Determine whether there are any affected persons in relation to an activity.

A B

Sections 95B and 95E:

Determine whether to give limited notification of a resource consent application, and Determine whether there are any affected persons in relation to an activity.

A B P

Sections 95B and 95F:

Determine whether there are any affected order holders in relation to an activity

A B

Sections 95B and 95F:

Determine whether there are any affected protected customary rights groups in relation to a resource consent application.

A B P

Sections 95B and 95G:

Determine whether there are any affected customary marine title groups in relation to a resource consent application.

A B P

Sections 104A-D, 104B, 104C, 104D, 105(2), 106, 108, 220:

Determine applications for resource consents, including determining conditions for: 1. Applications that are not notified under section

95A, and for which notice is not required to be served under section 95B; or

2. Applications notified under section 95A, or where notice is required to be served under section 95B when:

A B P

Sections 104A, 104B, 104C, 104D, 105(2), 106, 108, 220:

Sections 104A (except for fast track applications – section 87AAC), 104B, 104C, 104D, 105(2), 106, 108, 220: Determine applications for resource consents, including determining conditions for: 1. Applications that are not notified under section 95A,

and not limited notified under section 95B; or 2. Applications notified under section 95A, or limited

notified under section 95B when:

A B P


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No submissions have been received; or No request is made for a hearing; or The need for a hearing has been averted by

all submitters giving written agreement with conditions of consent proposed and, therefore, they no longer want to be heard; and

The applicant agrees with the conditions of consent.

No submissions have been received; or No request is made for a hearing; or The need for a hearing has been averted by all

submitters giving written agreement with conditions of consent proposed and, therefore, they no longer want to be heard; and

The applicant agrees with the conditions of consent

Section 104A Section 104A (fast track applications only – section 87AAC) Determine applications for resource consents, including determining conditions for:

1. Applications that are not notified under section 95A, and not limited notified under section 95B; or

2. Applications notified under section 95A, or limited notified under section 95B when:

- No submissions have been received; or - No request is made for a hearing; or - The need for a hearing has been averted by all submitters giving written agreement with conditions of consent proposed and, therefore, they no longer want to be heard; and - The applicant agrees with the conditions of consent.

A B P C

Sections 104A, 104B, 104C, 104D, 105(2), 106, 108, 220:

In relation to applications lodged before 1 October 2009: Determine applications for resource consents, including determining conditions for: 1. Applications that are not notified under section

93, and for which notice is not required to be served under section 94; and

2. Applications for controlled activities, restricted discretionary activities and discretionary activities which are notified under section 93, or for which notice is required to be served under section 94, where: No submissions are received; or No request is made for a hearing; or

A B P C

Sections 104A, 104B, 104C, 104D, 105(2), 106, 108, 220:

In relation to applications lodged before 18 October 2017:

Determine applications for resource consents, including conditions for: 1. Applications that are not notified under section 95A,

and for which notice is not required to be served under section 95B; or

2. Applications notified under section 95A, or where notice is required to be served under section 95B, where: No submissions are received; or No request is made for a hearing; or The applicant agrees with the proposed

conditions of consent.

A B P


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The applicant agrees with the proposed condition of consent.

Section 168A and 149Z:

Process and decide on notice of requirement by Council when:

No submissions have been received; or No request is made for a hearing; or The need for a hearing has been averted by

all submitters giving written agreement with conditions of consent proposed and, therefore, they no longer want to be heard.

A B

Section 168A and 149Z:

Determine whether to notify the notice of requirement by Council. Decide the notice of requirement by Council when:

No submissions have been received; or No request is made for a hearing; or The need for a hearing has been averted by all

submitters giving written agreement with conditions of consent proposed and, therefore, they no longer want to be heard.

A B

Section 168A: In relation to notices given prior to 1 October 2009: Notify a requirement in accordance with section 95, confirm, modify, impose conditions upon or withdraw a requirement.

Section 168A In relation to notices given prior to 18 October 2017 by Council: Notify a requirement in accordance with sections 95A to 95G, confirm, modify, impose conditions upon or withdraw a requirement.

A B

Section 169: Process notice of requirement. A B C P

Section 169: Determine whether to notify the notice of requirement.

A B

Process the notice of requirement. A B P C

Section 169: In relation to requirements prior to 1 October 20091: Notify a requirement in accordance with Section 93(2).

A B

Section 169: In relation to notices given prior to 18 October 2017: Notify a requirement in accordance with sections 95A to 95G.

A B

Process the notice of requirement. A B P C

Section 189A: In relation to a requirement prior to 1 October 20091: Notify a requirement for a heritage order. Confirm, withdraw or modify a requirement.

A B

Section 189A: In relation to a requirement given prior to 18 October 2017 by Council: Determine whether to notify a requirement for a heritage order. Confirm, withdraw or modify a requirement.

A B


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Section 190 In relation to a requirement made prior to 1 October 20091: Notify a requirement.

A B

Section 190 In relation to a requirement given prior to 18 October 2017: Determine whether to notify a requirement for a heritage order.

A B

Process the notice of requirement A B P C

A – Group Manager Planning and Environmental Services. B – District Planner P - Senior Planner C - Planners D – Consents Officer (Processing)


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Decision Report


From: Transport Manager


File reference: 2277600

Portfolio holder: Cr Adams


Subject: Transport Report August 2017

Recommendation: THAT the report be received, and THAT Gerrand road is reduced to one lane for the slip affected section to allow further monitoring of the site for a 12 month period, at which time a project update report will be presented.

1. Introduction This report provides the latest information on the Hauraki District Council’s Roading activities for the period ending 30 August 2017. A recommendation with regards to the way forward on the Gerrand Rd Underslip is presented and a decision from Council is requested.

2. Discussion 2.1 Capital Projects 2.1.1 Key Capital Project Achievements Table 1 shows the progress on the main capital projects scheduled for the 2017/18 financial year.


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Table 1: Main Capital Projects – 2017/18

Project and Description Progress

% complete

Comments / explanations (if off track)

Reseal Contract 20%

The contract program is complete. Preseal repairs scheduled to commence 20 October 2017 and the sealing work commencing in January 2018

Area Wide Treatment – Waihi Beach Rd 50% Design completed and proceeding to tender in October 2017

Area Wide Treatment – Hauraki Rd, Turua 70% Tender evaluation completed.

Road Widening - Bradford St, Waihi 95% Construction finalisation (K+C, base course compaction and seal) delayed by rain.

LED Streetlight Renewals 20% Business case is complete, ready to tender after review by NZTA

Torehape Rd West Slip 80% Drainage pipes installation to commence in October 2017.

Rahu Rd Embankment Failure 40% Design work in progress. Geotech drilling completed and evaluation to be completed in September 2017

Hopai West Bridge Repair 10% Bridge consultant appointed. Awaiting quote from consultant for additional work to assess and design remedial works.

Gerrand Rd Embankment Failure 50% Options report completed. Do-nothing and monitor option recommended for the next 12 months.

Kaihere Rd Embankment Failure 50% Variation Order approved for work to be done by Maintenance Contractor. Materials ordered.

Non-subsidized works 2017/18 10% Selection report under review pending a revised FWP

Netherton school parking 30% Design and cost estimate completed. Funding to be clarified in discussion with school

Mahuta Rd North Underslip 10% Engineer appointed. Survey and initial investigations completed. Projected construction start date in January 2018

Top Rd Underslip 10% Design/Build Contractor appointed. Awaiting programme. Start of project affected by weather and to be confirmed

Progress Key: ..... = Off track / behind schedule / over budget ..... = Rescheduled ..... = Off track but will be back on track soon ..... = On track ... . = Completed

2.1.2 Key Capital Projects Planned for September 2017 The work scheduled for September 2017 is shown in Table 2 below and the Capital Works Programme is shown in Appendix A.


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Table 2: Capital Work Programme for September 2017

Project Ward Comments

Road Widening - Bradford St, Waihi

Waihi Construction work progress. Due for completion before end of September 2017.

LED Streetlight Renewals District Submitting business case to NZTA. Tender documents to be finalised..

Torehape Rd West Slip Plains Installation of subsoil drain pipes to date affected by weather. A geotechnical report form Tonkin &Taylor is expected to confirm the need of further overburden removal.

Rahu Rd Embankment Failure

Paeroa Finalisation of the options report from Pinnacles Civil is pending to allow the design to be complete

New Footpaths and Kerb & Channel

All wards

Finalize project selection to be presented to wards by 22 September 2017

Area Wide Treatment – Waihi Beach Rd

Waihi Advertise tenders. It was decided to programme construction to start in mid January 2018 in order to reduce conflict with holiday traffic.

Area Wide Treatment – Hauraki Rd, Turua

Plains Appoint Contractor Approximately middle of October 2017

Reseal Contract 17/18 All

wards Commence Pre seal repairs in October 2017

Kaihere Rd Embankment failure

Plains Commence construction middle October 2017.

2.1.3 Key Issues and Risks The following major risks associated with the capital programme have been identified. Table 3 – Capital Programme Risks

Issue or Risk Budget

implications Mitigation Measures

Failure of the Hopai West Bridge Major Speed limits and load restrictions in place. Monitor the situation.

Continuing rain delays on all construction projects

Standing time claims

Negotiate and manage projects accordingly

3. Gerrand Rd Underslip 3.1 Introduction A slip that occurred in the land drainage channel along Gerrand road has prompted a geotechnical assessment of options to stabilise the road embankment. The slip length is approximately 50m and the top of the slip is close to the road edge. Pinnacles Civil Limited was appointed to investigate remedial options. 3.2 Options An options report was submitted that outlined 5 options which are in summary as follows:

Install sight rail and decrease to one lane traffic for the affected area. ROC = $7500.

Extend the existing timber retaining wall in the channel which is located upstream of the current channel. ROC = $225k +/- 25%

Re-alignment of affected road section (approximately 70m) at 3m offset from current alignment. ROC = $180k +/- 35% + Land acquisition.

Engineer designed retaining wall. ROC = $300k +/-25%

Installation of large diameter culvert in channel and backfill. Not priced but is expected to be significantly more expensive.


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3.3 Discussion Recent investigations after the initial inspections revealed that further slips occurred at other sections along the road. It was therefore decided to implement the first option whereby the affected section is reduced to one lane. The road and drainage channel will then be monitored for a further 12 months before implementing a more permanent solution. If the slips continue to occur in various locations it is foreseen that the best long term option would be to relocate the entire section of road at an offset from the surface drainage channel. This relocation process will potentially require land acquisition. 3.4 Conclusion It is recommended that Gerrand road is reduced to one lane for the slip affected section to allow further monitoring of the site for a 12 month period, at which time a project update report will be presented. Gene Thomsen Transport Manager


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Appendix A Capital Works Programme

Project Aug 2017

Sep 2017

Oct 2017

Nov 2017

Dec 2017

Jan 2018

Feb 2018

March 2018

April 2018

May 2018

June 2018

Reseal Contract xxxx

Area Wide Treatment – Waihi Beach Rd

Area Wide Treatment – Hauraki Rd, Turua xxxx

Road Widening - Bradford St, Waihi xxxx

LED Streetlight Renewals

Torehape Rd West Slip xxxx

Rahu Rd Embankment Failure xxxx

Hopai West Bridge Repair xxxx

Unsubsidised Footpath and K+C xxxx


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Information Report


From: Water Services Manager



Portfolio holder: Councillor Harris


Subject: Water Services - Monthly Activity Report – August

2017

Recommendation:

THAT the report be received.

Summary This report summarises performance and issues in the Water Services work area. The body of the

report refers to the August works.

WATER SUPPLY Operations Notebook

Waitakaruru WTP – Run out of treated water due to the plant not restarting after a power

outage over a weekend. The ADSL Router also failed so no alarm faults went out. One

customer complained about a lack of water.

Paeroa WTP – The new hot water tank sprung a leak from a manufactured seam. This was

repaired under guarantee.

Kerepehi WTP – Kone cranes inspected and certified the Gantry’s as part of the annual

service. Kone cranes fees have increased their fees every year and the market will be

tested for future inspections.

Waihi WTP – The plant server has been connected to the main UPS. This will provide us

with information and some control in a power outage.

Jim Graeme from Opus has done a presentation to the operators on our roles and

responsibilities in drinking water safety. The presentation was attended by all the

operators, their overseer, the Water Services Operations Engineer and the Water Services


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Manager. The presentation was a reminder of our risks and it is hoped that it would

increase awareness and urgency around water safety.

Capital Works

Waitakaruru Electrical Upgrade

Tenders are being finalised for the electrical upgrade of the Waitakaruru water treatment plant.

Connection of the Kaimanawa Network

TCDC expressed their interest to connect Hikutaia to the new Kaimanawa supply. Calculations are

being done to better understand the impact of this connection on the HDC networks and supply.

Once this has been concluded will a report be brought to Council to discuss the matter.

Reactive Renewals

A list of active renewals has been identified. Priority was given to networks that has failed numerous times over the last number of years and their criticality in the network. C&M are busy pricing up these proposed works.

September / October Planned Works

Design of the Waitakaruru sludge management and electrical upgrades will be progressed.

The design and procurement of the pipes for the replacement of the water main in Turau has been

completed. Construction is due to start as soon as the weather allows.

The reservoir tenders need to be finalised for the Plains Storage.

WASTEWATER Operations Notebook

Planning is underway for the sludge removal from the Waihi ponds.

One of the main pumps at the Junction road pump station has failed and needs to be replaced as a

matter of urgency.

A few blockages occurred on service leads in Paeroa.

Problems were encountered with electricity supply at the Waitete pump station. Electricity supplier

was contacted and has fixed the problem.

The sludge level at the Kerepehi Ponds are getting high and will require desludging this season.

Capital Works

Designs on the generator for the Silverton Road pump station has started. The roof of the pump station will have to be removed to remove the old diesel pump. The current roof height is inadequate


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to safely lift the pumps from the wet well. It is therefore proposed to change the roof configuration while the roof is off. Once the works has been planned and estimates done will the costs be tabled to Council for approval.

Reactive Renewals

No reactive renewals were carried out.


Replacement of bridge crossing at the Puke drain

Install flow meters at treatment plants

Compilation of a specification and estimate for a back-up generator for the Victoria Rd pump station Procurement of the lifting beam structures Installation of the tank at the hall in the Karangahake Gorge


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STORMWATER Operations Notebook

The drain in the service lane behind the shops in Ngatea was sprayed to try and assist the owners

with a rat problem.

The beach outlets in Kaiaua were cleared twice.

Problem drains in Waihi area were sprayed.

The Aorangi Stream project received favourable coverage on the national news.

Capital Works

Reticulation Construction

The culvert in Grey Street was extended to assist with the construction of a fence line.


Various small works have been identified over the last couple of months that could not be actioned

by the very wet winter season.

The pipes for the Kennedy/Hill Street and the RV Centre projects have been procured and is due for

construction as soon as the weather allows.

EJ Wentzel Water Services Manager


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Information Report


From: Infrastructure Systems & Planning Manager



Portfolio holder: Councillor Smeaton


Subject: Solid Waste - Monthly Activity Report – August 2017

Recommendation:

THAT the report be received.

Summary

This report summarises performance and issues in the Solid Waste work area. The body of the report refers

to August works.

General:

August has so far dealt a wet month with rain averaging around 96mm according to the Waikato Regional

Council rain map. The weather has and continues to cause problems with RTS sites across the three council

areas. Flooding has affected certain areas restricting access to vital parts of the RTS. SEL have done well to

manage the sites through difficult periods this month.

Kerbside:

A very good effort this month from SEL. They were able to clear most areas without too much hassle. SEL has

had one of their supervisors communicating with staff out in the field which has had a good effect on the crew.

Staff are checking streets before leaving the area. The new driver has had some difficulty but has managed to

finish collections at a suitable time and has only missed one street and one property. This is a very good

improvement from last month.

Health and Safety:

The RTS operator from Paeroa RTS has pulled a muscle in her right shoulder while trying to lift a bag from it’s

frame to empty into the recycling cage. The bags are difficult to handle because the straps are hooked on

downward facing hooks. If the bags are partially full it takes a lot of strength to get the straps unhooked first

off to be strapped on the digger bucket.


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Refuse Transfer Stations Audit:

The August audits were carried out by SEL using their Vault format. The contract manager accompanied SEL

staff as an observer only.

Audit Result:

Waihi RTS

There are two corrective actions issued for this site.

Fall protection in place - Waihi digger is hitting top of barrier above cardboard.

Hook Bins Access and Storage Area - Litter around the bottom of bins

Paeroa RTS

There were no corrective actions issued for this site this month, it continues to perform well.

The graphs & tables overleaf show the statistics for the Solid Waste activity for August as presented by the

Contract Manager.

CAPITAL WORKS

Works are being planned for a different drop-off regime where the public cannot gain access the pit. This is

to mitigate the continued Health & Safety issue of people potentially being able to fall into the pit.

Steve de Laborde

Infrastructure Systems & Planning Manager


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Graphs presented in the Contract Manager’s Report for July 2017

Figure 1: RTS Audit results

HDC Monthly RFS totals – July 2017


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Waihi shows significant changes and this is due to commercial refuse and recycling coming in. Paeroa will

stay steady for the next couple of months.

Diversion

No changes here. During this period, it is expected for the product to progress steadily without significant

change.


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This is tracking as expected. The movement of greenwaste has shown a significant change while the other

streams remain steady.


Information Report


From: Infrastructure Systems and Planning Manager


Portfolio Holder: Councillor James Thorp

Document M2277527


Subject: District Drainage Activity Report to 31 August 2017

Recommendation: THAT the report be received

Summary This report summarises the Land Drainage Activity for the period ending 31 August 2017. Once again rainfalls were near or above average across the district. Year to date totals are between 130% and 160% of average. There were no significant events, but the continuing above average monthly totals have restricted drainage maintenance operations, and continued the high pump running. Operations Notebook

6.2km of drains have been sprayed in the current year, and 8.9km have been machine cleaned. The continuing bad weather has resulted in some delay; paddocks are just too we to enter with heavy machinery.

Minor maintenance has been undertaken in all districts. Routine floodgate and pump station inspections have been completed. Floodgates and

culverts have been cleared as required. 140 man-hours have been spent on pump screen cleaning in the month A graph of the annual pump hours running for the last 20 years is appended below. Note

that the total running hours includes the 42 stations owned by Waikato Regional Council and the five owned by Hauraki District Council, within Council’s three rural drainage districts and the Paeroa urban area.

Annual pump running hours


The average line is for the period 1997-2017 and is 20,240 hours. The ten-year average from 1997-2006 is 16,644, and for the 2007-16 period is 22,903. The 2016/2017 year had a total of 49166 hours. To date, the 2017/2018 total is 8953 hours. Steve de Laborde Infrastructure Systems and Planning Manager


1 WPDD Minutes - 29-06-17 Doc Ref: 2228615


WESTERN PLAINS DRAINAGE DISTRICT MINUTES OF A MEETING OF THE WESTERN PLAINS DRAINAGE DISTRICT COMMITTEE HELD IN THE COUNCIL CHAMBERS, 84 ORCHARD ROAD WEST, NGATEA ON THURSDAY 31 AUGUST 2017 COMMENCING AT 10.00 AM

APOLOGIES There were no apologies.

LATE ITEMS

Pursuant to Section 46A(7) of the Local Government Official Information and Meetings Act 1987, the Chairperson called for late items to be accepted. RESOLVED THAT pursuant to Section 46A(7) of the Local Government Official Information and Meetings Act 1987, the following late items be accepted for discussion. Honorarium and Travel Allowance for Non-Elected Members (Land Drainage Committees) The item was not on the agenda because the item was unavailable at the time of the agenda deadline. Discussion on the item could not be delayed because the Council was required to adopt the changes to the non-elected member’s remuneration arrangements as soon as practicable. Extension of Paul Leonard Drain The item was not on the agenda because the item was unavailable at the time of the agenda deadline. Discussion on the item could not be delayed because the item required the consideration of the Committee prior to the next meeting. WPDD17/22 Carter/Swales CARRIED CONFIRMATION OF MINUTES MEETING HELD ON (29-06-17) (2228615) RESOLVED THAT the minutes of the meeting of the Western Plains Drainage District Committee held on Thursday, 29 June 2017 be taken as read and confirmed. WPDD17/23 Paterson/van Eyk CARRIED

PRESENT Messrs B A Carter (Chairperson), B Keane, G Laurich, P A Leonard, P Paterson, H van Eyk, R D Young (10.20am-12.00) and Cr D H Swales

IN ATTENDANCE Cr P Buckthought, S De Laborde (Infrastructure Planning Manager

Drainage), A de Laborde (Group Manager – Engineering Services), Mr B Stephens (Drainage Overseer) and Ms C Black (Council Secretary)



MATTERS ARISING FROM THE MINUTES Block in Kaihere Roadside Drain The Drainage Overseer advised that Kerepehi Transport have been spoken to about the issue concerning the removal of the block in the Kaihere roadside drain. This matter is now resolved. Drainage Bylaw Review It was advised that access has been improved to the Land Drainage Bylaw on the council’s website. A link to the bylaw will be emailed to the members. Drainage District Tour - Waitakaruru State Highway Bridges A member raised what action has been taken in relation to the request from members at the previous meeting that Council apply pressure to NZTA stressing the need that these bridges are replaced. Traffic coming in from Thames directions and turning into Front Miranda Road can block traffic heading to Auckland. Adrian de Laborde responded that the replacement of these bridges is not included NZTA’s 10-year plan. Adrian indicated that he would follow up again with NZTA. DRAINAGE REPORT - AUGUST 2017 AND FINANCIAL REPORT ON THE OPERATIONS OF THE WESTERN PLAINS DRAINAGE DISTRICT FOR THE 12 MONTHS TO 30 JUNE 2017(2265543) The Drainage Manager presented the monthly report for August 2017. RESOLVED THAT the Drainage Report – August 2017 and financial report on the operations of the Western Plains Drainage District for the 12 months to 30 June 2017 be received. WPDD17/24 Paterson/van Eyk CARRIED Maintenance and Fencing Culverts The Drainage Overseer stated these are behind schedule as staff are trying to stay within budget. Pump Operation Pump operation figures are noticeably high due to the regular rain events experienced this year. Funding has been sourced from the Reserve Fund to meet the extra costs. Ross Young attended the meeting at 10.20am. Mechanical Cleaning Cr Buckthought commented on the importance that mechanical cleaning be addressed as soon as the weather permits due to the delays caused by severe rainfall hindering this work to date. The Drainage Overseer commented that this work will create a significant impact on the budget due to the amount of cleaning required. Adrian de Laborde requested that staff will identify the key drains requiring cleaning as a priority and that cleaning of lower priority drains will be attended to later in the schedule.



Proposed Muggeridge Pump Station The production of the drainage plan for the various stages of the scheme remains to be finalised, and will need to satisfy DoC in its principles. Pump construction will be undertaken from November 2017 to March 2018 but will not seriously impact on the project completion date of mid-2019. Peter Johnstone advised that he had received notification from the Regional Council on the project. In response to a question as to whether this project has been publically notified, Steve de Laborde advised the project was classified as a non-notified consent application processed under the Waikato Regional Councils jurisdiction. Depreciation Cr Swales asked if funds from depreciation can be used to cover replacement capital projects for the year. Staff responded that they would raise the matter with the finance team and report back verbally at the next meeting. WRC Pump Running Costs A member noted that the cost of running the pumps is increasing and compartments without any pumps are drawn into funding these costs. Adrian de Laborde provided an explanation as to how the operational costs are charged. All drainage ratepayers pay the same drainage rate, those receiving flood protection pay an additional rate. LATE ITEM HONARARIUM AND TRAVEL ALLOWANCE FOR NON-ELECTED MEMBERS (LAND DRAINAGE COMMITTEES) (2265892) A report was presented requesting the member’s consideration of the current honorarium and mileage allowance offered by Council to the district drainage committee members for their involvement in and travelling to committee meetings and oversight of their rural drainage areas. RESOLVED THAT the report be received, and THAT the honorarium and mileage allowance currently paid to members of the Western District Drainage Committee remain as the status quo. WPDD17/25 Carter/van Eyk CARRIED 2018 LONG TERM PLAN – WESTERN PLAINS DISTRICT DRAINAGE COMMITTEE – REVIEW OF BUDGETS (2267527) Adrian de Laborde and the Drainage Manager presented the 2018 Long Term Plan budgets for the Committee’s consideration. Comments: Under ‘Minor Activity’ – there was a noted increase in the 2018-19 budget.



Adrian de Laborde advised that this increase has occurred to cover the 2017-18 budget if necessary. Cr Buckthought believed it should be moved forward from 2018-19 to 2017-18 due to the increase in flooding events occurring. Levels of Service Discussion was held regard the capital projects planned. Requested change to wording ‘WPDD Mangawhero Flume Replacement’ (requested deletion of word ‘replacement’. It was agreed that the ‘WPDD Pouarua Maukoro structure’ project be delayed until the Muggeridge Pump is completed. Draft LTP Activity Programmes Projects and Budgets Summary Land Drainage – Activity Regarding the Flood Protection provided by Waikato Regional Councils river schemes except in the northwest part of the district (Waitakaruru and Miranda) where it is provided by the Hauraki District Council, Cr Swales expressed his strenuous opposition that the north-western part of the drainage district is not supported enough and should not involve WRC. Raising of Stopbank Levels – Due to Effects of Climate Change Programmed investigation into raising stopbanks to cope with 100-year flood events is to be carried out in the first few years of the 2018-28 LTP. LATE ITEM EXTENSION OF PAUL LEONARD DRAIN (Doc # 2266478) A letter was tabled from Gavin Laurich in which he requested that the Committee consider taking responsibility for the extension of the Paul Leonard Drain to give them adequate drainage to the back of their farm. Part of the drain goes through Ken Jones property therefore they cannot maintain it to provide them with essential drainage. They request Council take over the extended length of drain. The Group Manager advised he will investigate the impacts of extending the Paul Leonard Drain and the effects this will have on other land owners. RESOLVED THAT the matter be referred to staff to seek options to address the issues with extending the Paul Leonard Drain as outlined in Gavin Laurich’s letter and report back on the outcome of investigations to the next meeting. WPDD17/26 Swales/Keane CARRIED GENERAL BUSINESS Waitakaruru Bridge NZTA Repair/Upgrade – Issue with Scaffolding Potentially Blocking Water Flow Cr Swales raised the concern that the scaffolding set up by NZTA top undertake maintenance on the Waitakaruru Bridge could restrict the flow of water under the bridge and cause blockages in a flood event. Cr Swales asked that NZTA be requested to ensure that there is no restriction to water flow under the bridge.



RESOLVED THAT Council contact NZTA requesting them to ensure that the Waitakaruru Bridge is kept clear of any obstacles below the structure to ensure water flow is not restricted. WPDD17/27 Swales/Buckthought CARRIED MEMBERS’ COMMENTS Peter Paterson – stated he was dissatisfied with the 10% increase in rates when farmers are struggling economically. WRC have stated this increase in their 3-year review. He believed that WRC have not done the work to justify the increase. Gavin Laurich – raised his concern that WRC staff are planting trees just outside the Piako stopbank. Brian Pirie – Bell property and Landcorp property work carried out was completed very well. Cr Swales – Gavin Singh – Indian stopbank shows signs of leaking. The Drainage Overseer has reported this to regional council staff. Ross Young – District Tour related matter – advised that Mike Karl is pleased with the resolution/action that has been taken to protect the low areas beside his board drain. Staff Xmas Dinner Function and Invitation to Ian McLeod to Attend The Chairman reminded members about the Wednesday, 15 November date which has been set for the District Drainage Committee Xmas function with the invitation of Ian McLeod to attend following his retirement from Council as Drainage Manager. Members were requested to RSVP Carol Black by end of October for catering purposes. The meeting closed at 12.00. CONFIRMED B A Carter Chairperson 28 September 2017


1 EPDD Minutes – 31-08-17 Doc Ref: 2277069


EASTERN PLAINS DRAINAGE DISTRICT MINUTES OF A MEETING OF THE EASTERN PLAINS DRAINAGE DISTRICT COMMITTEE HELD IN THE COUNCIL CHAMBERS, WILLIAM STREET, PAEROA ON THURSDAY 31 AUGUST 2017 COMMENCING AT 1.40PM

APOLOGIES RESOLVED THAT the apology of T Nicholson be received and sustained. EPDD17/13 Reid/Caddy CARRIED

LATE ITEM

Pursuant to Section 46A(7) of the Local Government Official Information and Meetings Act 1987, the Chairperson called for late items to be accepted. RESOLVED THAT pursuant to Section 46A(7) of the Local Government Official Information and Meetings Act 1987, the following late items be accepted for discussion. - Honorarium and Travel Allowance for Non-Elected Members (Land Drainage

Committees) The item was not on the agenda because the item was unavailable at the time of the agenda deadline. Discussion on the item could not be delayed because the Council was required to adopt the changes to the non-elected member’s remuneration arrangements as soon as practicable. EPDD17/14 Reid/Caddy CARRIED CONFIRMATION OF MINUTES MEETING HELD ON (29-06-17) (2228796) RESOLVED THAT the minutes of the meeting of the Eastern Plains Drainage District Committee held on Thursday, 29 June 2017 be taken as read and confirmed. EPDD17/15 Green/Webster CARRIED

PRESENT Messrs R Hunter (Chairperson), K J Reid, K R Caddy, A Green, B Conroy, P Schouten, R Webster and Cr P Buckthought

IN ATTENDANCE A de Laborde (Group Manager – Engineering Services), S de

Laborde (Infrastructure Planning Manager - Drainage), Mr B Stephens (Drainage Overseer) and Ms C Black (Council Secretary)



MATTERS ARISING FROM THE MINUTES Campbell Drain and Floodgate – Green Drain The Drainage Overseer advised that he has installed a diverter (deflection wall) in the drain to divert flow from the Campbell floodgate catchment to the Factory Floodgate. The landowner who had blocked the drain was spoken to regarding this matter and a compromise was reached to install the deflection wall. WRC are looking at replacing it and undertaking a full catchment review. Drainage Bylaw Review It was advised that access has been improved to the Land Drainage Bylaw on the council’s website. A link to the bylaw will be emailed to the members. DRAINAGE REPORT – AUGUST 2017 AND FINANCIAL REPORT ON THE OPERATIONS OF THE EASTERN PLAINS DRAINAGE DISTRICT FOR THE PERIOD 12 MONTHS TO 30 JUNE 2017 (2226017) The Drainage Manager presented the monthly report for August 2017. RESOLVED THAT the Drainage Report – August 2017 and Financial Report on the operations of the Eastern Plains Drainage District for the period 12 months to 30 June 2017 be received. EPDD17/16 Caddy/Webster CARRIED CAPITAL WORKS

Awaiti Roadside Drain Re-alignment

The possibility of the realignment of the Awaiti Roadside Drain away from SH2 between the Awaiti Road corner, past the school, to a point west of the McMillan Drain, which connects to H-Drain was presented to the June meeting. No cost estimates had been made at that time. The Drainage Overseer advised that it has now been decided that a maintenance programme will be scheduled to contain the growth within the existing drain and mechanically cleaned as required.

2018 LONG TERM PLAN – EASTERN PLAINS DISTRICT DRAINAGE COMMITTEE – REVIEW OF BUDGETS (2267565) The Group Manager and Drainage Manager presented the 2018 Long Term Plan budgets for the Committee’s consideration. Staff took the members through the LTP budgets. Minor Activity - highlighted increases to mechanical cleaning. It was suggested that more mechanical cleaning funds be moved to Area 5 (approx. $10,000) if Awaiti Roadside Drain is to be cleaned every two years. Levels of Service - there were no changes made to the 2018-19 levels of service.



GENERAL BUSINESS MEMBERS’ COMMENTS ON MAINTENANCE MATTERS Roger Hunter – the drain at Fox’s (Te Kauri drain) has been cleaned. Kim Reid – Old Netherton Road – work completed was an excellent job. - Morrison drain requires cleaning. The Drainage Overseer stated that the top end of the drain

is to be cleaned this financial year. - 2 slumps have occurred in McMillan Drain. Cr Buckthought – advised of the hearing of submissions to the Waikato Regional Councils Plan Change (1) will commence next year. WRC are still to appoint a Commissioner. LATE ITEM HONARARIUM AND TRAVEL ALLOWANCE FOR NON-ELECTED MEMBERS (LAND DRAINAGE COMMITTEES) (2265892) A report was presented requesting the member’s consideration of the current honorarium and mileage allowance offered by Council to the district drainage committee members for their involvement in and travelling to committee meetings and oversight of their rural drainage areas. RESOLVED THAT the report be received, and THAT the honorarium and mileage allowance currently paid to members of the Eastern District Drainage Committee remain as the status quo. EPDD17/17 Hunter/Webster CARRIED Staff Xmas Dinner Function and Invitation to Ian McLeod to Attend The Chairman reminded members about the Wednesday, 15 November date which has been set for the District Drainage Committee Xmas function with the invitation of Ian McLeod to attend following his retirement from Council as Drainage Manager. Members were requested to RSVP to Carol Black by end of October for catering purposes. The meeting closed at 3.00pm. CONFIRMED R Hunter Chairperson 26 October 2017


1 PRDD Minutes – 31-08-17 Doc Ref: 2277070


PAEROA RURAL DRAINAGE DISTRICT MINUTES OF A MEETING OF THE PAEROA RURAL DRAINAGE DISTRICT COMMITTEE HELD IN THE COUNCIL CHAMBERS, WILLIAM STREET, PAEROA ON THURSDAY 31 AUGUST 2017 COMMENCING AT 12.30PM

APOLOGIES RESOLVED THAT the apology of K Gillingham be received and sustained. PRDD17/03 Peters/Casey CARRIED

ELECTION OF CHAIRPERSON AND DEPUTY CHAIRPERSON

CHAIRPERSON

Nominations were called for the position of Chairperson and Deputy Chairperson.

Peter Casey nominated Mike Peters to the role of Chairperson.

RESOLVED

THAT the election of Mike Peters to the role of Chairperson be confirmed.

PRDD17/04 Casey/Buckthought CARRIED

DEPUTY CHAIRPERSON

Mike Peters nominated Peter Casey to the role of Deputy Chairperson.

RESOLVED

THAT the election of Peter Casey to the role of Deputy Chairperson be confirmed.

EPDD17/05 Peters/Buckthought CARRIED

PRESENT Messrs M Peters, P Casey, Cr Buckthought (alternate Council representative) and Cr J H Thorp (Council Representative) (from 1.00pm)

IN ATTENDANCE Messrs S de Laborde (Infrastructure Planning Manager -

Drainage), A de Laborde (Group Manager – Engineering Services), Mr B Stephens (Drainage Overseer) and Ms C Black (Council Secretary)



LATE ITEM

Pursuant to Section 46A(7) of the Local Government Official Information and Meetings Act 1987, the Chairperson called for late items to be accepted. RESOLVED THAT pursuant to Section 46A(7) of the Local Government Official Information and Meetings Act 1987, the following late items be accepted for discussion. Honorarium and Travel Allowance for Non-Elected Members (Land Drainage Committees) The item was not on the agenda because the item was unavailable at the time of the agenda deadline. Discussion on the item could not be delayed because the Council was required to adopt the changes to the non-elected member’s remuneration arrangements as soon as practicable. PRDD17/06 Peters/Casey CARRIED CONFIRMATION OF MINUTES MEETING HELD ON (30-03-17) (2194431) RESOLVED THAT the minutes of the meeting of the Paeroa Rural Drainage District Committee held on Thursday 30 March 2017 be taken as read and confirmed. PRDD17/07 Casey/Peters CARRIED MATTERS ARISING FROM THE MINUTES Drainage Bylaw Review It was advised that access has been improved to the Land Drainage Bylaw on the Council’s website. A link to the bylaw will be emailed to the members. DRAINAGE REPORT AND FINANCIAL REPORT FOR THE PERIOD TO END OF JUNE 2017 (2266206) The Drainage Manager presented the monthly report for August 2017 and financial report on the operations of the Paeroa Rural Drainage District for 12 months to 30 June 2017. RESOLVED THAT the report be received. PRDD17/08 Peters/Casey CARRIED Machine Cleaning

The lengths of drains machine cleaned in the year to 30 June were: 2.7km in Komata North, 1.1km in Opukeko, and 5.1km in Tirohia Rotokohu. The Partridge Drain in TRDD was machine cleaned in May, and has been the subject of discussions with the land owner regarding the management of the water level control weirs which were installed some 20 years ago.



Pump operation

Regular inspection runs were undertaken in this period. Pump running hours to the end of June totalled 992 (294%) in Komata North, 1,378 (367%) in Opukeko, and 3,076 (287%) in Tirohia Rotokohu. Since the start of the exceptionally wet autumn, 238 hours have been spent on weed screen cleaning.

The total pump running for the year of 5,446 hours is 287% of the annual average, and is the highest total in all districts since accurate records have been kept (21 years).

Floodgates

Regular inspections of Council and Waikato Regional Council gates were undertaken.

The Kuaoiti siphons have been checked and cleared regularly. The North drain floodgate headwall was replaced, and repairs made to the Vuglar floodgate flap

Stopbanks

No stopbank maintenance was undertaken in the period. 2018 LONG TERM PLAN – PAEROA RURAL DISTRICT DRAINAGE COMMITTEE – REVIEW OF BUDGETS (2267565) The Group Manager and Drainage Manager presented the 2018 Long Term Plan budgets for the Committee’s consideration. Staff took the members through the LTP budgets. No changes to the minor activity budget or service levels was made.

LATE ITEM

HONARARIUM AND TRAVEL ALLOWANCE FOR NON-ELECTED MEMBERS (LAND DRAINAGE COMMITTEES) (2265892) A report was presented requesting the member’s consideration of the current honorarium and mileage allowance offered by Council to the district drainage committee members for their involvement in and travelling to committee meetings and oversight of their rural drainage areas. RESOLVED THAT the report be received, and THAT the honorarium and mileage allowance currently paid to members of the Paeroa Rural District Drainage Committee remain as the status quo. EPDD17/09 Hunter/Webster CARRIED GENERAL BUSINESS

MEMBERS’ COMMENTS ON MAINTENANCE MATTERS There were no comments of significance raised.



Staff Xmas Dinner Function and Invitation to Ian McLeod to Attend The Chairman reminded members about the Wednesday, 15 November date which has been set for the District Drainage Committee Xmas function with the invitation of Ian McLeod to attend following his retirement from Council as Drainage Manager. Members were requested to RSVP Carol Black by end of October for catering purposes. The meeting closed at 1.32pm. CONFIRMED M Peters Chairperson 30 November 2017


1

Information Report


From: Group Manager Planning and Environmental Services


File reference: Doc: M 2272006

Portfolio Holder: Paul Milner


Subject:

Planning and Environmental Services Monthly Report –August 2017

Recommendation: THAT the report be received;

Summary This month sees the continuation of increased activity with customer services, dog registration and rate enquiries. An update on an Aligned Planning initiative. The Strategic Planning focus is on the working towards the first draft of the Long Term Plan and Annual Report. There is an update from our Waihi Mining matters including the Seddon Street Sinkhole. Customer Services Team It has been another busy month for the CSA team with the infringement phase of the dog registration period commencing, Rates, Water Rates and Rates Rebates on the go. We have now completed some 38% of the expected number of Rebate Applications, Rebate Applications will not be processed for the two weeks of the Advanced voting period of the General Election due to staffing constraints. The contact centre was offered 4555 calls, with 330 abandons, the Service level was 75.10% and the abandonment rate 7.24% due to a number of staff on sick leave. Average time to answer calls was 0.19 seconds. Three customer services staff attended the Contact Centre Institute of NZ Conference for a day. CCiNZ is the Industry body for Contact Centres, and aims to educate, support and engage Contact Centre staff throughout the Industry in New Zealand. The Conference offered a lot but a few notable speakers were:

Sir Gordon Tietjens was the keynote speaker, speaking to the leadership lessons he has learned through his Rugby Sevens career and how we can apply that in the workplace. John Cray Vice President of Product Management for Enghouse (our telephony provider), covered off a lot of the emerging technologies and how they could impact us in the future. He noted that “it is no longer acceptable to trade off cost against customer satisfaction”, and


encouraged us to create connected customer journeys (using all communication channels e.g. phone, webchat, SMS, Facebook, email – using technology to connect it all together so staff/agents can see all aspects of a customer’s interaction with us) Research across multiple surveys shows that the Top Factors impacting Customer Satisfaction are:

• Ease of resolution (how easy it was for the customer to do business) • Ease of contact (being able to make contact however, wherever and whenever

they choose) • First point of contact resolution • Agent knowledge • Wait time

Pranay Arnand from Dimension Data presented. They conduct an Annual Contact Centre Benchmarking study which we participate in. Participation means we then get a free copy of the in depth report which also provides advice and guidance on the best way forwards.

Other speakers addressed technological solutions and ways forward. Development 31st August 2017

Consents Issued 2016/17 2017/18 Year to date

Building Consents 87 91 105% Subdivisions 6 13 216% Land Use 14 23 164% Designations - - -% Objections - 3 300% Certificates of Compliance - - -% Variations 1 3 300% Outline Plans - - -% Right of Ways - - -% Extension of Time - - -% 21 42 200% LIMs 96 53 55%

For the second month of this financial year the above figures table indicates development figures are continuing as they were from the last year with increase in the number of subdivisions. Regulatory Services Team Planning Implementation Processing For last month 6 subdivision and 12 landuse resource consent applications were received and to date all were processed within the statutory timeframe of 20 working days. District Plan Review There had a District Plan Committee workshop on the 28th August to consider the issues regarding future zoning in the three main towns and to review the RMA Plan Change process to make any


changes to the Plan if required. The Committee now requires reports from staff on those proposed new zoning areas to decide whether or not they will proceed to a Plan Change. Aligned Planning The Aligned Planning project from the Waikato Plan is underway. All councils in the region, with the exception of Taupo and Otorohanga councils, are participating. This first phase is confined to improving the administration of resource consent processing, but is part of a wider piece of work being scoped by the Waikato Plan which will ultimately look at further opportunities for aligned planning across the region. The project seeks to ‘make business easier’ by:

• Delivering better services to customers • Defining more efficient and effective ‘best practice’ processes for the administration of

resource consenting • Delivering ‘best practice’ administration of resource consenting • Ensuring regional consistency wherever possible in the administration of resource

consenting.

The Aligned Planning Project has progressed to an information gathering phase, following the initial setup and project planning. The information gathering phase brings together existing resource consent documentation from the participating Councils for analysis as to how regional alignment can most effectively be achieved. The cross-council working group has had an initial workshop and our Senior Planner Wendy Harris is Councils representative for the Aligned Planning project. Building Team Processing Council granted 49 Building Consent applications with 14 new dwellings last month and all were processed within the statutory timeframe.

August BCs Total Working Days (excludes weekends)

No of Consents

15 or less 11 16 to 20 10 21 to 30 12

31 or more 16 Of those 49 applications 6 consents did not require further information request. General Dog Control Dog Control focus continues on following up on unregistered dogs which at the time of writing this report was 67 known dogs. Strategic Planning 2018-28 Long Term Plan The Council LTP workshop on 23 and 29 August provided the Council with its first opportunity to receive all 2018-28 proposals and provide initial feedback on these initial budgets. A revised set of


plans and budgets is due to be workshopped with the Council in November along with other LTP matters. Bylaw Review programme The Hauraki District Council Consolidated Bylaw 2007 (the Bylaw) is split into 10 Parts/Sections, which were adopted, after being reviewed, at Council meetings between July 2007 and January 2008. Newly developed bylaws must be reviewed within five years of development and bylaws that have already undergone the initial five year review must be reviewed every ten years.1 However, legally the bylaws will not be automatically revoked until two years after the ten year period has lapsed2, giving the Council another two year window. The Parts of the Council’s Bylaw are listed below, along with dates when the relevant reviews must be undertaken, ensuring the Parts of the Bylaw are not revoked. Green indicates the Bylaw must be reviewed within the next two years, while red indicates it is not due for review until a later date.

CONSOLIDATED BYLAW PART

PURPOSE / COMMENTS Review Yes/No

LATEST DATE TO REVIEW BY

Part 1: Introduction Definitions, powers and functions of officers appointed to administer the bylaws, penalties and breaches. Administrative matters.

Yes July 2019

Part 2: Land Transport Provide for the regulation of roads and footpaths within the control of the Council.

Various dates see each clause

Clause 2.0 Speed Limits No August 2023

Clause 3.0 Traffic

July 2019

Clause 4.0 Stock Movement on Roads

July 2019

Clause 5.0 Vehicle Crossings

July 2019

Part 3: Public Safety Ensure acceptable standards of safety, convenience, visual amenity and civic values are maintained for the well-being of inhabitants and visitors to the district.

Various dates see each clause

Clause 1.0 Introduction

July 20119

Clause 2.0 Safety in Public Places

July 2019

Clause 3.0 Nuisance on Private Property

July 2019

Clause 4.0 Alcohol Control in Public Places

October 2027

Clause 5.0 Keeping of Animals (Excluding Dogs)

July 2019

Clause 6.0 Control of Dogs Note: Reviewed as part of the review of the Dog Control Policy every 5 years

July 2021

Clause 7.0 Food Safety Note: Legislation changes Food Act 2014

July 2019

Clause 8.0 Freedom Camping Note: Government announced review of Freedom Camping Act 2011 in near future.

February 2025

Part 4: Trade Waste and Wastewater

Ensure sustainable environmental protection; minimize the reception and disposal costs to the community of trade waste and wastewater. To encourage and promote industry

Aug 2025

1 Section 158 and 159 Local Government Act 2002 2 Section 160A Local Government Act 2002


CONSOLIDATED BYLAW PART

PURPOSE / COMMENTS Review Yes/No

LATEST DATE TO REVIEW BY

to treat trade waste onsite to an appropriate and cost effective level.

Part 5: Water Supply Provide for the protection of the water supply. The conditions of supply of water by the Council. Protection and Infringement offences.

November 2019

Part 6: Cemeteries Enable the Council to control and set standards for the operation of cemeteries within the boundaries covered by the Council’s responsibility or ownership. Note: Ongoing review of Burial and Cremation Act 1964

November 2019

Part 7: Land Drainage Control and protect land drainage works vested in or under the management or jurisdiction of the Council.

November 2019

Part 8: Solid Waste Provide for collection and disposal of refuse in an efficient and cost effective manner. General issues relating to recycling, ownership of the waste stream, refuse storage, waste management and minimisation. Note – Regional template developed.

November 2019

Part 9: Wharves Provides for the control and management of the wharf facilities that are provided by, owned or controlled by the Council.

November 2019

Fire Prevention involving Vegetation 1993

This Bylaw relates to prevention of the spreading of fires involving vegetation inside an urban Fire District. Note: Legislation changes – Fire and Emergency New Zealand Act 2017

November 2019

As shown in the table above Part 4: Trade Waste and Wastewater, and certain clauses in Part 2: Land Transport and Part 3: Public Safety have been reviewed in the previous few years, but many Parts are still to be reviewed. These reviews will need to take place in the 2017/18 and 2018/19 years to ensure the Bylaws do not lapse. Once work programmes are established reports will be presented to the Council and Councillor working parties established where appropriate. 2017 Satisfaction Survey Our external survey provider, Versus Research, have completed their field work and prepared a draft results report for staff review and quality checking. 400 phone interviews and 132 online surveys were completed for the main survey. At the time of writing this report the material was not yet reviewed and not ready for release. The ELT will firstly consider the draft report, prior to the results being presented to Council for their endorsement on 11 October 2017. The results will be included in the 2016/17 Annual Report. The winner of the iPad has not yet been drawn. 2016/17 Annual Report The development of the Annual Report is progressing well; Audit NZ arrive to review our draft material on 25 September 2017. They are expected to be on site for two weeks. The Annual Report presents the Council’s achievements and financial position for the year 1 July 2016 to 30 June 2017. The Council’s adoption of the Annual Report is scheduled to occur on 25 October 2017. Alcohol Control Bylaw and Gambling Policy Consultation Community engagement is underway for the draft Alcohol Control in Public Places Bylaw and the Draft Gambling Policy. This involves a one month written feedback period from Friday 1 September to Monday 2 October and a Hearing of feedback on 25 October. At the time of writing the Council has received one written submission on the draft Bylaw and two on the draft Gambling Policy.


Communications The CO attended a PRINZ (Public Relations Institute of New Zealand) workshop on internal communication in Auckland on 15 August. Key learnings from this included practical guidance on the development of an internal communication strategy that recognises the importance of good communication between staff. We need to understand that we are each other’s customers first, before we can provide quality service to our external customers. The CO also attended New Zealand’s annual Emergency and Disaster Communications conference in Wellington from 21 to 23 August. This was well attended. The CO established relationships with communications professionals and PIMs (Civil Defence Public Information Managers) from all over the country, which is important as these are people she will likely be working with in a major event. Keynote speakers included (but were not limited to):

• Chris Webb from the Metropolitan Police in London. In particular Chris spoke about the recent Greenfell Tower Block Fire and the Council’s crisis communication response. Criticisms included being slow to react, communication not aligned with operational response, an over reliance on social media over other methods of communication, a failure to understand the mood of the public and respond, legal advice impacting on what was said (or not said), and failure to apologise (saying sorry is not an admission of liability). His overall advice: When disaster strikes remember to panic slowly!

• Mark Crosweller, Director-General Emergency Management Australia. Mark said the greatest measure of success is the securing and upholding of public trust and confidence. He spoke about building trust through compassion and vulnerability. His main message was that we are not separate from the suffering that a disaster causes or morally superior – we’re all affected and vulnerable in a disaster.

• Anna Kirk, Hawkes Bay DHB. Anna spoke about the communications response to water contamination in Havelock North. Difficulties faced included the timing of the outbreak (Friday night), uncertainty over what was being faced, and awareness that there was a reasonable chance they were wrong. Interestingly, Havelock District Council advised the DHB it was not possible to get information out to everyone on the Friday night. Anna also noted the demand on resources in the ensuing days was huge. Despite daily press conferences, she personally received an average of 50 calls from media a day to mobile and more than 100 gastro related emails per day (excluding BAU). The media camped in the town and were always on the hunt for fresh news difficult to keep feeding them. She also said there was a lack of alignment between agencies, councillors and spokespeople used as news sources which, combined with lots of false positives in water samples led to confusion in the community

• Joanna Norris, South Island Editor-in-chief, Fairfax Media Joanna shared her thoughts

from a media perspective and some interesting statistics about how Kiwis get their news. Smartphone ownership here is among the highest in the world. 3.1 million NZers own a mobile device and 90% of them use them to read news/information. She said audiences expect info 24:7 in real time and that there is no place for 3-day old media releases full of spin that have been approved by 4 different committees.

Overall learnings from the conference that could be implemented/continued by the PIM team at HDC

• Build relationships with local leaders, private enterprise and agency contacts that are willing to send information out to their contacts during an event.

• Create database of key contacts including central government/ministers and update regularly

• Investigate/build SMS messaging capability • Investigate/build alternative communication channels and networks in case of power

outages i.e. VHF radio


• Meet with emergency services in peace time to establish relationships and clarify roles and communication responsibilities i.e. only police to comment on number of casualties

• Establish internal communication processes in event i.e. how will staff be kept informed. Private fb page?

• Create external website page that replaces normal website home page in an emergency • Continue to build relationships with other PIMs regionally and nationally so have trusted

people to call on in emergency • Public education campaigns – work with Waikato PIMs to coordinate and implement

peacetime campaigns. Also, targeted campaigns to vulnerable local communities Social Strategy A separate report is attached to this agenda for consideration of a draft Social Strategy. Current Regional/National Consultations

• Fire Safety Residential Community Housing Proposals – (closes - 11/09/2017) • Regulation of the deposit of jettisoned material on the seabed from space vehicles: proposed

changes – (closes 13/09/2017) Mining Matters Extended Martha Mine Area (EMMA) consent This mining resource consent was granted in June 1999 and has a 20-year term meaning that it will expire in June 2019. As with the Martha Mining Licence the consent conditions will be incorporated into the Operative District Plan on its expiry. As was also the case with the Mining Licence there are a number of standards and conditions that are outdated and/or are in conflict with the more modern provisions contained in the District Plan. Oceana Gold has lodged a draft application for variations to this consent seeking to achieve consistency between the consent conditions and the standards and the Operative District Plan. This application is currently being reviewed and assessed by staff prior to the processing commencing. Martha Pit – Remedial layback works Work was completed on the north wall interim remediation works during July and approximately 500,000 tonnes of material has been excavated by blasting or free digging. The useful waste material has been stockpiled in the pit processing area with some of this material being transported to the tailing dams stockpile via the conveyor. Waste material that could not be reused is being side cast into the pit. The amount of material unloaded from the wall was greater than was estimated in the design and reflected minor changes in the design of the works as they progressed. This is normal practice and resulted in the remediation works extending lower onto the wall. Additional monitoring prisms have been established at various points on the wall and a new piezometer has been installed. At the time of writing a geotechnical drill hole was being progressed to give better data on the geology that sits in behind the failure. Two inclinometers have also been installed and readings to date from these do not indicate any deep seated movement behind the new wall. All of these monitoring mechanisms will assist to develop a longer term picture of the wall stability.


Sinkhole – Seddon Street east On the morning of Tuesday 29 August we were advised by Oceana Gold that a sinkhole had been found in the bushy area between the pensioner flats in Seddon Street and the pit rim walkway. I visited the site and then met with the Oceana Gold response team to assess any immediate safety issues and to investigate the likely causes and remediation options. While at the meeting a drone was used to photograph the hole from several perspectives and the use of this technology allowed site assessments without staff having to place themselves at any risk. The sinkhole was found by Powerco staff who were tracing back a power cable as power had been cut to the two easterly flats. The sinkhole was (approximately) 20m wide and 15m deep and appeared to be choked It was above an unfilled Royal stope (which was 60m below the surface) and was in the high hazard zone on the Council’s land. While a sinkhole at that precise site was not expected the high hazard zone is in place over areas where sinkholes could occur. It is in fact a validation of the chimney caving model developed by GNS in the early 2000’s. Relevant Council staff were advised and arrangements were made to provide power by generator to the pensioner flats affected until the supply could be reconnected. The Group Manager Engineering Services then met with Oceana Gold staff to discuss remediation. Oceana Gold offered to provide the equipment and fill material to backfill the hole, agreed to temporarily fence the open area and provide site security until the backfilling was able to be undertaken. Backfilling and capping were completed by Monday 4 September. While the Council will meet the actual costs the fill material has been provided free of charge and, because the fill and equipment were available, the backfilling was completed quickly and effectively.


I would like to compliment the Oceana Gold response team for their very timely and effective assessment of the situation would like to take this opportunity to thank Oceana Gold for the assistance with the site management, backfilling and the provision of the backfill material. An interesting side note to the sinkhole is that Oceana Gold had flown a drone to take some shots of the south wall of the pit where there has been an area of erosion on the wall. One of the photographs, which were taken on 26 July, is an aerial view and, at that time, the sinkhole (although smaller than when it was found, is clearly visible. This shows that the sinkhole had been there for at least a month before it was found.


Annual Peer Review meeting The Annual Peer Review meeting was held on 5 and 6 September. The peer reviewers for the Martha Pit are appointed to provide independent advice to Oceana Gold and the Hauraki District and Waikato Regional Councils (HDC, WRC) on design, monitoring and reporting matters associated with the Martha Pit and the Tailings Storage Facilities. The peer reviewers provide the Councils with comfort that best practice is being followed and that progressive rehabilitation is being undertaken as required For HDC the key peer reviewers are the pit peer reviewer, the hydrological pit peer reviewer and the vegetation/rehabilitation peer reviewer. The pit peer reviewer advises on geotechnical and wall stability matters, the hydrogeological pit peer reviewer advises on all matters associated with water in the pit, under the pit and in the pit walls and the vegetation/rehabilitation peer reviewer reports on plantings, pasture and vegetation trials in and around the pit, the tailings storage facilities and the amenity planting areas. A new format for the meeting was being trialled to maximise the benefits of having the technical experts available on site and to encourage the experts to consider their recommendations as a group prior to their presentations. In my opinion the new format was a success. The format of the 2 day meeting was:

• Prior to the meeting Oceana Gold prepared and submitted monitoring reports to the relevant peer reviewers and the Councils

• The Councils reviewed the reports relevant to them • The peer reviewers prepared draft reports and presentations • At the meeting the company presented its views on its reports and monitoring trends,

answered questions from the reviewers and Councils and items of interest were discussed in a collegial and solution focussed manner

• Site visits were then undertaken with the peer reviewers, Oceana Gold staff and the Council’s visiting sites relevant to them (in my case this was a 2 hour site visit to the pit)

• Towards the end of the first day the reviewers met to discuss issues without any Oceana Gold or Council staff present. This enables them to have expert technical discussions on the issues that have arisen from the reviews.

• On the second day the peer reviewers presented their findings and recommendations to Oceana Gold and the Councils and discussions on these occurred with Oceana Gold and Council staff and the reviewers.

• As a result of the meetings, the peer reviewers will finalise their reports and submit them to the Oceana Gold and the Councils along with their recommendations for any changes to or updating of Oceana Gold’s practice, process or monitoring requirements.

The pit peer reviewer was not able to attend the meeting but rather gave his presentations and discussions through a video link to the two keys meetings which meant that all present were able to interact with him. This process worked well. He will be visiting the site in the second week of November and I will be meeting with him and relevant Oceana Gold staff for discussions prior to him finalising his report. The key issues for HDC were around recommendations for:

• The installation of additional prisms to improve the wall stability monitoring network in the pit (particularly the north and south walls

• the need for additional piezometers with data loggers • the need for more information on the geology behind the north wall failure including more

detailed analysis of core logs • the agreement from all parties that a definition of “stable” needs to be agreed on for the

eventual closure process and agreement that this van be an empirical measure • the need for Oceana Gold to update the pit wall risk analysis and the Seiche analysis.

The new format for the meetings was successful with much better focussed discussions and less repetition. The format will be used for future meetings. Twin tunnel drill drive application


This project has now commenced with the initial works being in the upper drive. Mine Bonds These are subject to a separate report on the agenda Peter Thom Group Manager: Planning and Environmental Services


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MONITORING REPORT

Publication of the Annual Report That the Annual Report is completed, audited and adopted by Council by 31st October, each year.

The last Annual Report for 2015/16 was adopted on 26 October 2016. The 2016/17 Annual Report is being prepared – refer notes above.

Special Consultative Procedure That all issues subject to a special consultative procedure meet the requirements of the Local Government Act, 2002.

This has been undertaken as required with all Council Plans; Policies and Bylaws. At the time of writing, the joint sub-regional review of the Waste Minimisation and Management Plan is currently being consulted on in the form of the special consultative procedure.

Resource Consents & LIMs

Target

Progress towards success

All notified resource consents applications are decided and issued within statutory timeframes. 99% of all notified resource consent applications are decided and issued within 70 working days.

1 July 2017 to 31 August 2017 Notified Consents to the end of August 2017 In time 0 Out of time 0

All non-notified resource consent applications are decided and issued within statutory timeframes. All non-notified consent decisions, not requiring a hearing, are issued within 20 working days.

1 July 2017 – 31 August 2017

Total 36 In time 35 97% Out of time 1 3%

Land Use 23 In Time 22 96% Out of time 1 4 % Subdivision 13 In Time 13 100% Out of time 0 0 % Other

Misc/Desig 0 In Time 0 100% Out of time 0 - % Variations 3 In Time 3 100% Out of time 0 - % Objections 3 In Time 3 100% Out of time 0 - % Ext. of time 0 In Time 0 100% Out of time 0 - %


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Issue building consents within statutory timeframes. 100% of all building consents are issued within statutory timeframes - 20 working days

YTD YTD Aug-16 2016/17 Aug-17 2017/18 No. of Consents 44 87 48 91 % in time 100% New Houses Paeroa 3 4 Waihi 26 18 Plains 5 5 TOTAL 34 27


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All LIMs are issued within statutory timeframes All LIMS are issued within 10 working days

YTD YTD Aug-16 2016/17 Aug-17 2017/18 No. of LIMs 54 96 33 53 % in time 100% LIMs by Ward Paeroa 29 11 Waihi 48 28 Plains 19 14 TOTAL 96 33

# LIMS %in time Avg # LIMS %in time % Avg 2016/17 2016/17 Processing 2017/18 2017/18 Overtime Processing July 42 100% 7 20 100% 0% 5.2 August 54 100% 7.7 33 100% 0% 5.7 September 39 100% 7.1 October 38 100% 6.1 November 39 100% 6.6 December 46 100% 6 January 32 100% 4.9 February 51 100% 7.2 March 46 98% 6.6 April 29 100% 6.5 May 52 100% 6.6 June 41 100% 5.9 TOTAL 509 99% 6.51 53 100% 0% 5.50


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Information Report

To: Council

From: Strategic Planner


File reference: Document: 2277312 Appendix A: Draft 2016/17 Annual Report

Portfolio holder: All Councillors


Subject: 2016/17 Draft Annual Report excluding financials – Council review

Recommendation: THAT the report be received.

Summary This report presents the draft 2016/17 Annual Report as developed to date for review and feedback by Council. The draft Annual Report excludes financial information, however includes the completed projects by activity and end of year non-financial performance results.

Background As detailed in the agreed Annual Report timetable, the Council’s review of the draft Annual Report excluding financial information is scheduled at this point in the process to provide the opportunity for feedback on the wording that describes Council’s performance results, achievements and project descriptions, and other non-financial content.

Content Staff have met with all asset and activity managers to draft the project descriptions/achievements information for the draft Annual Report. Following this, asset and activity managers were provided with the opportunity to review their relevant sections. The 2016/17 draft Annual Report is still a working document, however it is timely and necessary that Council review and feedback on the document as it is developed so far; the Council will next see the document in late October for adoption.


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The following matters are known to be outstanding and will be addressed prior to Audit arriving on site:

There are some NFPT results still outstanding.

The performance results ‘donut’ graphs for each group of activities have not yet been completed; these will be completed once all NFPT results are known.

While we have received the draft satisfaction survey results and those results are included in the document, the survey results report has not yet been reviewed by staff or the ELT. This review work is yet to be undertaken and as a result the results shown in the Annual Report could potentially change (however this is not likely).

Comparative results are included for every NFPT. Audit NZ requested that we provide year on year comparisons, so previous results are included where appropriate.

The summary document is still being developed, however will not contain any new information that is not already included in the Annual Report document.

The Mayors Message is being drafted separately to the Annual Report document and will be reviewed by the communications officer and the Mayor prior to inclusion in the Annual Report.

Next steps:

Audit arrive on site – 25 September

Council review of AR excluding financials – 27 September (at this meeting)

Council adopt AR and summary – 25 October

Budget Implications There are no budget implications as a result of this report.

Conclusion This report presents the draft 2016/17 Annual Report excluding financial information to the Council for review and feedback prior to adoption in late October. Terri Nevin Strategic Planner


Front cover page

Hauraki District Council Draft 2016/17Annual Report For the year ending 30 June 2017


terri.nevin

FreeText

Appendix A

Hauraki District Council 2016/17 Annual Report Contents

Introduction and Document Overview ........................................................................................................... 1

A message from the Mayor ........................................................................................................................... 2

Hauraki District Council Statement of compliance and responsibility as at 30 June 2017 ......... 3

Some background ......................................................................................................................................... 4

What do we do? ............................................................................................................................................ 9

Council Controlled Organisations ................................................................................................................ 10

Waikato Local Authority Shared Services (WLASS) ...................................................................... 11

New Zealand Local Government Funding Agency (LGFA) ........................................................... 14

Progress against our Financial Strategy ...................................................................................................... 17

Annual report disclosure statement for the year ending 30 June 2017 ...................................... 18

Groups of Activities and Activities ............................................................................................................... 19

Our year in detail ......................................................................................................................................... 21

Governance and Leadership .............................................................................................................. 21

Land Transport ..................................................................................................................................... 33

Water Supply ........................................................................................................................................ 42

Wastewater ........................................................................................................................................... 51

Stormwater ............................................................................................................................................ 58

Land Drainage ...................................................................................................................................... 64

Solid Waste ........................................................................................................................................... 69

Community Services ............................................................................................................................ 74

Community Development .................................................................................................................... 86

Regulatory Services ............................................................................................................................. 95

Financial Statements ................................................................................................................................. 111

Appendix 2: Council Committees .............................................................................................................. 112

Committees as at June 2017: ........................................................................................................... 112

Sub-committees .................................................................................................................................. 113

Working Parties .................................................................................................................................. 113

Forums ................................................................................................................................................. 114


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Introduction and Document Overview

Your Elected Members 2016/17

Mayor

District Mayor Mr John P Tregidga, MNZM, JP (07) 862 8956 [email protected]

Waihi Ward Plains Ward Paeroa Ward

Councillor & Waihi Ward Chairperson Mr Max P McLean (07) 863 5151 Portfolio: Community Recreation (Sport)

Councillor & Plains Ward Chairperson Mrs Gill Leonard, J.P. (07) 867 7535 Portfolio: Community Facilities

Councillor & Deputy Mayor Mr Toby Adams (07) 862 6993 Portfolios: Roading & Community Growth

Councillor Mr Duncan Smeaton (07) 863 7821 Portfolio: Solid Waste

Councillor Mr Phillip Buckthought (07) 867 6708 Portfolio: Civil Defence

Councillor & Paeroa Ward Chairperson Mr Paul A Milner (07) 862 7759 Portfolios: Policy, RMA & Regulatory

Councillor Mrs Anne Marie Spicer (07) 863 9366 Portfolio: Community Initiatives

Councillor Mr Ross Harris (07) 867 8899 Portfolio: Water/ Wastewater/ Stormwater

Councillor Mr James Thorp (07) 862 7782 Portfolio: Drainage

Councillor Mr Austin Rattray 021 060 1742

Councillor Mr Donald H Swales, J.P. (09) 232 2755

Councillor Mrs Carole Daley (07) 862 7253 Portfolio: Property

Note: For a full list of all Council committees, chairpersons and members, go to Appendix 2: Council Committees or visit the Council’s website www.hauraki-dc.govt.nz.


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A message from the Mayor

<<to be completed separately>> John Tregidga Mayor

Langley Cavers Chief Executive


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Hauraki District Council Statement of compliance and responsibility as at 30 June 2017

Statement of Compliance

The Council and Management of Hauraki District Council confirm that all statutory requirements in relation to the Annual Report as outlined in the Local Government Act 2002, have been complied with.

Statement of Responsibility

The Council and Management of Hauraki District Council accept responsibility for the preparation of the Annual Report and the judgements used in it. The Council and Management of Hauraki District Council accept responsibility for establishing and maintaining a system of internal control designed to provide reasonable assurance as to the integrity and reliability of financial reporting and non-financial reporting. In the opinion of the Council and Management of Hauraki District Council, the Annual Report for the year ended 30 June 2017 fairly reflects the financial position and operations of Hauraki District Council. John Tregidga Mayor

Langley Cavers Chief Executive


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Some background

About this Annual Report and our planning cycle

In our key strategic planning document, the 2015-25 Hauraki Long Term Plan (LTP), we set out what we aim to achieve each year for the next ten year period, and use measures and targets as a way of monitoring whether we are meeting our goals. The LTP also details the projects we plan to undertake and when we expect those projects to be completed. We produce an Annual Report like this one every year, which we use to report back to the community the progress we’ve made towards achieving those targets. Our annual reports also outline many of the projects that we have completed during the year. Additionally, an Annual Plan is produced in years two and three of the LTP to update the projects and budgets for those years. This Annual Report document presents our key achievements for the 2016/17 year (1 July 2016 to 30 June 2017).

What you’ll find in this document

An introduction and overview of this document, including a message from the Mayor, the wider context, your 2016/17 elected members, our Community Outcomes and more.

An overview of the achievements of our Council Controlled Organisations in the 2016/17 year.

Our progress against the goals we set in our Financial Strategy.

o For each of our activities, this Annual Report outlines:

What the activity cost and how it was funded

Our progress in 2016/17 against our intended level of service targets (including the results for the mandatory performance measures where applicable)

An outline of the projects that were completed in 2016/17

The projects that we planned to complete in 2016/17 but didn’t

Our financial statements for the 2016/17 year

A report from Audit New Zealand regarding this Annual Report

A list of all Council Committees and their members.

A lot more information can be found in our Long Term Plan (LTP).

This handy stamp placed throughout this Annual Report will let you know where you can

find out more in our LTP.

Page #

2015-25

Hauraki Long


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About us – the purpose and role of local government

Legislative framework

All local authorities are required to work within many statutory frameworks. The key empowering act for local authorities is the Local Government Act 2002.

Purpose of local government

Section 10 of the Local Government Act 2002 defines the purpose of local authorities as being:

to enable democratic local decision-making and action by, and on behalf of, communities

to meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses.

Section 10 also defines good-quality, in relation to local infrastructure, local public services, and performance of regulatory functions. It means infrastructure, services, and performance that are:

efficient

effective

appropriate to current and anticipated future circumstances.

Role of local government

Section 11 of the Local Government Act 2002 defines the role of local authorities as being to:

give effect, in relation to its district or region, to the purpose of local government stated in section 10

perform the duties, and exercise the rights, conferred on it by or under this Act and any other enactment.

These legislative requirements set the broad framework within which every local authority must work.

Key principles

There is further direction for local authorities in relation to their status and powers, in particular the principles relating to local authorities, contained in sections 12-14 of the Local Government Act 2002. These can be viewed in full on the website www.legislation.govt.nz. All of our policy and strategic frameworks are developed to be in compliance with these requirements.


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Hauraki District Council’s Executive Leadership Team

Chief ExecutiveLangley Cavers

Group Manager -Engineering

ServicesAdrian de Laborde

Group Manager –Planning &

Environmental Services

Peter Thom

Group Manager -Corporate Services

Duncan Peddie

Group Manager -Community

ServicesSteve Fabish


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Mission Statement

It is the Council’s mission to:

actively provide leadership to and advocate for the community

provide good quality infrastructure, services and regulatory functions

foster open-minded and two-way communication with the community

ensure the sustainable use and management of resources

…for the benefit of all who live in, work in and visit the Hauraki District.

Customer Charter

Your rights as a customer are:

to be treated with respect

to receive a timely and accurate response

to have access to relevant information.

Our commitment to you:

We will respond to you promptly.

Our staff will identify themselves.

We will provide knowledgeable staff at first contact.

We will fairly interpret and apply the laws, by-laws and regulations.

Our services standards will be freely available.

We will review feedback from our customers.

Customer feedback:

We welcome feedback about our service.

The Council has formal feedback procedures. Ask for an information brochure, or check out the “Suggestions” section on the website - www.hauraki-dc.govt.nz - to submit your feedback.

The Council’s Mission Statement was adopted in January 2015 to give effect to the purpose of Local Government as prescribed by the Local Government Act 2002.


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Community Outcomes

Community Outcomes are our expression of our goals and aspirations for now, and the future. We aim to achieve these goals in all aspects of our leadership, policy development and service delivery.

Pre

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ki

• We provide a range of services and facilities to meet our District's needs and expectations for a safe environment.

• We provide ongoing safe, well-managed and maintained core infrastructure.

• Our waste is collected, reduced, reused and recycled responsibly.

• We are organised and prepared to deal with natural hazards.

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ractive H

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• We are a proactive Council that provides leadership and communicates effectively with all sectors of our District.

• We advocate for the benefit of our District.

• We keep our District well-informed and ensure information is available.

• We consider our District's views when making decisions.

Pro

gre

ss H

aura

ki • We have a positive climate that

encourages balanced and sustained economic growth throughout our District.

• Our infrastructural services and facilities are planned and developed to meet future demand.

• We actively encourage new opportunities while continuing to support existing ventures and service providers.

• We encourage further development of tourism opportunities and facilities focusing on our heritage and eco-tourism.

Lifesty

le H

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• We provide an environment that encourages vibrant communities and an enhanced quality of life.

• Our unique communities are protected while balancing the needs of alternative lifestyles.

• We are advocates for the provision of quality social, educational, health and training services.

• We encourage partnerships within the District for the delivery of services.

Kota

hitanga H

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• We take a collaborative approach with both Mana Whenua and Tangata Whenua in our District.

• We advocate for forums which ensure involvement and consultation in decision-making processes.

• We ensure appropriate regard is made to taonga and culturally signficant matters.

• We encourage the development of partnerships for the delivery of services and programmes.

Susta

inable

H

aura

ki • We plan for the wise use and

management of all land and resources for the continued benefit of our District.

• Our natural and physical environments are sustainably managed.

• We have a shared respect for both economic growth and environmental protection.

• We support the protection of the District's significant natural habitats and ecosystems.


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What do we do?

We are involved in delivering many activities across the District. You can expect us to deliver the following:

For more detail on each activity that we provide, please refer to the 2015-25 Long Term Plan document.


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Council Controlled Organisations

We are required under the Local Government Act 2002 to include information in our Annual Report on Council-Controlled Organisations (CCOs) in which we are a shareholder. In accordance with Schedule 10, clause 28 of the Local Government Act 2002, the following section includes:

identification of the CCOs relevant to the Hauraki District Council

a report on the extent to which our significant policies and objectives in regard to ownership and control of the organisation (as set out in the relevant long-term plan or annual plan) have been implemented or attained in the year to which the report relates

a comparison between the nature and scope of the activities intended to be provided by the organisation in 2016/17 and the nature and scope of the activities actually provided by the organisation in that year

a comparison between actual performance and the key performance targets as detailed in the 2015-25 Long Term Plan, by which performance is to be assessed.

We are a shareholder in two CCOs; Waikato Local Authority Shared Services Limited (LASS) and New Zealand Local Government Funding Agency Limited (LGFA). We are also a shareholder in four council organisations that are currently exempt from the full reporting requirements of a CCO. These are therefore not included in this Annual Report. These organisations are Destination Coromandel Trust, Hauraki Rail Trail Charitable Trust, Thames Valley Rural Fire and Martha Trust. We are also a shareholder of a fifth organisation, Civic Assurance, which is not a CCO being governed by the Local Government Act.


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Waikato Local Authority Shared Services (WLASS)

In December 2005 the local authorities in the Waikato Region established Local Authority Shared Services Limited (LASS) as a company and a Council-Controlled Organisation (CCO), for the purpose of working closely together on mutually beneficial joint projects to achieve better outcomes and cost savings for shareholders.

Shareholders

Waikato LASS is jointly owned by the 12 local authorities of the Waikato Region. Each local authority owns an equal number of shares in LASS and as such has an equal say in its development. The local authorities are: Hamilton City Council, Hauraki District Council, Matamata-Piako District Council, Otorohanga District Council, Rotorua District Council, South Waikato District Council, Taupō District Council, Thames-Coromandel District Council, Waikato District Council, Waikato Regional Council, Waipa District Council and Waitomo District Council. Waikato LASS has twelve directors, each representing a shareholder Council. Unless otherwise agreed by the appointing Councils, each director is a chief executive of a local authority. In addition the board may appoint up to three professional directors to supplement the director’s expertise.

Council Policies and Objectives relating to WLASS

The Council does not have any significant policies or objectives about ownership and control of WLASS. Council has an Appointment and Remuneration of Directors for Council Organisations Policy in place.

Objectives of Company

The objective of the company is to provide local authorities of the Waikato Region with a vehicle to procure and develop shared services that demonstrate a benefit to ratepayers. It also has the objective to provide a company structure under which local authorities can develop and promote services to other local authorities. The objectives of LASS are:

To enable the Waikato councils to collectively be more effective as a region on the national stage

To contribute to building central government’s confidence in the Waikato region, to encourage central government investment

To achieve effectiveness and efficiency gains

To reduce duplication of effort and eliminate waste through repetition

To make it easier for customers to engage with councils in the Waikato region

To promote and contribute to the development of best practice

To promote business transformation to improve customers’ experiences. Much of the work of LASS is undertaken by Working Parties or Advisory Groups made up of staff representatives from the shareholding councils, with expertise and interest in particular services. The LASS CEO provides facilitation and co-ordination of the Working Parties, and is an ex officio member of the Advisory Groups.

Nature and scope of activities

There are currently four major operations under the WLASS umbrella, plus a support role for collaborative initiatives with the Waikato Mayoral Forum. The major operations are: the Shared Valuation Data Service (SVDS), the Waikato Regional Transport Model (WRTM), Joint Procurement Initiatives and the Waikato Regional Aerial Photography Service (WRAPS). The SVDS is an operational system which provides both timely and accurate valuation data to member councils and shareholders. The SVDS has become the accepted valuation service provider in the region.


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The WRTM provides accurate information to councils for their transport modelling requirements. The model became fully operational in February 2010. This model is the only recognised strategic transport modelling resource in the Waikato Region. Waikato LASS is a party to a number of joint procurement contracts between WLASS, its shareholding councils and suppliers. Some contracts (such as insurance brokerage, various collective insurance policies, courier and postal services, and historic aerial photography) involve all of the shareholding councils, while other joint procurement contracts have been negotiated and involve only some councils. Further procurement opportunities are continually being identified. Waikato Regional Aerial Photography Service (WRAPS) was set up in the 1990s for the supply of colour, digital, ortho-rectified aerial photography. Since then, there have been three WRAPS contracts in 2002, 2007 and 2012. The WRAPS members were the councils of the Waikato region, plus the Department of Conservation and Waikato University. The next contract is due in 2016/17. WRAPS became a WLASS-managed project in December 2014. Additionally the following initiatives transferred to WLASS effective from 1 July 2016:

Waikato Building Consent Group

Road Asset Technical Accord (RATA)

Future Proof

New Business Transformation Initiatives.

Achievement in 2016/17

<to be inserted once information provided by LASS>

Performance Targets of WLASS

To ensure that WLASS continues to operate effectively and efficiently, the performance targets as outlined in the 2016/17 Statement of Intent are as follows:

Target: Measure: Actual result for 2016/17:

Procurement

Joint procurement initiatives for goods and services for LASS councils will be investigated and implemented.

A minimum of three new procurement initiatives investigated per annum and business cases developed if considered appropriate.

Initiatives which are implemented shall provide financial savings and/or improved service levels to the participating councils.

New suppliers are awarded contracts through a competitive tender process.

<to be inserted once information provided by LASS>

Collaborative Projects

Priorities for collaboration are identified, business cases are developed for the highest priority projects, and the projects are implemented.

A minimum of three priority projects for collaboration are identified per annum.

If considered of value, business cases are developed for approval by the Board, and the projects are implemented.

Existing LASS Contracts

Existing contracts are managed and renegotiated as required.

The LASS Contracts Register is maintained and managed.

Contracts which are due for renewal are tested for competitiveness and


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either renegotiated or tendered through a competitive process.

Cashflow

The company shall maintain a positive cashflow position.

Monthly financial statements show a positive cashflow position.

Cost Control

Administration expenditure shall be managed and monitored.

Administration expenditure shall not exceed budget by more than 5%, unless prior approval is obtained from the Board.

Reporting

Six monthly reports provided to Shareholders.

The Board shall provide a written report on the business operations and financial position of LASS to the Shareholders every six months.

Every second report shall be the Annual Report, which includes a report that all of the statutory requirements of the LASS are being adhered to.

Waikato Mayoral Forum

The company shall provide administrative support and updates on Mayoral Forum work streams to the Mayoral Forum.

The Mayoral Forum is regularly updated on the progress of each approved work stream.

Approved invoices for Mayoral

Forum projects are paid by the 20th

of the month following their receipt.

Shared Valuation Data Services (SVDS)

The SVDS is reliable, well maintained and available to all users.

The SVDS is available to users at least 99% of normal working hours. All capital enhancement work is supported by a business case and approved by the SVDS Advisory Group.

The SVDS Advisory Group meets at least 6-monthly.

Insurance

Achieve the relevant KPIs in Appendix 4 of the Insurance Brokerage contract with Aon.

Strategic advice provided by Aon on the insurance programme structure is assessed as satisfactory in the annual LASS Shareholders’ survey by the participating councils.

The day-to-day service provided by Aon is assessed as satisfactory in the annual LASS Shareholders’ survey by the participating councils.

RATA All stakeholders are kept informed about RATA’s projects and achievements.

Sub-regional data collection contracts deliver good quality data on roading assets.

Reports presented to LASS Board as at 30 December and 30 June, and circulated to stakeholders. Reports include a summary of savings achieved. All RATA councils participate in the tour. Report on tour outcomes prepared by 31 December each year, and circulated to stakeholders. Contracts which are due for renewal are tested for competitiveness and either renegotiated or tendered through a competitive process.


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Any data issues are identified and resolved, with any incidents reported to stakeholders.

Waikato Regional Transport Model (WRTM)

The WRTM is reliable, well maintained and available to all users.

All modelling reports requested from the model supplier are actioned within the agreed timeframe, scope and budget. A report from RATA on any new developments and on the status of the model is provided to the LASS Board at least every six months.

The quality of the base model complies with NZTA guidelines (as set out in the NZTA’s Economic Evaluation Manual), and is independently peer reviewed each time the model is updated.

Waikato Building Consent Group

Provide strategic direction and actively pursue improvements in Building Control across the Waikato region.

Internal audits completed annually for each Group member. Provide Group members with a joint quality assurance system that meets statutory compliance. Report at least six monthly to the LASS Board on the Group’s activities.

Future Proof

All stakeholders are kept informed about Future Proof’s projects and achievements.

Reports presented to LASS Board as at 30 December and 30 June, and circulated to stakeholders.

Shareholder Survey

Shareholders are satisfied with the performance of LASS.

A survey of shareholders is undertaken each year, and the results are reported to all shareholders.

Review of Benefits

Shareholders are informed of the benefits being provided to shareholding councils by LASS.

Information on the financial and non-financial benefits being achieved by LASS are included in the 6-monthly and Annual Report to shareholders.

New Zealand Local Government Funding Agency (LGFA)

New Zealand Local Government Funding Agency Limited (LGFA) was enabled under the Local Government Borrowing Act 2011 and was incorporated on 1 December 2011. LGFA is a Council-Controlled Organisation (CCO) operating under the Local Government Act 2002. LGFA’s primary purpose is to provide more efficient and flexible debt funding and diversified funding sources (including foreign currency) for New Zealand local authorities.


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Shareholders

The LGFA Board is responsible for the strategic direction and control of LGFA’s activities. The LGFA Board of Directors comprises between four and seven directors, the majority of which are required to be independent. Additionally, the Shareholder’s Council is made up of between five and ten appointees, including an appointee from the Crown.

Council Policies and Objectives relating to LGFA

The Council does not have any significant policies or objectives about ownership and control of LGFA. Council has an Appointment and Remuneration of Directors for Council Organisations Policy in place.

Objectives of Company

The primary objective of LGFA is to optimise the debt funding terms and conditions for participating local authorities, including:

providing savings in annual interest costs

making longer term borrowings available

enhancing the certainty of access to debt markets

offering more flexible lending terms.

Nature and scope of activities

LGFA raises debt funding either domestically and/or offshore in either New Zealand dollars or foreign currency, and provides debt funding to New Zealand local authorities that enter into all the relevant arrangements with it and comply with the LGFA lending policies. LGFA may undertake other activities considered by the Board of LGFA to be reasonably related or incidentally to, or in connection with, their business.

Achievement in 2016/17

The Directors of the Local Government Funding Agency report another period of strong financial and non-financial performance for the year ending 30 June 2017. LGFA total interest income for the financial year of $320.7 million was a 15.3% increase over the 2015/16 financial year result of $278.2 million while net operating profit of $11.05 million for the financial year was a 15.7% increase on the 2015/16 financial year result of $9.55 million. Net interest income and operating profit exceeded both the previous year’s result and the Statement of Intent (SOI) forecast due to the refinancing behaviour of councils relating to their loans from LGFA maturing in December 2017. Rather than repay their loans early, a significant number of councils have placed the proceeds from refinancing on term deposit with banks. This has resulted in LGFA having a larger loan book than expected and hence net interest income is higher. Expenses have been managed under budget over the past year. While the introduction of the LGFA bond facility (and related issuance of $350 million of treasury stock) has added to some costs, this initiative has helped improve secondary market liquidity in LGFA bonds, making them more attractive to investors. The financial strength of LGFA was reaffirmed in late 2016 by credit rating agencies Standard & Poor’s and Fitch who both maintained our credit rating at AA+, which very importantly is the same as the New Zealand Government.

Lending to the sector

LGFA was established in December 2011 to provide long-dated borrowing, certainty of access to markets and to reduce the borrowing costs for the local government sector. The original 31 shareholders including the Crown remain as shareholders. Over the past year, we added three new members with Central Hawkes Bay District Council, Northland Regional Council and Waitomo District Council joining. Total membership is now 53 councils.


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Bespoke long-dated lending continues to be popular for councils in that it provides flexibility as to maturity dates of borrowing and the date of drawdown. LGFA lent $707 million on a bespoke basis over the financial year. This was approximately 49% of our total long-dated lending over that period. Short-dated lending for terms less than 12 months has been well received by councils and as at 30 June 2017, LGFA had $222 million of short-term loans outstanding to 18 councils. The tenor of lending by LGFA to the sector continued to lengthen with the average term of borrowing by councils over the 12-month period of 8.0 years.

Performance Targets of LGFA

The following gives a summary of actual performance against key performance targets, as outlined in the 2016/17 Statement of Intent. For detailed information on the LGFA performance results, see its Annual Report, published on the LGFA website: www.lgfa.co.nz

Current performance target: Result: Achieved:

LGFA’s average cost of funds on debt issued relative to the average cost of funds for New Zealand Government Securities for the 12 month period to: 30 June 2017 will be less than 0.50% higher.

0.709% Not achieved

The average margin above LGFA’s cost of funds charged to the highest rated Participating Local Authorities for the period: 30 June 2017 will be no more than 0.10%.

0.104% Not achieved

LGFA’s annual issuance and operating expenses (excluding AIL)

$4.67m Achieved

Total lending to Participating Local Authorities – more than $7,341m

$7,736m Achieved

Savings on borrowing costs for council borrowers relative to other sources of financing and compared to previous years –

demonstrate savings to council borrowers on a relative basis to other sources of financing

LGFA issuance spreads improved relative to standalone council issuers and NZ registered banks

Achieved


http://www.lgfa.co.nz/

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Progress against our Financial Strategy

Our Financial Strategy presented in our 2015-25 Long Term Plan consists of carefully reducing debt levels, minimising and smoothing rates increases and ensuring our business is well-managed. We have three caps set out in our Financial Strategy, one which limits the amount of debt we hold, and two that limit the rates we set. If we go over our limits (or cap), we need to give you some good reasons as to why it happened.

Debt Cap

The Council set a variety of debt parameters around total debt limits and interest cost limits which indirectly determines debt limits. The debt cap that the Council set is that its total debt should not exceed $5,000 per property in any year. In the 2016/17 Annual Plan the debt forecast was $41.7 million, with the debt cap being $55 million, meaning that the Council’s Annual Plan sat comfortably within its debt cap. Council’s debt at the end of June 2017 was $41 million, which was $0.7 million lower than forecast because of some delays in the capital work programme.

Rates Cap

The Council decided to use two rates caps. All rates other than water are covered by one rates cap and due to the extensive water capital programme, the Council considered it appropriate to have a separate rates cap specifically for the water activity. The Council uses the forecast Local Government Cost Index (LGCI) as a factor in its rates caps. The LGCI is a cost index specifically for Local Government regarding the costs of its good and services. The Council’s rates cap for all rates excluding water is the LGCI plus 2.5%. In 2016/17 this cap equated to 4.4%. Council’s 2016/17 actual rates increased by 2.95%, which was 1.45% lower than the Cap. The Council’s rates cap for its water activity is the LGCI plus 4%. In 2016/17 this cap equated to 5.9%. Council’s actual water rates did not change for 2016/17.

Financial Prudence Benchmarks

In early 2014 the Government introduced the Financial Reporting and Prudence Regulations. These regulations have been developed to provide councils and the Government with indicators regarding each council’s financial sustainability and predictability, and overall affordability, and they are prescriptive about the way the information is presented so that it’s easily comparable from council to council. The regulations take the form of a set of seven benchmarks.

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Annual report disclosure statement for the year ending 30 June 2017

What is the purpose of this statement?

The purpose of this statement is to disclose the Council’s financial performance in relation to various benchmarks to enable the assessment of whether the Council is prudently managing its revenues, expenses, assets, liabilities, and general financial dealings. The Council is required to include this statement in its annual report in accordance with the Local Government (Financial Reporting and Prudence) Regulations 2014 (the regulations). Refer to the regulations for more information, including definitions of some of the terms used in this statement.

<<financial prudence benchmarks not yet produced>>


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Groups of Activities and Activities

Groups of Activities - what are they?

As detailed in our 2015-25 Hauraki Long Term Plan, we undertake a wide range of services that are arranged into ten Groups of Activities. Each of these groups is reported on in this Annual Report. Each group contains one or more activities that are presented together within that group due to likeness, legislation or logic. In accordance with Schedule 10, part 1, section 2 of the Local Government Act 2002 (LGA) the following Groups of Activities were considered mandatory at the time of the writing the 2015-25 Hauraki Long Term Plan:

water supply

sewerage and the treatment and disposal of sewage

stormwater drainage

flood protection and control works

the provision of roads and footpaths

The Council also has other activities that we believe we should be involved in. In addition to the mandatory Groups of Activities noted above, we have five additional Groups of Activities. We also altered the names of the legislatively required groups for simplicity and to reflect the public’s understanding of these groups, while still meeting the legislative requirements in accordance with Schedule 10 of the LGA. The following lists our Groups of Activities in the order they are presented in this document:

Governance and Leadership

o Democracy

o Iwi Liaison

o Policy Development

Roads and Footpaths

Water Supply

Wastewater (sewerage and the treatment and disposal of sewage)

Stormwater (stormwater drainage)

Land Drainage (flood protection and control works)

Solid Waste

Community Services

o Community Recreation

o Community Facilities

Community Development

o Community Growth

o Community Initiatives

Regulatory Services

o Resource Management Implementation

o Building Control

o Community Protection

o Animal Control


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What is contained in each Group of Activities within this Report?

For each ‘Group of Activities’ within this Annual Report document you will find:

A brief overview of the group (where applicable).

An explanation of the identified effects that the provision of the group of activities has on the community.

A doughnut chart showing the percentage of performance targets that were achieved overall for that Group of Activities.

An overview of what the group of activities cost and how it was paid for.

The Community Outcomes that the group primarily contributes to.

For every activity the following further information is provided:

<Activity name>

This section provides an overview of the activity where there is more than one activity within a group. It includes the purpose of the activity, the rationale for our involvement and what is involved in us delivering that activity.

Meeting our service targets

The levels of service, measures and targets for groups of activities or activities, as detailed in the 2015-25 Long Term Plan for the 2016/17 year, are detailed in the ‘meeting our service targets’ table. The table for each group of activities or activity also includes progress indicator icons to show the achievement of each measure. The icons are as follows:

Achieved Not Achieved Not Applicable

Within this table, the previous years’ progress indicator will also be shown to provide a comparison between the financial years. Additionally, the mandatory performance target results are also included for roads and footpaths, water supply, sewerage and the treatment and disposal of sewage (wastewater), stormwater, and flood protection and control works (land drainage) activities.

What else happened in 2016/17?

This section details the projects that were completed in the 2016/17 year; this includes projects scheduled for 2016/17 in the Long Term Plan, or other projects that had been rescheduled to occur in 2016/17 from other years.

What didn’t happen and why

This section details the projects that were scheduled for 2016/17 that didn’t occur, and the reasons why.

What these activities cost and how they were paid for

This section shows the cost of service statement which shows how much it costs to operate an activity, and the funding impact statement for the activity. The funding impact statement includes the budgeted capital expenditure for the activity and the actual amount spent, split into: what was spent on meeting additional demand, improved levels of service, or replacement of existing assets.


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Our year in detail

Governance and Leadership The governance and leadership group includes the democracy, iwi liaison and policy development activities. Our governance and leadership activities involve making good decisions with and on behalf of our district and its communities. This includes:

setting our own strategic direction to contribute to meeting our district’s needs

engaging with our communities and specifically with Iwi on all significant issues

determining local policy, plans and strategies, while implementing legislation in the best interests of the Hauraki community

administering various statutes and regulations

ensuring the integrity of management control systems

safeguarding public interest

reporting on our progress to ratepayers and residents

council elections.

Effects on the community

Our governance and leadership group of activities work towards achieving a consistent policy approach for the community through leadership, governance and advocacy. The promotion of the district and advocacy roles that the Mayor and Councillors do is often not evident as far as reporting goes, but it is fair to say that it is instrumental to their roles as elected members. This work ensures that the qualities the public agree are important for a person’s happiness, quality of life and welfare, are addressed. The advocacy and decision-making undertaken by elected members helps to promote the District, and to provide the infrastructure and services that support its service delivery and economic growth.

The Governance and

Leadership Group primarily

contributes to the following

Community Outcome:

Interactive Hauraki

Kotahitanga Hauraki

Sustainable Hauraki

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Operating Statement for the Governance and Leadership Group

Actual Annual Plan Actual

2017 2017 2016

$000 $000 $000

EXPENDITURE

Democracy

Iwi Liaison

Policy Development

REVENUE

Fees, Charges and Other Income

External Subsidies

Targeted Rates

General Rates

OPERATING SURPLUS/(DEFICIT)


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Funding impact statement for governance and leadership

2016 2017 2017

Long-Term Long-Term

Plan Plan Actual

($000) ($000) ($000)

SOURCES OF OPERATING FUNDING

General rates, uniform annual general charges, rate penalties

Targeted rates

Subsidies and grants for operating purposes

Fees and charges

Internal charges and overheads recovered

Local Authorities fuel tax, fines, infringement fees, and other receipts

Total Operating Funding (A)

APPLICATIONS OF OPERATING FUNDING

Payments to staff and suppliers

Finance Costs

Internal charges and overheads applied

Other operating funding applications

Total Applications of Operating Funding (B)

SURPLUS (DEFICIT) OF OPERATING FUNDING (A - B)

SOURCES OF CAPITAL FUNDING

Subsidies and grants for capital expenditure

Development and financial contributions

Increase (decrease) in debt

Gross proceeds from sale of assets

Lump sum contributions

Other dedicated capital funding

Total Sources of Capital Funding (C)

APPLICATIONS OF CAPITAL FUNDING

Capital Expenditure

- to meet additional demand

- to improve the level of service

- to replace existing assets

Increase (decrease) in reserves

Increase (decrease) of investments

Total Applications of Capital Funding (D)

SURPLUS (DEFICIT) OF CAPITAL FUNDING (C - D)

FUNDING BALANCE ((A - B) + (C - D)) - - -


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Democracy We have a responsibility to provide leadership and stewardship on behalf of our district and to provide for community involvement in significant decision making processes.


Result 2016/17

Key: Achieved Not Achieved Not Applicable

Level of Service: The Council will conduct all its business in an open and transparent manner.

Measure: Council and Committee meetings are conducted in accordance with legislative requirements. Method of measurement: Complaints received (upheld by the ombudsman) Target 2015-25: No complaints are upheld by the ombudsman relating to Council and Committees meeting statutory processes.

2016/17:

Achieved: No complaints to the Ombudsman have been upheld.

2015/16:

No complaints upheld.

2014/15:

No complaints upheld.

Measure: Agendas for meetings (other than extraordinary meetings) of Council and its Committees are publicly available at least two clear working days prior to the meeting date. Method of measurement: Council secretary’s checklist Target 2015-25: 100% of agendas are available on the internet and in the Council offices and libraries two clear working days before each meeting.

2016/17:

Achieved: 100% of agendas were available two working days prior to each meeting.

2015/16:

100% target met.

2014/15:

100% target met

Level of Service: Elected members will provide governance and leadership for the Hauraki District Council community.

Measure: Customers are satisfied that Council makes decisions in their best interests. Method of measurement: * Customer satisfaction survey Target 2015-25: 75% of customers are satisfied

2016/17:

Not Achieved: The 2017 satisfaction survey showed that 74%* of residents were satisfied that the Council makes decisions in their best interests.

2015/16:

2016 survey: 69% satisfied.

2014/15:

Cannot compare – new measure in 2015/16

Level of Service: When making decisions the Council will consider community views.

Measure: In the event that any threshold is triggered in the Council’s Significance and Engagement Policy, an engagement programme is adopted by Council. Method of measurement: Council minutes Target 2015-25: Engagement programme adopted for 100% of decisions that trigger a threshold.

2016/17:

Achieved: An engagement programme was adopted for the Eastern Waikato Waste Management and Minimisation Plan consultation.

2015/16

An engagement plan for the Kerepehi wastewater project was adopted.

2014/15

Cannot compare – new measure in 2015/16.

* The 2017 customer satisfaction survey results have been adjusted to exclude ‘don’t know’ responses. This was also undertaken for the previous 2015/16 Annual Report satisfaction measures.

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Our progress towards each project or initiative this year

Communication improvements

As signalled in the 2016/17 Annual Plan the Council employed a communications officer in July 2016 to assist with the Council’s external communication needs. The Council’s Communication Strategy was also updated, and reviews have taken place of Council’s use of newspaper pages and radio.

The Waikato Plan

The Waikato Plan was adopted by the partner Waikato councils, including the Hauraki District Council, in July 2017. The Plan was launched in August 2017, with the implementation phase commencing thereafter. The Waikato Plan supports the integrated future development of the Waikato Region and aims to build economic, social, cultural and environmental wellbeing. The Plan is built on the following principles:

o Together we are stronger.

o To succeed as a region, all parts of the Waikato must be as successful as they can be.

The Waikato Plan has five priority areas and 10 key actions and the implementation will be overseen by the Waikato Plan leadership group. A copy of the Waikato Plan is available at http://www.waikatoplan.co.nz/

‘Better local services’

In June 2016 the government introduced the Local Government Amendment Act Bill as part of its Better Local Services approach. The provisions in the Bill are focussed on improving shared services between councils and more clearly defining the role of the Local Government Commission in promoting shared services and working through local government reorganisation proposals. However the signalled changes to the Local Government Act were not enacted during the 2016/17 year, although the Local Government Amendment Act Bill progressed through to public submission and reporting back phases.

2017 Annual Satisfaction Survey

In 2017 we conducted our annual survey to find out user’s satisfaction with Council’s services and facilities. For the first time in 2016, and again in 2017, the Council used a mixed method approach to surveying, and conducted the survey both online and by phone. The satisfaction survey results are included in this Annual Report within the ‘Meeting our service targets’ tables (where applicable).

Audit and Risk Committee

Our Audit and Risk Committee has had a focus in 2016/17 on organisational risk management, internal audits, and improved financial reporting. During the 2016/17 year independent internal audits were undertaken on:

o Fixed assets review

o Accounts payable review

o Payroll review

The findings of these internal audits were reported to the Audit and Risk Committee and have resulted in ongoing improvements to Council’s internal control systems.

Waikato Region Triennial Agreement

Following each triennial election all local authorities in a region are required to enter into a Triennial Agreement that states how local authorities will communicate and work together to achieve the purposes of local government. The Triennial Agreement for the Waikato Region was agreed to by all local authorities in the region and signed in February 2017. The agreement provides an opportunity for improved communication, collaboration, coordination and shared services at all levels of local government in the region while recognising the significant level of formal and informal cooperation that already exists between local authorities in the region. The Hauraki District Mayor is also part of the Waikato Mayoral Forum, which works collaboratively to develop tangible benefits for the Waikato region through greater local government co-operation. The forum continues to work on a number of


http://www.waikatoplan.co.nz/

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work streams aimed at improving joint planning, economic development and local government efficiency generally.

Triennial elections

The October 2016 triennial elections for Mayor and Council saw six new councillors elected to the Council: Councillors Anne Marie Spicer, Austin Rattray, Carole Daley, Duncan Smeaton, Phillip Buckthought, and Ross Harris. The Council farewelled previous councillors and acknowledged the valuable service they had given to Council and their communities. Following the election, the Council reviewed its committee structure which resulted in the formation of a Community Services and Development Committee (Mayor and all councillors) to replace the previous Ward Committees.

2018-28 Long Term Plan

A number of workshops were held with the newly elected Council as part of the development of the 2018-28 Long Term Plan. These workshops included consideration of key issues, financial policies, key assumptions and future growth. This work will continue during 2017 and early 2018, with the consultation document expected to be released for consideration and submissions in March 2018.

What didn’t happen in 2016/17?

There were no projects planned that didn’t happen in 2016/17.

Operating Statement for Democracy


2017 2017 2016

$000 $000 $000

EXPENDITURE

Democracy

Interest

REVENUE


External Subsidies

Targeted Rates

General Rates



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Iwi Liaison We are committed to providing and facilitating opportunities for Māori to be involved in our decision making processes and to acknowledging our responsibilities (under various legislative requirements) to consult and work with Māori.


Result 2016/17


Level of Service: Mana Whenua Forum meets regularly to provide for ongoing dialogue between the Council and Iwi groups who hold Mana Whenua status in the District.

Measure: The Forum will meet four times per year. Method of measurement: Council minutes Target 2015-25: four meetings of Forum held per year

2016/17

Not Achieved: By mutual agreement between the parties the Mana Whenua Forum meetings continued to be suspended in 2016/17 while the Hauraki Treaty claims were being negotiated.

2015/16

Meetings suspended due to Treaty claims.

2014/15

No meetings held.

Level of Service: The Council will continue to develop its relationships with Tangata Whenua.

Measure: Additional Memoranda of Partnership agreements are developed.

Method of measurement: Number of Agreements

Target 2015-25: Develop Memoranda of Partnerships with Ngaati Whanaunga and Ngati Tara Tokanui

2016/17

Not Achieved: Negotiations continued to be suspended in 2016/17 while the Hauraki Treaty claims were being negotiated.

2015/16

Negotiations suspended due to Treaty claims.

2014/15

No further agreements development.

Level of Service: Provide opportunities for Māori to be involved in Council decision making processes.

Measure: The Council will consult with Tangata Whenua on all Council applications for wastewater and water consents.

Method of measurement: Reports to the Consultative Committee for Water and Waste.

Target 2015-25: Tangata Whenua will be consulted on all relevant applications for consents.

2016/17

Achieved: Discussions have been held with relevant Iwi in 2016/17 regarding the Paeroa racecourse development and the NZTA Karangahake Gorge project.

2015/16

Ongoing consultation occurred during the year.

2014/15

Ongoing consultation occurred during the year.

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The Treaty of Waitangi negotiations

During the 2016/17 year the main focus for Hauraki Iwi was the negotiation of their individual Treaty of Waitangi Settlements and the negotiations for the Hauraki Collective Settlement. By mutual agreement the Mana Whenua Forum did not meet during the 2016/17 year as a result of the focus of Iwi on their Settlement negotiations with the Crown. It is expected that the individual and collective Treaty Settlements for Hauraki Iwi will be signed within the 2017/18 year.

Consultative Committee for Water and Waste

The Committee met once during 2016/17 to discuss the Paeroa racecourse development and the NZTA Karangahake Gorge project. The Committee will have a significant role in the next few years as we develop policies, plans and responses that will be required as a result of the:

o National Policy Statement for Freshwater Management; and

o The new regulatory regime that will be developed by the Waikato Regional Council for water takes and discharges; and

o The need to renew existing resource consents for wastewater and stormwater discharges.


Mana Whenua Forum

By agreement between the Council and Iwi members of the Forum no meetings of the Mana Whenua Forum were held in 2016/17 as a result of the priority Iwi had on progressing their Treaty settlement negotiations.

Memoranda of understanding

No new memoranda of understanding were developed during 2016/17 with the Iwi focus being on the Treaty negotiations.

Operating Statement for Iwi Liaison


2017 2017 2016

$000 $000 $000

EXPENDITURE

Iwi Liaison

REVENUE


External Subsidies

Targeted Rates

General Rates



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Policy Development Policy development involves establishing its strategic direction via policy,

strategy, by-law and planning. While many of our policies are developed to address local issues or to achieve desired outcomes for our communities, we also have a statutory responsibility to develop and review some policies, strategies and plans and to report on these.


Result 2016/17


Level of Service: To plan the Council’s Policy Development in accordance with relevant legislative requirements

Measure: All legislatively required policies, plans and strategies are adopted within statutory timeframes. Method of measurement: Council checklist on each issue. Target 2015-25: 100% of all legislatively required documents are adopted within statutory timeframes

2016/17

Achieved: The Council adopted the 2015/16 Annual Report on 26 October 2016, Easter Sunday Shop Trading Policy on 22 February 2017, 2017/18 Annual Plan on 29 March 2017, and updated the Governance Statement on 29 March 2017, all within the statutory timeframes.

2015/16

All documents were adopted within legislative timeframes.

2014/15

All documents were adopted within legislative timeframes.

Level of Service: Significant decisions are made in a democratically accountable way.

Measure: All decisions that are subject to the special consultative procedure meet the requirements of the Local Government Act 2002 (LGA 2002).

Method of measurement: Council checklist on each issue.

Target 2015-25: 100% successful completion of internal Special Consultative Procedure checklist.

2016/17

Achieved: The special consultative procedure checklist was completed for all (100%) decisions in 2016/17. Those decisions were the review and adoption of the Dog Control Policy 2016 and Dog Control Bylaw, the Local Alcohol Policy 2016, the Easter Sunday Shop Trading Policy, and the Eastern Waikato Waste Management and Minimisation Plan.

2015/16

All decisions met the requirements of the LGA 2002.

2014/15

All decisions met the requirements of the LGA 2002.

Level of Service: Policy development is visible and accountable

Measure: Key draft or proposed policy documents subject to consultation are available on the Council’s website by the notified date of availability. Method of measurement: Website electronic records Target 2015-25: 100% of all draft policy documents are available on the Council’s website on time.

2016/17

Achieved: 100% of proposed policy documents subject to consultation were available on the Council website on time.

2015/16

All draft documents were available on the Council website on time

2014/15

All draft documents were available on the Council website on time

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Result 2016/17


Measure: Percentage of customers satisfied with the consultation and engagement of Council’s major policies and strategies. Method of measurement: * Customer satisfaction survey. Target 2015-25: 70% of customers satisfied.

2016/17

Not Achieved: The 2017 satisfaction survey showed that 66%* of residents were satisfied with the consultation and engagement of Council’s major policies and strategies.

2015/16

2016 survey: 69%* satisfied.

2014/15 Cannot compare – new measure in 2015/16.

Level of Service: The Council will develop local legislation.

Measure: Bylaws are reviewed as required, with all bylaws to be reviewed by 2017/18. Method of measurement: Council minutes

Target 2015-25: 2016/17: Commence review of all bylaws.

2016/17

Not Applicable: No parts of the Consolidated Bylaw underwent review in 2016/17. The bylaw review timetable was placed on hold until 2017/18.

2015/16:

Bylaws were reviewed as required.

2014/15:

Bylaws were reviewed as required.

Level of Service: The Council meets its statutory requirements under the Resource Management Act, 1991.

Measure: All Changes and Variations to the District Plan are processed within statutory requirements. Method of measurement: Council records

Target 2015-25: There are no successful appeals or judicial reviews on any Change or Variation to the Plan as a result of administrative or process matters

2016/17

Achieved: There were no successful appeals or judicial reviews on any Plan Change or Variation to the Plan as a result of administrative or process matters.

2015/16

No appeals or judicial reviews as a result of administrative or process matters.

2014/15

No appeals or judicial reviews as a result of administrative or process matters.




Policy and bylaw reviews

During 2016/17 we consulted on the following:

o Easter Sunday Shop Trading Policy: consulted on December/January 2017, adopted 22 February 2017

o Dog Control Policy (2016): consulted on April/May 2016, adopted 20 July 2016

o Local Alcohol Policy (2016): consulted on July/August 2013, appeals 2014/2015, adopted 1 July 2016

o Eastern Waikato Waste Management and Minimisation Plan: consulted on April/May 2017, adopted 28 June 2017

We also reviewed the:

o Economic Development Strategy – adopted September 2016


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2017/18 Annual Plan

In 2016/17 we prepared our 2017/18 Annual Plan. Due to amendments to the Local Government Act, we were not necessarily required to consult on our Annual Plan if there are no significant or material differences between the proposed Plan and what is detailed in the Long Term Plan for the 2017/18 year. As only minor changes were proposed for year three of the Long Term Plan we decided not to publicly consult on the 2017/18 Annual Plan. Additionally, the proposed non-water rates for that year were less than signalled in the Long Term Plan for 2017/18. The water rates increase remained the same as signalled in the Long Term Plan. The 2017/18 Annual Plan came into effect 1 July 2017.

Significant Natural Areas (SNAs) and Heritage Features Incentives Policy

Under the Resource Management Act 1991, it is a matter of national importance to protect areas of significant indigenous vegetation and significant habitats of indigenous fauna and historic heritage. The District Plan provides for the protection and enhancement of Significant Natural Areas (SNA) and Heritage Features by mapping and scheduling of SNAs and Heritage features, and through the provision of rules for their retention and protection. We have an SNA and Heritage Features Incentives Policy, to provide financial incentives for property owners with SNAs or Heritage Features on their land who may require some financial assistance in order to enhance their protection. The policy will set aside a sum of money each year (up to $35,000) which can be applied for by SNA and Heritage Feature owners, to assist them with active maintenance/enhancement of those features.

District Plan review

The District Plan Committee held three workshops to discuss and consider possible residential and industrial areas for future development in the three main towns of Ngatea, Paeroa and Waihi. Additionally Council held a workshop with developers in June 2017 to discuss the need for future areas for development. The Council will review the recommendations from that meeting to consider items for potential future Plan Change to each town if required.

Long Term Plan

Initial research and background work to inform the 2018-28 Long Term Plan was commenced in December 2016. This work will continue until the Long Term Plan is available for consultation; this is expected to be March 2018.


The proposed District Plan Change to include the Kaiaua area into the Hauraki District Plan has not

yet occurred. The Council is currently proceeding with consultation to inform the development of a Kaiaua community plan. This will then inform changes to the District Plan to include the Kaiaua area.


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Operating Statement for Policy Development


2017 2017 2016

$000 $000 $000

EXPENDITURE

Strategic Planning

RMA Policy

REVENUE


External Subsidies

Targeted Rates

General Rates



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Land Transport We provide a network of local roads and footpaths throughout the District to ensure that people can get around. These connect to the national roading network. This activity involves developing and maintaining a lot of physical assets including sealed and unsealed roads, road markings, and assets outside the trafficable road surfaces such as footpaths, kerb and channel, culverts, street and road signs, traffic islands, retaining walls, stormwater disposal, safety railings, bridges, street lighting and stock underpasses.


The land transport group focuses primarily on the provision of safe and reliable local roading networks for District communities, ensuring people are able to move freely around the District in an efficient manner and have appropriate links with national state highways. This in turn contributes to economic viability and social wellbeing for all people.

Land transport primarily


Community Outcome:

Prepared Hauraki

X%


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Result 2016/17


Level of Service: Access is provided to the network of local roads

Measure: Time for road access to be restored to communities following a 1 in 10 year climatic event (10% probability). Method of measurement: Measured by network consultant Target 2015-25: 100% of arterial and collector roads providing access to communities open within 24 hours, all other roads within 72 hours

2016/17

Not Achieved: All arterial and collector roads were open within the target timeframes in 2016/17:

Torehape West Road (local road) was closed for several weeks due to a large and complex slip, but was serviced with a bypass during slip remediation works.

Waharua Bridge (East Coast Road) was closed from 5-11 April due to abutment washout.

2015/16

Access restored within 24 hours.

2014/15

Access restored within 24 hours.

Level of Service: The pavement life of sealed roads is preserved.

Measure: That the road pavement is in good condition. Method of measurement: The Sealed Pavement Condition Index (This index is a national formula for the New Zealand Transport Agency). Target 2015-25: Maintain a level of less than or equal to 7 (fair condition)

2016/17

Achieved: The Sealed Pavement Condition Index is 5.2

2015/16

Sealed Pavement Condition Index of 2.8

2014/15

Sealed Pavement Condition Index of 4.4

Level of Service: The Council delivers a roading network that addresses safety and amenity issues.

Measure: Percentage of customers satisfied with the quality of roads in the District (excluding state highways). Method of measurement: * Customer satisfaction survey. Target 2015-25: ≥ 70% of customers satisfied

2016/17

Not Achieved: The 2017 satisfaction survey showed that 64%* of residents were satisfied with the quality of roads in the District.

2015/16


2014/15


Measure: Traffic safety barriers are installed and maintained in a fully operative condition in accordance with NZ Standards. Method of measurement: Measured by network consultant. Target 2015-25: 100% of all traffic safety barriers meet NZ standards.

2016/17

Achieved: 100% of barriers meet NZ standards. There were no new traffic safety barriers installed and no maintenance required.

2015/16

Barriers were installed in effective condition in accordance with NZ standards

2014/15

Barriers were installed in effective condition in accordance with NZ standards

Measure: Damaged, missing or leaning signs are remedied on District roads within specified timeframes. Method of measurement: Measured by network consultant.

2016/17

Not Achieved: Information was unavailable from 1 July to 30 September 2016 due to professional services contract moving in house and the necessary reporting processes were not


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Result 2016/17


Target 2015-25: 100%

regulatory/ permanent/ warning signs within 7 days

safety connected signs within 2 days

all other signs within 6 weeks

in place in time to record necessary data. From 1 October 2016 to 30 June 2017 a total of 103 sign issues were reported:

68/71 of regulatory sign issues were resolved within 7 days

3/4 of safety sign issues were resolved within 2 days

27/28 of other signs were resolved within 6 weeks.

2015/16

100% target met

2014/15

100% target met

Measure: All reported potholes on District roads are repaired within specified timeframes. Method of measurement: Measured by network consultant. Target 2015-25: 85% within 5 days for >100 vehicle per day (vpd) roads and within 14 days for <100 vpd roads.

2016/17

Not Achieved: Information was unavailable from 1 July to 30 September 2016 due to professional services contract moving in house and the necessary reporting processes were not in place in time to record necessary data. From 1 October 2016 to 30 June 2017:

94% (32/34) potholes on >100 vpd roads were repaired within five days.

92% (35/38) potholes on <100 vpd roads were repaired within 14 days.

2015/16

100% target met

2014/15

100% target met

Measure: All programmed new footpaths are installed. Method of measurement: Measured by network consultant. Target 2015-25: 100% of annually programmed footpaths installed in accordance with the agreed programme

2016/17

Not Achieved: 73% of programmed new footpaths were completed in 2016/17. The remainder of the programme was not completed due to unsuitable weather conditions.

2015/16

100% target met

2014/15

100% target met

Measure: Issues reported to the Council regarding state highways are forwarded to the New Zealand Transport Agency. Method of measurement: Measured by network consultant. Target 2015-25: >95% of all reported issues are forwarded within one working day.

2016/17

Not Achieved: 85% state highway issues were forwarded to the New Zealand Transport Agency within one working day.

2015/16

100% target met

2014/15

100% target met

* The 2017 customer satisfaction survey results have been adjusted to exclude ‘don’t know’ responses. This was also undertaken for the previous 2015/16 Annual Report satisfaction measures


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Mandatory service targets

Results


Measure: The change from the previous financial year in the number of fatalities and serious injury crashes on the local road network, expressed as a number. Method of measurement: NZTA and police reports. Target: A reduction over three years of one fatality and one serious injury crash.

2016/17

Not Achieved:

2014/15: 4 fatal / 5 serious



Three year average:

2014/15 to 2016/17: 1.7 fatal / 4.7 serious.

2013/14 to 2015/16: 1.3 fatal / 4.6 serious

2015/16

Not Achieved:

2013/14: 0 fatal/6 serious

2014/15: 4 fatal/4 serious

2015/16: 0 fatal/ 4 serious

Measure: The average quality of ride on a sealed local road network, measured by smooth travel exposure. Method of measurement: Measured by the network consultant/ Target: Smooth Travel Exposure is higher than 96%

2016/17

Achieved: The annual smooth travel exposure is 97%.

2015/16

Not Achieved: The annual smooth travel exposure is 96%.

Measure: The percentage of the sealed local road network that is resurfaced. Method of measurement: Measured by the network consultant. Target: Between 5% and 10% of the sealed District road network is resurfaced annually

2016/17

Achieved: A programmed total of 36kms (7%) was resurfaced in 2016/17.

2015/16

Achieved: A programmed total of 33.8kms (5.3%) was resurfaced in 2015/16.

Measure: The percentage of footpaths within a territorial authority district that fall within the level of service or service standard for the condition of footpaths that is set out in the territorial authority’s relevant document (such as its annual plan, activity management plan, asset management plan, annual works programme or long term plan). Method of measurement: An annual survey sample of 2.5%, randomly selected across all ages of footpath within the network, of number of tripping hazards per km defined by cracks, irregularities, broken areas, etc, by the network consultant. Target: 100% of footpaths with a defect rating greater than 5 are isolated for safety and remedied within 7 days.

2016/17

Unable to measure: A result for this measure is currently unavailable. The footpath survey is undertaken on a three yearly basis.

2015/16

Unable to measure: Reporting against this measure unavailable at present. The most recent footpath rating is dated 2014. Under the Road Asset Technical Accord (RATA), the next full network rating will be 2017. An annual survey sample has not been completed.

Measure: The percentage of customer service requests relating to roads and footpaths to which the territorial authority responds within the time frame specified in the long term plan. Method of measurement: Measured by the network consultant/ Target: 100% of requests are responded to within 10 working days*.

2016/17

Not Achieved: 98% of service requests were responded to within 10 working days.

2015/16

Achieved: 100% (807/807) of service requests were responded to within 10 working days.

*Replies will define the remedial work required and the expected completion time.


37 | P a g e


38 | P a g e


Our progress towards subsidised projects this year

Sealed road resurfacing

36 km of resurfacing was completed in 2016/17 at a cost of $1,139,000.00. The resurfacing completed included 22 sites in the Paeroa Ward (9 km in total), 20 sites in the Plains Ward (21 km in total), and 17 sites in the Waihi Ward (6 km in total).

Drainage renewals

To address deteriorating sections of drainage that may reduce the pavement life, $30,000 was spent in 2016/17 and approximately $140,000 will be carried forward to 2017/18. The drainage work completed included the upgrade to Scotts floodgate, and various smaller works around the District.

Traffic services renewals

$630,000 was spent in 2016/17 on traffic services renewals across the District; this included work such as replacing signage, road markings, and street light maintenance.

Minor improvements

$880,000 was spent in the 2016/17 year on minor improvements, including the following projects:

o Bradford Street, Waihi widening (work in progress)

o Rahu Road, Paeroa, embankment stabilisation (work in progress)

o Ngatitangata Road, Waihi erosion protection

o LED streetlight upgrade (work in progress)

o King Street, Paeroa parking (Paeroa domain)

o Ngatea pram crossings

o Kaihere Road, Kaihere underslip

o Netherton School parking (work in progress)

o Pedestrian crossings improvements (pram crossings) Paeroa and Waihi

o Gerrand Road embankment stabilisation

LED street lighting conversion

In 2015/16 we started a five year street light renewal programme. With additional funding from NZTA we are replacing our current lighting with LED lighting which will result in significant cost savings, reduced maintenance frequency and increased life expectancy. $75,000 was spent on LED conversions in 2016/17. The LED street light conversion project will be completed by the end of 2017/18.

Emergency works

During 2016/17 we experienced three storm events that resulted in damage to our roading network (Tasman Tempest, Cyclone Cook, and Cyclone Debbie); extensive emergency works were required across the District as a result. $130,000 was spent in total.


39 | P a g e

Our progress towards non-subsidised projects this year

Silverton Road, Waihi car park development

The Silverton Road car park development was identified as a priority by the Waihi Ward Committee; the project commenced in late 2015. The project included a complete reorganisation of carpark arrangements including additional parking capacity, improved functionality of movements within the carpark and improved footpaths for pedestrian safety. While most of the construction work was completed in 2016/17 ($2,000 was spent) the project is not yet completed as we work with NZTA to meet consent requirements for the exit/entry onto state highway 2.

Kerb and channel

$103,000 was spent on new kerb and channel in Waitete Road and Albert Street, Waihi in 2016/17.

Footpaths (non-sub)

In 2016/17 the following footpath projects were completed:

o Waitete Road, Toomey Street, Albert Street, and Smith Street, Waihi ($90,000 was spent in total in 2016/17).

o While not completed, the Turua Walkway was designed in 2015/16 and with the Turua Hall Committee the programme was further refined in 2016/17.

Bradford Street, Waihi

The project to widen Bradford Street in Waihi was initiated by safety concerns on this road. The road has sharp vertical alignment changes, is narrow, and sight line deficiencies. $367,000 was spent from the minor improvements budget in 2016/17.

Land Transport Professional Services

As of 1 July 2016 the previously outsourced professional services for land transport was brought back in-house; all core professional services requirements are now undertaken by the Council. The move was partly motivated by a review of our Section 17A review requirements under the local government act, but was mainly due to the Council as an organisation needing to increase its understanding and knowledge of the land transport network. We anticipate there are many benefits to be had by increasing our level of understanding of our assets. The long standing consultants, Opus, had provided us with an excellent service over the years and we thank them for their dedication.


Pavement rehabilitation

The rehabilitation planned for the Turua township main road shopping area was not completed in 2016/17. Additionally, the substantial weather events prevented the project commencing within the year. While the design work was completed in 2016/17, the construction work is deferred to the 2017/18 year.

Structures component replacements

No structures component replacements were completed within 2016/17. The remaining funds ($114,000) will be carried over to 2017/18.


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Operating statement for Roading


2017 2017 2016

$000 $000 $000

EXPENDITURE

Pavement Maintenance

Amenity Maintenance

Professional Services

Other Subsidised

Administration

Non-Subsidised Works

Public Transport

Depreciation/Assets written off

Interest

REVENUE


External Subsidies

Targeted Rates

General Rates



41 | P a g e

Funding impact statement for roads and footpaths

2016 2017 2017

Long-Term Long-Term

Plan Plan Actual

($000) ($000) ($000)



Targeted rates


Fees and charges






Finance Costs














Capital Expenditure








FUNDING BALANCE ((A - B) + (C - D))


42 | P a g e

Water Supply The water supply activity involves providing domestic, commercial, industrial and agricultural water to Hauraki communities. We own and operate eight water supply networks that serve the main urban communities, the smaller communities and some rural areas. Investment in the improvement of drinking water quality and increased water storage is a major focus for us. We have already completed a number of infrastructure upgrades and are due to finish the remaining upgrades by 2018.


The Water Supply Group provides for the sustainable supply of safe, clean water as needed by the community to support a good quality of life and physical and mental wellbeing. The provision of a reliable water supply also supports local businesses to enable them to continue their operation - knowing water is available to them as they require it.

The Water Supply Group

primarily contributes to the

following Community Outcomes:

Interactive Hauraki

Lifestyle Hauraki

Prepared Hauraki

X%


E – 45

2015-25

Hauraki Long

Term Plan,

Volume 1


43 | P a g e


Result 2016/17


Level of Service: The Council provides water supply services at agreed levels of service.

Measure: Customers are satisfied with the cost of water supplied by the Council. Method of measurement: Annual customer satisfaction survey. Target 2015-25: Equal to or greater than 60% of customers satisfied.

2016/17

Achieved: The 2017 satisfaction survey showed that 67%* of residents were satisfied with the cost of water supplied by Council.

2015/16



Level of Service: Water services meet regulatory requirements.

Measure: The water supply service is operated in compliance with regulatory requirements. Method of measurement: Number of abatement notices and enforcement notices received. Target 2015-25: No abatement or enforcement notices received.

2016/17

Achieved: No abatement or enforcement notices were received in 2016/17.

2015/16

No abatement or enforcement notices received.


Level of Service: Good quality water is supplied to consumers.

Measure: Customers are satisfied with the water quality from Hauraki District Council networks. Method of measurement: * Customer satisfaction survey. Target 2015-25: Equal to or greater than 80% of customers satisfied.

2016/17

Not Achieved: The 2017 satisfaction survey showed that 74%* of residents were satisfied with the water quality from Council networks.

2015/16


2014/15


Level of Service: Water is safe to drink.

Measure: Water treatment plants will comply with the New Zealand Drinking Water Standards (NZDWS) 2008. Method of measurement: The NZ Drinking Water Standards 2008. Target 2015-25:

Kerepehi 2014/15

Waitakaruru 2015/16

Waihi 2015/16

Paeroa 2015/16

2016/17:

Not Achieved:

Kerepehi: Complied with the Standards in first, third and fourth quarters in the 2016/17 year. Did not comply in second quarter due to a systems failure, however the water was safe to drink.

Waitakaruru: Complied with Standards in the first and fourth quarters in the 2016/17 year. Did not comply in second and third quarters due to a system failure, however the water was safe to drink.

Waihi: Complied with the Standards in first, third and fourth quarters in the 2016/17 year. Did not comply in second quarter due no safety plan being in place, however the water was safe to drink.

Paeroa: Complied with the Standards in the 2016/17 year.


44 | P a g e

Result 2016/17


2015/16

While water was safe to drink, 3 of the 4 treatments plants did not comply.


Level of Service: Protection is provided to the community and the environment.

Measure: Fire hydrants are provided to urban fire districts within a 135 metre radius of the closest property boundary. Method of measurement: Mapping done via GIS software. Target 2015-25: Equal to or greater than 95% compliance

2016/17

Achieved: GIS analysis carried out in September 2015 shows 96.4% of residential properties within a gazetted urban fire district have a fire hydrant within 135 metre radius.

2015/16

96.4% of properties have a fire hydrant within recommended distance.

2014/15

96.4% of properties have a fire hydrant within recommended distance.

Level of Service: A reliable water supply is provided.

Measure: Number of customers whose water supply is interrupted more than twice in a 12 month period due to unplanned loss of supply incidents. Method of measurement: Service request database. Target 2015-25: <5 customers per 1000 connections .

2016/17

Achieved: 0.4 customers per 1000 connections (3 customers) had interrupted water supply more than twice in a 12 month period.

2015/16

0.14 customers per 1000 connections


Level of Service: Timely response to customer requests.

Measure: Customer requests are responded to within target timeframes:

Emergency call outs: resolved <1 hour

Urgent customer requests: response <1 hour

Priority customer requests: assess <4 hours

Routine customer requests: call back <3 working days

Method of measurement: Service request database Target 2015-25:

Emergency call-outs: 100%

Urgent customer requests: 80%

Priority customer requests: 80%

Routine customer requests: 85%

2016/17

Not Achieved for 2016/17:

No emergency callouts were received.

54 of 74 (80%) urgent requests were responded to within target timeframes.

474 of 580 (82%) of priority requests were responded to within target

timeframes.

141/188 (75%) routine requests were responded to within target timeframes.

2015/16

No emergency call outs, 80% urgent requests, 82% priority requests and 75% routine requests.




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Result 2016/17


Measure: The extent to which the local authority’s drinking water supply complies with: a) part 4 of the drinking water standards (bacteria

compliance criteria), and b) part 5 of the drinking water standards (protozoal

compliance criteria). Method of measurement: Extract from National Water Information New Zealand (WINZ) database Target:

Kerepehi – full compliance

Waitakaruru – full compliance from July 2016, prior to that, full compliance with DWS 2000

Paeroa – full compliance from July 2015, prior to that, full compliance with DWS 2000

Waihi – full compliance from July 2015, prior to that, full compliance with DWS 2000

Kaimanawa – Rural Agricultural Standard applies and has not yet been produced by the Ministry of Health. As an interim measure, target is compliance with DWS 2000

All other supplies – compliance with DWS 2000 until decommissioned.

2016/17

Not Achieved overall:

Supply Bacteria Protozoa Kerepehi

Waitakaruru

Paeroa

Waihi

Kaimanawa

Mackaytown

Karangahake

Waikino Not in use* Ohinemuri Not in use* Huirau Not in use*

Notes: Mackaytown and Karangahake have subsequently switched over to the Paeroa supply and the issues will not reoccur. *The Ohinemuri and Huirau treatment plants have been decommissioned and the supply networks have connected to other plants.

2015/16

Not Achieved overall: Supply Bacteria Protozoa Kerepehi

Waitakaruru

Paeroa

Waihi

Kaimanawa

Mackaytown

Karangahake

Waikino

Ohinemuri Not in use*

Huirau Not in use*

Notes: - These results are provisional, pending the assessment of compliance by the independent Drinking Water Assessor. - Waihi protozoa compliance – the plant achieved compliance from November 2015 onwards. *The Ohinemuri and Huirau treatment plants have been decommissioned and the supply networks have connected to other plants.


46 | P a g e

Result 2016/17


Measure: The percentage of real water loss from the local authority’s networked reticulation system (including a description of the methodology used to calculate this). Method of measurement: Calculation methodology = Volume of water sold (sourced from water meter invoicing system, from rates department) versus volume of treated water produced by the water treatment plants (sourced from water treatment plant treated water supply meter(s)). Target: The percentage of unbilled water versus the volume of treated water produced is less than 30%.

2016/17

Not Achieved: The District wide percentage of real water lost is 33%.

2015/16

Not Achieved: The District wide percentage of real water lost is 35%. By scheme, the results are:

Hauraki Plains – 35%

Paeroa – 37%

Waihi – 27%

Kaimanawa – 45%

Karangahake – 34%

Mackaytown – 19%

Waikino – 39%

Measure: Where the local authority attends a call out in response to a fault or unplanned interruption to its networked reticulation system, the following median response times measured: a) attendance for urgent call-outs: from the time that the

local authority receives notification to the time that service personnel reach the site, and

b) resolution of urgent call-outs: from the time that the local authority receives notification to the time that service personnel confirm resolution of the fault or interruption.

c) attendance for non-urgent call-outs: from the time that the local authority receives notification to the time that service personnel reach the site, and

d) resolution of non-urgent call-outs: from the time that the local authority receives notification to the time that service personnel confirm resolution of the fault or interruption.

Method of measurement: The Customer Service Request Database will be used to determine the time that the customer service request / complaint was logged. The field-staff job-sheets will be used to determine the time to site, and time to resolve. The job-sheets are also used to record the details about the repair work carried out. The level of service reporting spreadsheet is used to collate the incoming data, and calculate and report on performance. Target: Urgent call out Median time for staff to arrive on site = Less than 1 hour, anywhere within the district Median time for staff to restore water supply = 99% or more of all water supply faults are resolved within 8 hours Non-urgent call out Median time for staff to arrive on site = Less than 4 hours, anywhere within the district. Median time for staff to resolve fault = 99% or more of all water supply faults are resolved within 8 hours

2016/17

Achieved: For urgent call outs:

Median attendance response time: 23 minutes

Median resolution response time: 3 hours 48 minutes. 62% of faults were resolved within 8

hours

Non-urgent call outs:

Median attendance response time: 1 hour 3 minutes

Median resolution response time: 4 hours 21 minutes. 59% of faults were resolved within 8 hours

2015/16

Achieved: For urgent call outs:

Median attendance response time: 30 minutes

Median resolution time response time: 2 hours 18 minutes

Non-urgent call outs:

Median attendance response time: 1 hour 22 minutes

Median resolution response time: 5 hours 28 minutes


47 | P a g e

Result 2016/17


Measure: The total number of complaints received by the local authority about any of the following: a) drinking water clarity b) drinking water taste c) drinking water odour d) drinking water pressure or flow e) continuity of supply, and f) the local authority’s response to any of these issues

expressed per 1000 connections to the local authority’s networked reticulation system.

Method of measurement: The Customer Service Request Database will be used to determine the number of complaints received about the listed issues. Target: Water quality issues: (clarity; taste; odour) Service quality issues: (poor response to a service request) No more than 5 complaints per 1000 connections Water pressure / flow issues: (pressure; flow; continuity of supply) No more than 5 complaints per 1000 connections Total: No more than 10 complaints per 1000 connections

2016/17

Not Achieved:

Water quality issues: 11 per 1000 connections

Service quality issues: 0.6 complaints per 1000 connections.

Water pressure / flow issues: 6.6 complaints per 1000.

Total for the year: 18.2 complaints per 1000.

2015/16

Water and service quality issues: 29.4

per 1000 connections

Water pressure / flow issues: 3.5 complaints per 1000.

Total for the year: 32.9 complaints per 1000.

Measure: The average consumption of drinking water per day per resident within the territorial authority district. Method of measurement: Census meshblocks have been used to calculate the population within the urban boundaries. Water billing records for customers’ water meters are used to calculate the volume of water sold to each property in the District. GIS analysis is used to identify which properties are located in an urban area, and thereby calculate the total volume of water sold to urban customers, and the urban population. The final calculation is: the volume of water sold divided by the population. Target: Urban water use Less than 300 litres / person / day Agricultural water use Less than 300 litres / hectare / day

2016/17

?

Results to be provided

2015/16

Urban: 293 L/person/day

Rural: 230 L/Ha/day


48 | P a g e



Waihi and Paeroa taste and odour treatment

Following public feedback over the 2015/16 summer period, unbudgeted funding was approved in June 2016 to resolve the taste and odour issues occurring in the Paeroa and Waihi supplies. While $1.6 million was allocated to this urgent project, $880,000 was spent in total. The work was completed in February 2017.

Plains reticulation (Waitakaruru and Kerepehi) treated water storage project

The design phase of this project was progressed within the 2016/17 year, and the work will be tendered early in 2017/18. When completed, the additional storage capacity will provide resilience for the Plains water supply. It is intended that construction will be completed by Christmas 2017. $9,500 has been spent in the 2016/17 year, with the remaining funds being carried over to 2017/18.

Plains resource consents Waitakaruru discharge

In 2016/17 the detailed design work and the resource consent application process were progressed for the Waitakaruru treated water discharge. At the time of writing this report, the Council was awaiting the outcome of its application from Waikato Regional Council. The work will be then be completed during a shut down in June/July 2018. $13,000 was spent on this project in 2016/17.

Connection of Karangahake and Mackaytown supplies to Paeroa supply

The project connecting Karangahake and Mackaytown to the Paeroa supply commenced in early 2016, with construction completed in March and April 2016/17 for Mackaytown and Karangahake respectively. The new supply will achieve NZ drinking water standards, provide new water storage, and solve the issue of dirty water following rain fall events. $442,000 was spent in 2016/17. We also received subsidy of $750,000 from the Ministry of Health for this project.

Kaimanawa connection with Plains or Paeroa

The design work for the connection of Kaimanawa to either the Paeroa or Plains water supply was progressed in 2016/17 and construction will commence in 2017/18. The consent for the current supply expires in June 2018. $20,000 was spent in 2016/17.

District wide water treatment asset renewals

These asset renewals involve the replacement of equipment to ensure our continued compliance with drinking water standards. $36,000 was spent on renewals in 2016/17.


The Paeroa and Plains reticulation zone metering project

The project was deferred due to resources being allocated to other projects. This project involves metering smaller zones of the Paeroa and Plains water networks to allow us to monitor for excessive consumption or water loss. $66,000 has been carried forward to 2017/18.

Plains reticulation booster and transfer pump

The installation of a reticulation booster and transfer pump will resolve low water pressure issues for the Turua and Orongo areas. This project has been deferred to 2017/18 until the approach for the Kaimanawa supply is finalised as this could have influence what happens with the transfer pump installation. $145,000 has been carried forward to 2017/18.

Waitakaruru treatment plant upgrade to NZDW standards

This project is deferred until resource consent has been obtained; additionally, the shut down required for the upgrade will need to occur in the winter months of 2018 prior the busy calving period. $1,000,000 has been carried forward to 2017/18.


49 | P a g e


Operating statement for water supply


2017 2017 2016

$000 $000 $000

EXPENDITURE

Treatment

Reticulation

Intakes and Headworks

Fixed Costs

Overheads

Pumpstations

Major Maintenance

Other


Interest

REVENUE


External Subsidies

Targeted Rates

General Rates



50 | P a g e

Funding impact statement for water supply

2016 2017 2017

Long-Term Long-Term

Plan Plan Actual

($000) ($000) ($000)



Targeted rates


Fees and charges

Internal charges and overheads recovered Local Authorities fuel tax, fines, infringement fees, and other receipts




Finance Costs














Capital Expenditure










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Wastewater The wastewater activity is one of our core services and involves the collection, treatment and safe disposal of wastewater. We provide and operate piped sewer networks and treatment plants for seven urban townships in the Hauraki District.


The Wastewater Group ensures the sanitary collection and safe treatment and disposal of wastewater to cater for basic human needs for a safe standard of living across the District. The provision of services within the Wastewater Group assists in enabling communities to function in a healthy environment, with appropriate mechanisms in place to dispose of wastewater in an environmentally appropriate way.

The Wastewater Group primarily


Community Outcome:

Interactive Hauraki

Sustainable Hauraki

Prepared Hauraki

X%


E – 57

2015-25

Hauraki Long

Term Plan,

Volume 1


52 | P a g e


Result 2016/17


Level of Service: Council provides Wastewater services at agreed levels of service.

Measure: Percentage of users satisfied with the quality of wastewater services provided. Method of measurement: * Customer satisfaction survey Target 2015-25: Equal to or greater than 95% of customers satisfied

2016/17

Achieved: The 2017 satisfaction survey showed that 97% of residents were satisfied with the quality of wastewater services provided.

2015/16


2014/15


Level of Service: Protection is provided to the community and the environment.

Measure: Number of dry weather overflows from pump stations and/or the wastewater network. Method of measurement: Service request database Target 2015-25:

<1 pump-station overflow per 20 pump stations per year.

<15 overflows from the pipe network per 100km of wastewater pipe length per annum.

2016/17

Achieved:

0.85 pump-station overflows per 20 pump stations.

3.79 overflows from the pipe network per 100km of wastewater pipe.

2015/16

1.28 pump-station overflows and 9.50 pipe network overflows.








Method of measurement: Service request database Target 2015-25:





2016/17

Not Achieved:

1 of 2 (50%) of emergency callouts were responded to within 1 hour.

3 of 4 (75%) of urgent requests were responded to within one hour.

57 of 77 (74%) of priority requests were responded to in less than four hours.

6 of 15 (40%) of routine customer requests were responded to within three working days.

2015/16

100% emergency callouts, 73% urgent requests, 95% priority requests and 60% routine requests.




53 | P a g e


Result 2016/17


Measure: The number of dry weather sewerage overflows from the territorial authority’s sewerage system, expressed per 1000 sewerage connections to that sewerage system. Method of measurement: The Customer Service Request Database will be used to determine the number of customer service requests/complaints that have been logged in respect of overflows. The field-staff job-sheets will be used to determine the time to site, and time to resolve. The job-sheets are also used to record the details about the repair work carried out. The level of service reporting spreadsheet is used to collate the incoming data, to calculate and report on performance. Target: Less than 25 per 1000 connections per annum

2016/17

Achieved: 10 complaints equalling 1.7 per 1000 connections.

2015/16

17 complaints equalling 2.8 per 1000 connections.

Measure: Compliance with the territorial authority’s resource consents for discharge from its sewerage system measured by the number of: a) abatement notices b) infringement notices c) enforcement orders, and d) convictions received by the territorial authority in relation to those resource consents. Method of measurement: Notices will be received via the Council’s document management system and reported to the Council Operations Committee. Target: a) 0 abatement notices b) 0 infringement notices c) 0 enforcement orders, and d) 0 convictions

2016/17

Achieved: No abatement, infringement or enforcement notices received or are expected.

2015/16

No abatement, infringement or enforcement notices received or are expected.

Measure: Where the territorial authority attends to sewerage overflows resulting from a blockage or other fault in the territorial authority’s sewerage system, the following median response times measured: a) attendance time: from the time that the territorial

authority receives notification to the time that service personnel reach the site, and

b) resolution time: from the time that the territorial authority receives notification to the time that service personnel confirm resolution of the blockage or other fault.

Method of measurement: The Customer Service Request Database will be used to determine the time that the customer service request/complaint was logged. The field-staff job-sheets will be used to determine the time to site, and time to resolve. The job-sheets are also used to record the details about the repair work carried out.

2016/17

Achieved: Median attendance time: 42 minutes Median completion time: 3 hours and 29 minutes

2015/16

Achieved: Median attendance time: 27 minutes Median completion time: 2 hours and 46 minutes


54 | P a g e

Result 2016/17


The level of service reporting spreadsheet is used to collate the incoming data, calculate and report on performance. Target: Attendance time Less than 4 hours after notification Time to resolve problem Less than 4 hours after notification

Measure: The total number of complaints received by the territorial authority about any of the following: a) sewage odour b) sewerage system faults c) sewerage system blockages, and d) the territorial authority’s response to issues with its

sewerage system, expressed per 1000 connections to the territorial authority’s sewerage system. Method of measurement: The number of connections has been determined by the number of properties paying for wastewater services in their rates. The Customer Service Request Database will be used to determine the number of complaints received about the listed issues. Target: No more than 30 complaints per 1000 connections

2016/17

Achieved:

Odour complaints: 0.66 per 1000 connections

Fault complaints: 1.66 per 1000 connections

Blockage complaints: 7.13 per 1000 connections

Complaints about response: 0.0 per 1000 connections

Total 9.45 per 1000 complaints.

2015/16

Odour complaints: 0.66 per 1000

connections

Fault complaints: 1.66 per 1000 connections

Blockage complaints: 7.46 per 1000 connections

Complaints about response: 0.0 per 1000 connections

Total 9.78 per 1000 complaints.



Pump station cabinet renewals

This project involves the upgrade of all pump station controllers to an automated linked system and the replacement of roadside cabinets that have reached end of their useful life. In 2015/16 the tender process for the project commenced, with construction expected to be undertaken in 2016/17. $3,500 has been spent to date.

Karangahake to Paeroa wastewater line

Design work for the construction of a wastewater line from Karangahake to Paeroa was well advanced in 2016/17, and construction should be completed within 2017/18. The wastewater line will be laid to coincide with the installation of a water main in a similar location. $65,000 was spent in 2016/17.

District wide SCADA upgrade

Some of our SCADA (Systems Control and Data Acquisition) upgrade was completed in 2016/17 ($15,000 was spent), with the remaining work to be completed in 2017/18. SCADA helps us to manage our wastewater pump stations and informs us when there are issues.


55 | P a g e

District wide pond desludging

The ‘desludging’ of wastewater ponds across the District was undertaken in 2016/17; $21,000 was spent.

Kerepehi wastewater treatment plant upgrade

The Kerepehi wastewater treatment plant was upgraded to accommodate waste from the ice cream factory. The upgrade was completed in December 2016 and became operational in April 2017. $3.4 million was spent in total; however, $2.4 million will be funded by the primary user of the pond. The funds spent by Hauraki District Council included planned maintenance and capital works required at the treatment plant.

District wide replacement pump station equipment

$22,000 was spent on the replacement of pump stations at Miro (Kerepehi), Mako (Whiritoa) and Kaikahu Road North (Kerepehi) pump stations.


The Waihi east manhole sealing project

A four year project that has been carried forward to 2017/18. The prioritisation of other projects meant that there were not enough resources available to progress this project in 2016/17.

District wide pipe renewals (Paeroa)

The pipe renewals project to address stormwater infiltration into the wastewater network was not progressed in 2016/17 due to competing priorities and resource shortages. The funding has been carried forward to 2017/18.

Waihi dissolved air flow sludge process

A project to divert ‘sludge’ from the wastewater ponds at Waihi was deferred from 2015/16 to 2016/17 as the project was dependent on the result of investigation and enabling works, which are still ongoing. The project has been further deferred to 2017/18 and $350,000 has been carried forward.

Kerepehi waveband renewals – no repairs were completed within 2016/17.

Paeroa replacement screen – this project was not completed in 2016/17; funding has been carried forward

to 2017/18.

Turua resource consents – the consent renewal is not required until 2017/18 so was not undertaken in

2016/17; funding has been carried forward.

Turua and Whiritoa inflow metering – these projects have been deferred due to resources being allocated

to other projects; funding has been carried forward to 2017/18.


56 | P a g e


Operating statement for wastewater


2017 2017 2016

$000 $000 $000

EXPENDITURE

Treatment

Reticulation

Fixed Costs

Overheads

Pumpstations

Major Maintenance

Other


Interest

REVENUE


External Subsidies

Targeted Rates

General Rates



57 | P a g e

Funding impact statement for wastewater

2016 2017 2017

Long-Term Long-Term

Plan Plan Actual

($000) ($000) ($000)



Targeted rates


Fees and charges






Finance Costs














Capital Expenditure










58 | P a g e

Stormwater Our stormwater activity involves the removal of rainfall runoff from urban areas using a range of drainage systems to accept stormwater runoff (including natural watercourses, human-made drains, open channels, reticulated pipe networks and other structures).


The Stormwater Group helps ensure the safety of people’s lives and property in times of rainfall, by ensuring runoff is efficiently and effectively dealt with, to assist in achieving social and commercial certainty and avoiding the risk of flooding.

The Stormwater Group primarily


Community Outcome:

Prepared Hauraki

X%


E – 76

2015-25

Hauraki Long

Term Plan,

Volume 1


59 | P a g e


Result 2016/17


Level of Service: Stormwater systems protect houses from flooding in urban areas.

Measure: Percentage of customers satisfied with the stormwater services. Method of measurement: * Customer satisfaction survey. Target 2015-25: Equal to or greater than 70% of customers satisfied.

2016/17

Achieved: The 2017 satisfaction survey showed that 80%* of residents were satisfied with stormwater services.

2015/16


2014/15

2015 survey: 72% satisfied; target was 80%

Level of Service: A reliable stormwater service is provided.

Measure: The stormwater network is maintained to minimise the risk of blockages causing flooding. Method of measurement: Service Request database.

Target 2015-25: <5 service requests relating to blockages per 1000 customers.

2016/17

Achieved: 3.8 service requests per 1000 properties relating to blockages were received.

2015/16

3.79 requests per 1000 properties)

2014/15 Cannot compare – new measure in 2015/16







Method of measurement: Service Request database Target 2015-25:





2016/17

Achieved:

3 of 3 (100%) emergency call outs were responded to within the target timeframe.

No urgent requests were received.

22 of 25 (88%) of priority requests responded to within the target

timeframe.

49 of 63 (78%) of routine requests have been responded to within the target timeframe.

2015/16

100% emergency callouts, 100% urgent requests, 84% priority requests, 87% routine requests.




60 | P a g e


Result 2016/17


Measure: a) The number of flooding events that occur in a

territorial authority district. b) For each flooding event, the number of habitable

floors affected (expressed per 1000 properties connected to the territorial authority’s stormwater system).

Method of measurement: Location of at risk properties is known, inspect during event. The number of connections has been determined by the number of properties paying for the storm water services in their rates. Target: a) 0 flooding events b) 0 habitable floors affected

2016/17

Not Achieved: a) 4 flooding events. b) 9 habitable floors affected.

2015/16

Not Achieved: c) 4 flooding events. d) 9 habitable floors affected.

Measure: Compliance with the territorial authority’s resource consents for discharge from its stormwater system, measured by the number of: a) abatement notices b) infringement notices c) enforcement orders, and d) convictions, received by the territorial authority in relation to those resource consents. Method of measurement: Number of abatement/ infringement notices are counted. Target: a) 0 abatement notices b) 0 infringement notices c) 0 enforcement orders d) 0 convictions

2016/17

Achieved: No abatement or infringement notices, no enforcement orders and no convictions were received.

2015/16

Achieved: No abatement or infringement notices, no enforcement orders and no convictions were received.

Measure: The median response time to attend a flooding event, measured from the time that the territorial authority receives notification to the time that service personnel reach the site. Method of measurement: The Customer Service Request database will be used to determine the time that the customer service request/ complaint was logged. The field-staff job-sheets will be used to determine the time to site, and time to resolve (if the problem could be resolved during the event). The job-sheets are also used to record the details about the repair work carried out. The level of service reporting spreadsheet is used to collate the incoming data, calculate and report on performance. Target: Less than 60 minutes after notification.

2016/17

Not Achieved: One flooding event occurred due to a river that flooded its banks during a storm event (not Council infrastructure).

2015/16

Not Achieved: One incident was reported in July 2015 where the basement of an uninhabited dwelling was flooded. The notification was reported on a Saturday by a neighbour and the response was attended to on the following Monday.


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Result 2016/17


Measure: The number of complaints received by a territorial authority about the performance of its stormwater system, expressed per 1000 properties connected to the territorial authority’s stormwater system. Method of measurement: The Customer Service Request database will be used to determine the number of complaints received about the issue. Target: No more than 5 complaints per 1000 properties

2016/17

Achieved: 25 complaints were received relating to blockages, which equates to 3.8 per 1000 properties.

2015/16

Achieved: 3.79 service requests per 1000 properties relating to blockages were received.



Waihi upgrades

Open stormwater drains were piped in Roberts Street and Station Road in Waihi in 2016/17; $31,000 was spent.

Paeroa upgrades

$32,000 was spent on Paeroa stormwater upgrades including piping in Normandy Road, Junction Road, and Coronation Street, investigating piping in Brenan Street, and contributing towards the Aorangi stream care project.

Kerepehi upgrades

$21,000 was spent piping open drains in Kerepehi including upgrades in the following locations: Kerepehi Town Road, Kerepehi Marae, Rimu Street and corner of Rata and Kerepehi Town Road.

Turua upgrades

$32,000 was spent to pipe the open drain in Waihou Street, Turua in 2016/17.

Whiritoa upgrades

$7,500 was spent to upgrade the soak system in Moray Place, Whiritoa in 2016/17.

Kaiaua Hauarahi Stream upgrades

Discussions commenced between Waikato Regional Council, the Plains Ward Councillors, and the local community regarding the ongoing issues within the area. This dialogue will continue with the community, in particular to discuss what level of service the community is willing to pay for in order to address the flooding issues.


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Kaiaua Floodgates upgrades

Work to upgrade the Kaiaua floodgates did not occur in 2016/17 due to the significant weather events that affected the Kaiaua coastline and caused numerous delays. The project will be completed in the 2017/18 year.


Operating statement for stormwater


2017 2017 2016

$000 $000 $000

EXPENDITURE

Vegetation Control

Reticulation

Maintenance/Fencing/Culverts

Mechanical Cleaning

Floodgates

Pumps

Overheads

Other


Interest

REVENUE


External Subsidies

Targeted Rates

General Rates



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Funding impact statement for stormwater

2016 2017 2017

Long-Term Long-Term

Plan Plan Actual

($000) ($000) ($000)



Targeted rates


Fees and charges






Finance Costs














Capital Expenditure










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Land Drainage Our land drainage activity involves:

draining excess surface water and managing ground water levels in five drainage districts,

direct protection from river and tidal flooding in the area of Waitakaruru to Miranda.


The impact of the provision of services within the Land Drainage Group is positive for those communities where the preservation and protection of the land’s farming capacity is required. Both assets and stock require protection in times of flood, and this Group helps to create a reliable environment for those affected.

The Land Drainage Group


following Community Outcome:

Prepared Hauraki

X%


E – 67

2015-25

Hauraki Long

Term Plan,

Volume 1


65 | P a g e


Result 2016/17


Level of Service: The Council provides Land Drainage services at agreed levels of service.

Measure: Percentage of affected customers satisfied with the land drainage services. Method of measurement: * Customer satisfaction survey. Target 2015-25: Equal to or greater than 75% of customers satisfied.

2016/17

Not Achieved: The 2017 satisfaction survey showed that 61%* of residents were satisfied with land drainage services.

2015/16


2014/15


Level of Service: Drainage services meet regulatory requirements.

Measure: The land drainage service is operated in compliance with regulatory requirements. Method of measurement: Number of abatement notices and enforcement notices received.

Target 2015-25: No abatement notices or enforcement notices received.

2016/17

Achieved: No abatement or enforcement notices have been received in 2016/17.

2015/16

No notices received.


Level of Service: Pasture protection is provided.

Measure: Drainage schemes reliably maintain pasture production on land that would otherwise flood after 38mm or less of rainfall over a three day period. Method of measurement: Service Request database.

Target 2015-25: No verified customer complaints about flood duration of >3 days are received.

2016/17

Achieved: No verified complaints. While there was large scale flooding in March/April 2017 and some low lying pasture flooded, this measure is based on 38mm or less over three days. The flooding in 2016/17 was caused by events greater than 38mm of rain over a three day period.

2015/16

No verified customer complaints about flood duration of >3 days received.








Method of measurement: Service Request database Target 2015-25:

Emergency call outs: 100%




2016/17

Achieved:

No emergency callouts have been received.

No urgent callouts have been received.

6/7 (86%) of priority callouts have been responded to within target

timeframes.

13 of 18 (72%) of routine requests have been responded to within target timeframes.

2015/16

No emergency callouts, 100% urgent requests, 100% priority requests and 93% routine requests.



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Result 2016/17



Mandatory service target

Result 2016/17


Measure: The major flood protection and control works that are maintained, repaired and renewed to the key standards defined in the local authority’s relevant planning documents (such as its activity management plan, asset management plan, annual works programme or long term plan). Method of measurement: GPS Survey of stopbank level. Design flood level from statistical analysis of tidal records, and hydraulic design of flood profiles. Target: 100% or more of the stopbank length, on inspection, is greater than the design flood level.

2016/17

Not Achieved: 93% of stopbank length exceeds the design flood level. In 2016/17 Council considered and approved a proposed work programme for 100% of stopbanks to achieve the design flood level. However, work could not be undertaken in 2016/17 due to adverse weather conditions.

2015/16

Not Achieved: 93% of stopbank length exceeds the design flood level. A proposed work programme and costs for 100% of stopbanks to achieve the design flood level will be considered by Council in the next year.



The land drainage activity was business as usual in 2016/17.


Due to a number of weather events the following projects did not occur in 2016/17:

Eastern Plains Drainage District terrace stopbank renewals

Western Plains Drainage District Poaurua Maukoro structure

Hot Springs Canal tributary stopbank reconstruction

Karito Canal stopbank renewals (Western Plains Drainage District) - flood protection

Maukoro Canal Left Bank stopbank renewals (Western Plains Drainage District) - flood protection


67 | P a g e


Operating statement for land drainage


2017 2017 2016

$000 $000 $000

EXPENDITURE

Vegetation Control

Maintenance/Fencing/Culverts

Mechanical Cleaning

Floodgates

Pumps

Overheads

Other


Interest

REVENUE


External Subsidies

Targeted Rates

General Rates



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Funding impact statement for land drainage

2016 2017 2017

Long-Term Long-Term

Plan Plan Actual

($000) ($000) ($000)



Targeted rates


Fees and charges






Finance Costs














Capital Expenditure










69 | P a g e

Solid Waste The solid waste activity consists of providing rubbish and recycling collection, waste minimisation, recycling, education and landfill aftercare.


The aim of the Solid Waste Group is to ensure the sanitary and safe collection and disposal of recycling and solid waste, to help protect the social and environmental wellbeing of the Hauraki community, and to implement recycling initiatives to ensure environmental sustainability. The provision of services within the Solid Waste Activity assists in enabling communities to function in a healthy, comfortable and safe environment, with appropriate mechanisms for solid waste disposal in an environmentally appropriate manner.

The Solid Waste Group primarily


Community Outcomes:

Interactive Hauraki

Sustainable Hauraki

Prepared Hauraki

X%


E – 84

2015-25

Hauraki Long

Term Plan,

Volume 1


70 | P a g e


Result 2016/17


Level of Service: Collection systems and waste processing facilities are convenient and accessible.

Measure: Percentage of users satisfied with the kerbside collection service. Method of Measurement: * Customer satisfaction survey. Target 2015-25: Equal to or greater than 85% of users satisfied.

2016/17

Achieved: The 2017 satisfaction survey showed that 91%* of residents were satisfied with the kerbside collection services.

2015/16


2014/15


Measure: A transfer station will be open in the District every day except for public holidays. Method of Measurement: Transfer station daily record summary.

Target 2015-25: 100% open every day (except public holidays).

2016/17

Achieved: A transfer station was open in the District every day except for public holidays.

2015/16

Open every day except public holidays

2014/15

Open every day except public holidays

Level of Service: Solid Waste services meet regulatory requirements.

Measure: The Solid Waste service is operated in compliance with legal requirements. Method of Measurement: Number of abatement notices and enforcement notices received.

Target 2015-25: No abatement notices or enforcement notices received.

2016/17

Achieved: No abatement or enforcement notices have been received.

2015/16

No notices received.


Level of Service: Adverse effects of waste on the environment are minimised.

Measure: Percentage of waste diverted from landfill by recycling or composting within Council provided waste services. Method of Measurement: Quarterly reports from contractor.

Target 2015-25: >55% of waste diverted from landfill.

2016/17

Not Achieved: 47% of kerbside refuse was diverted from landfill and 25% of refuse transfer station waste was diverted from landfill.

2015/16

46% of waste diverted from landfill.


Level of Service: Reliable solid waste collection is provided.

Measure: Number of days that collection is not completed on the scheduled day for each collection area that resulted in complaints. Method of Measurement: Service request database.

Target 2015-25: <30 complaints (that collection not completed) per 1000 customers per annum.

2016/17

Achieved: There were <1 complaint received per 1000 customers regarding missed collections.

2015/16

22 complaints / 3 per 1000 customers

2014/15

One collection was not completed on the scheduled day; target was 2 or less days


71 | P a g e

Result 2016/17



Measure: Customer requests, where the customer requests to be contacted, are responded to within target timeframes:

Complaints about missed collections (responding phone call by end of day following complaint)

Littering (fly tipping) is cleaned up (within 3 working days)

Recycle bins provided (delivered in time to miss no more than 1 collection day)

Routine customer requests (call back <3 working days)

Method of Measurement: Service request database Target 2015-25:

Missed collections: 100%

Illegal dumping: 100%

Recycle bins: 100%

Routine request: 85%

2016/17

Not Achieved:

33 of 83 (40%) of missed collection requests were responded to

within target timeframes.

16 of 39 (41%) littering (fly tipping) requests were responded to within target timeframes.

?? of ?? (??%) recycle bin requests have been responded to within target timeframes.

?? of ?? (??%) routine requests were responded to within target timeframes.

Processes have been reviewed with the aim of improving response times to service requests.

2015/16

Customer requests: 67% missed collections, 62.5% littering (fly tipping), 90% recycle bin, 63% routine.





Paper for Trees programme <information to be provided>

In 2016/17 we contributed funding to X schools and preschools in the Paper4trees programme in the Hauraki District. By recycling X tonnes of paper and cardboard, the schools and preschools in the District earned a total of X native trees to plant at school or in the community. This has saved X cubic metres of landfill space and prevented X tonnes of carbon emissions. This programme aims to develop positive lifelong attitudes to waste minimisation in children, which will have a positive spin-off of reducing waste volumes in future years.

Enviroschools <information to be provided>

In 2016/17 we provided funding for the Enviroschools and Zero Waste programmes for schools in our District. Enviroschools aims to develop life-long waste awareness and responsibility in children, which will result in reduced waste volumes in future years. The Zero Waste education programme is carried out using external teachers to educate the children about sustainability. Their lessons cover different topics as they progress through the next classes which give the children the whole curriculum before they leave primary school to college. Each participating school in the District has the choice of either the Enviroschools or Zero Waste Education programmes. X schools are participating in the Enviroschools programme and X schools are participating in the Zero Waste programme.

Landfill remediation – Kaiaua and Kaihere

In 2016/17 we gained consent from Waikato Regional Council to remove the waste that had emerged on the Kaiaua shoreline from a historic landfill. The site is now fully remediated and planting will occur


72 | P a g e

in Spring 2017. The Council continues to monitor the Kaihere landfill for negative effects and will take appropriate action if necessary.


There were no planned projects that didn’t happen in 2016/17.


Operating statement for solid waste


2017 2017 2016

$000 $000 $000

EXPENDITURE

Refuse Collection

Closed Tip Sites

Transfer Stations

Other

REVENUE


External Subsidies

Targeted Rates

General Rates



73 | P a g e

Funding impact statement for solid waste

2016 2017 2017

Long-Term Long-Term

Plan Plan Actual

($000) ($000) ($000)



Targeted rates


Fees and charges






Finance Costs














Capital Expenditure










74 | P a g e

Community Services Community Services involves the provision of community recreation services and community facilities to help make our district a great place to live.


The provision of services within the community services group of activities primarily focuses on improving the social and cultural wellbeing of the community. Recreational facilities, such as parks and reserves, have a positive impact in the community and relate to aspects of life that are important for a person’s happiness, quality of life and welfare. Libraries also service the educational and cultural needs of the community, at a low cost to the user, making historical, cultural, educational and electronic resources accessible for all. Other facilities such as pensioner housing give people in the community the opportunity to have access to basic housing needs in an affordable way, creating a positive impact in the lives of those who utilise these facilities.

The Community Services Group


following Community Outcomes:

Lifestyle Hauraki

Progress Hauraki

Prepared Hauraki

X%


E – 91

2015-25

Hauraki Long

Term Plan,

Volume 1


75 | P a g e


Operating statement for community services


2017 2017 2016

$000 $000 $000

EXPENDITURE

Recreation

Community Facilities

REVENUE


External Subsidies

Targeted Rates

General Rates



76 | P a g e

Funding impact statement for community services

2016 2017 2017

Long-Term Long-Term

Plan Plan Actual

($000) ($000) ($000)



Targeted rates


Fees and charges






Finance Costs














Capital Expenditure










77 | P a g e

Community Recreation The community recreation activity helps to meet our district’s recreational, sporting and educational expectations. It includes providing:

libraries

swimming pools

the Waihi events centre

sports fields and recreational reserves

a district sports coordinator.


Result 2016/17


Level of Service: Library services are provided in a customer focused and effective way to support the recreational and educational needs of the community.

Measure: Percentage of library users satisfied with library services. Method of measurement: * Customer satisfaction survey. Target 2015-25: >95% of customers satisfied.

2016/17

Not Achieved: The 2017 satisfaction survey showed that 95%* of residents were satisfied with the library services provided.

2015/16


2014/15

2015 survey: 91% satisfied; target was >90%

Level of Service: Libraries attract a wide audience.

Measure: The number of library members is increasing. Method of measurement: Library Management System.

Target 2015-25: >49% of District population are members.

2016/17

Achieved: Library membership totalled 9441 as at 30 June 2017, this is 55% of the District population.

2015/16

55% of District population

2014/15

51.6% of District population

Measure: The number of electronic and hard-copy books issued. Method of measurement: Library Management System and Electronic Database.

Target 2015-25: >140,000 electronic and hard-copy books issued per annum.

2016/17

Not Achieved: Total number of issues for 2016/17 was 126,473 items.

2015/16

Total items issued 127,795


E – 94

2015-25

Hauraki Long

Term Plan,

Volume 1


78 | P a g e

Result 2016/17


Level of Service: Council operated swimming pool facilities are safe for users and staff.

Measure: Number of accidents each year at Council operated swimming pools as a result of poor design or maintenance. Method of measurement: Monthly reports prepared by Pool Supervisor and Service Request Database.

Target 2015-25: No accidents per operating season per pool.

2016/17

Not Achieved: There were some minor incidents (cuts and abrasions) caused by loose tiles at the Ngatea pool in the second quarter and one accident recorded at the Ngatea pool in the third quarter due to poor design or maintenance of the changing room floors.

2015/16

No accidents due to poor design or maintenance.

2014/15

No accidents due to poor design or maintenance.

Measure: Percentage of pool users satisfied with the operation of Council swimming pools. Method of measurement: * Customer satisfaction survey.

Target 2015-25: >90% of customers satisfied.

2016/17

Not Achieved: The 2017 satisfaction survey showed that 90%* of residents were satisfied with the operation of Council swimming pools.

2015/16


2014/15


Level of Service: The Council will provide sports fields that meet the requirements of its users.

Measure: Number of justified complaints regarding sports fields playing surface condition. Method of measurement: Service Request Database.

Target 2015-25: <6 recorded complaints per year.

2016/17

Achieved: One justified complaint received in 2016/17 regarding the condition of sports fields playing surfaces.

2015/16

4 complaints received.


Level of Service: Safe playground facilities are provided.

Measure: Playground facilities are regularly inspected to ensure they are safe and compliant with playground safety standards. Method of measurement: Playground audit reports completed by Construction & Maintenance (C&M) staff. Target 2015-25: Playground inspections are:

weekly in primary school holiday periods

fortnightly in high use sites

monthly in low use sites.

2016/17

Not Achieved: 205 of 238 (86%) playground inspections were completed in 2016/17. Some audits in the new inspection schedule were missed over the Christmas break (second quarter); processes have since been improved.

112/142 (79%) weekly inspections in primary school holiday periods

49/52 (94%) fortnightly inspections in high use sites

44/44 (100%) monthly inspections in low use sites

2015/16

90% of inspections and audits were completed.

2014/15

Monthly inspections and audits were completed.


79 | P a g e

Result 2016/17


Level of Service: Park facilities that are provided meet community expectation.

Measure: Percentage of users satisfied with services and facilities provided at the Districts parks and reserves. Method of measurement: * Customer satisfaction survey.

Target 2015-25: >90% of customers satisfied.

2016/17

Achieved: The 2017 satisfaction survey showed that 92%* of residents were satisfied with the services and facilities provided at the District Parks and Reserves.

2015/16


2014/15


Level of Service: Foster the participation of residents in sports, recreation and leisure.

Measure: Extent of Sport Waikato involvement in the coordination of training/ advisory sessions for sporting clubs within the District. Method of measurement: Sports Coordinator’s 6 monthly report.

Target 2015-25: At least 15 sporting club training/advisory sessions per annum.

2016/17

Achieved: 26 sporting club training/advisory sessions were held.

2015/16

23 sports/active living related training sessions completed.

2014/15

22 sports/active living related training sessions completed.




New library books and e-books

$140,000 was spent on new books and resources during 2016/17, bringing the total lending stock available to 38,316 as at July 2017.

Paeroa

Wharf Street and Mackay Street Development – Paeroa

In 2016/17 Mackay Street in Paeroa was redesigned and redeveloped to become a pedestrian friendly, shared space, with clear linkages between the main street shopping area, the new Paeroa library and the Paeroa domain. The new space was officially opened with the Paeroa Library in May 2017. $700,000 was spent on the redevelopment in 2016/17. The development of Wharf Street will also be progressed in 2017/18, which will link the Hauraki Rail Trail with the main street. In 2016/17 the design of the Ohinemuri jetty development was commissioned, however this work is ongoing. $3,000 has been spent so far on the project.

Paeroa Library construction

Paeroa library which had a current floor area of 200m2 had been operating beyond its capacity for quite some time. As a result the Council identified the need for a new library facility with a floor area of 425m2 to be constructed in Paeroa to cater for current and potential future trends within the libraries activity. Planning for the new Paeroa library project started in 2015 with the resulting new facility opening in May 2016. The final cost of this project was $1.7 million. The facility includes a meeting room and public toilets.


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Primrose Hill walkway

Construction commenced on a pedestrian walkway around Primrose hill in Paeroa. The walkway will provide a safe route for children walking to schools in the area. Due to rain, the project is still in progress and will be completed later in 2017. $4,000 was spent in 2016/17.

Hutchinson Reserve in Paeroa

The Hutchinson Reserve in Paeroa was gifted to us for the purpose of outdoor recreation and education. We have developed a concept plan for the reserve and will undertake the improvement works between 2015 and 2017. In 2016/17 fencing was completed, and a gated entranceway was constructed ($7,000 spent). As the project is a Significant Natural Area (SNA) a grant of $40,000 was received for this work from Waikato Regional Council. In 2017/18 plans will be developed for a carpark area, and wet land area with natives with any remaining funding.

Paeroa swimming pools renewals

The necessary preparatory work for the repainting of the Paeroa swimming pool was completed in 2016/17; however, the repainting will be completed later in 2017 once the weather is suitable but before the swimming season opens. The funding will be carried forward for this project.

Karangahake area redevelopment

Planning is underway to rectify the parking and public toilet issues currently being experienced in the Karangahake area, as a result of the popularity of the area with tourists and Hauraki Rail Trail users. The project should commence in the 2017/18 year. As an interim measure, additional portaloo toilets have been made available.

Plains

Ngatea pool heating conversion

The heating of the Ngatea swimming pool was converted from LPG to electric to achieve cost savings. The conversion was completed in time for the 2016/17 swimming season. $72,000 was spent.

Hugh Hayward domain watering system

In 2016/17 a travelling irrigator was purchased to irrigate Hugh Hayward domain. A health and safety risk assessment is being prepared before the irrigator is connected to water supply. $15,000 was spent in 2016/17.

Turua jetty and ramp area development including signage

The development of the Turua jetty and boat ramp area was part completed in 2016/17. The carpark size was increased during 2016/17; however, the remaining maintenance work on the jetty and ramp area will be carried over to 2017/18.

Dudding Reserve developments

A new community notice board, landscaping, replacement of park furniture, signage and a shelter are planned for the Dudding Reserve area. This is an ongoing community project to be completed in conjunction with the Hauraki Plains College. In 2016/17 new soil, grass seed and trees were planted around the perimeter of the reserve, and the design for a new structure at the reserve was completed. $2,000 was spent in 2016/17.

Waihi

Gilmour parking on George Street

An overflow car park in George Street for the Gilmour Lake reserve in Waihi is almost complete, and will be finished in 2017/18. $65,000 was spent in 2016/17.

Waihi pool repaint

The Waihi swimming pool was repainted in October 2016 in time for the swimming season. $43,000 was spent in 2016/17.

Gilmour Lake BBQ

In 2016/17 a community BBQ facility was installed at Gilmour Lake in Waihi and a wet weather canopy for the BBQ was built by the Lions. $23,000 was spent.


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Whiritoa playground

The playground at Whiritoa was renewed to resolve safety issues, and the new playground is now designed to withstand the coastal elements. $45,000 was spent in 2016/17.

Waikino swing bridge car park

A stakeholder working party consisting of NZTA, DoC, HDC and Iwi has been established to consider the road corridor between Waihi and Paeroa. The Waikino swing bridge car park and other developments will be addressed once the working party finalises its road corridor strategy.

Events Centre

For the first time since the events centre was built in 1998, the floors have been stripped, resealed and all lines repainted to reflect the current sports that are played in the centre. $23,000 was spent in 2016/17.

Upper Seddon Street streetscape

Concept drawings for the upper Seddon Street streetscape were prepared in 2016/17 with input from the key stakeholder working party. $22,000 was spent. Consultation on the concept will be undertaken in 2018 as part of the 2018-28 Long Term Plan process.


Turua domain carpark area development

$15,000 was allocated for the development of the Turua domain car park area in 2016/17. The project has been carried over to 2017/18.

Waitakaruru domain reseal

$25,000 was allocated to reseal the Waitakaruru domain car park in 2016/17. This project has been carried over the 2017/18.

Install Christmas lights in main streets – Ngatea and Paeroa

Due to the cost of traffic management for the safe installation of lighting on the state highways, a permanent solar lighting display will be installed instead in the main streets of Paeroa and Waihi. These projects will be completed in 2017/18.

Pohutukawa Reserve changing rooms conversion

$15,000 was allocated to convert the Pohutukawa Reserve change rooms. The project will no longer convert the changing rooms, but will repaint and refresh the existing mens and womens changing rooms in the 2017/18 year.

Ngatea main street entrances

$41,000 was allocated to upgrade the Ngatea main street entrances; however, this work has been deferred to be incorporated into a town plan for Ngatea as a whole. Once the plan is developed the timing of projects such as this will be considered.


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Operating statement for community recreation


2017 2017 2016

$000 $000 $000

EXPENDITURE

Libraries

Sportsfields

Recreation Reserves

Events Centre

Swimming Pools

Sports Co-ordinator

REVENUE


External Subsidies

Targeted Rates

General Rates



83 | P a g e

Community Facilities Our community facilities activity provides a range of facilities to meet public health needs (public toilets, cemeteries), social and cultural needs (public halls, pensioner housing) and amenity needs (non-recreation reserves).


Result 2016/17


Level of Service: Council managed halls are clean and well maintained and meet the needs of the community.

Measure: Satisfaction of hall users with the cleanliness and maintenance standard of the halls. Method of measurement: Service Request Database, direct contact and written correspondence. Target 2015-25: <36 complaints per year.

2016/17

Not Achieved: 37 complaints have been received regarding the cleanliness and maintenance of halls.

2015/16


2014/15

In three of 12 months, three or more complaints were received; 26 received in total in 2014/15 – target was less than 3 complaints per month

Level of Service: Pensioner housing units are affordable.

Measure: Elderly tenants can afford to continue occupying the Council pensioner units. Method of measurement: Ministry of Business, Innovation and Employment website as at 1 February of previous year.

Target 2015-25: Rental fees are no more than 85% of local current market rates.

2016/17

Achieved: Rental fees are less than 85% of local current market rent of $180 per week:

Rental for one bedroom unit is $110 a week

Rental for bedsitter is $116 a week.

2015/16

73% of current local market rate.

2014/15

69.3% of current local market rate.

Level of Service: The Council’s pensioner units are maintained to a comfortable and safe standard.

Measure: Percentage of tenants satisfied with the comfort and safety of the units. Method of measurement: Annual tenant satisfaction survey.

Target 2015-25: >85% of tenants satisfied with the comfort and safety of the units.

2016/17

Achieved: Survey results shows that 94% of tenants are satisfied with the comfort and safety of the units.

2015/16

The survey was not completed in the 2015/16 year.

2014/15

93% of tenants satisfied.

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Result 2016/17


Level of Service: Public toilets are clean and maintained, meeting the needs of the community and the travelling public.

Measure: Number of justified complaints regarding whether public toilets are clean, maintained and sufficiently stocked with consumables. Method of measurement: Service Request Database and written correspondence.

Target 2015-25: <50 complaints per annum.

2016/17

Not Achieved: 70 justified complaints were received related to public toilets.

2015/16


2014/15


Level of Service: The Council provides efficiently serviced and well maintained cemeteries.

Measure: Number of requests for general maintenance at cemeteries per year. Method of measurement: Service Request Database.

Target 2015-25: <10 requests collectively for general maintenance across all Council cemeteries per year.

2016/17

Achieved: Five requests for maintenance at cemeteries have been received.

2015/16

17 requests for maintenance received.

2014/15

Six requests for maintenance received.



Pensioner housing renewals

Ongoing maintenance occurred during 2016/17 with $100,000 spent in total across the District. New showers were installed in some Ngatea units, the units in Junction Road, Paeroa were insulated and reroofed, and the ongoing programme of refurbishment continued as tenants moved out.

Pukerimu cemetery development

The planning and design of the Pukerimu cemetery, Paeroa, extension and ashes wall development commenced in 2016/17. Construction will occur in 2017/18.

Campervan dump station, Railway Reserve

The design work commenced in 2016/17 for the relocation of the campervan dump station at Railway Reserve toilets, Paeroa. Remaining funding will be carried forward to 2017/18.

Paeroa domain toilets

The public toilets at the Paeroa domain were scheduled for replacement in 2014/15, however this was deferred until the Paeroa library (and public toilet) was completed to see whether new toilet facilities were required at the domain. The decision to upgrade has not yet been made, however $30,000 was spent in 2016/17 on minor refurbishments to these toilets.

Paeroa war memorial hall

A new portable, concertina stage was purchased for Paeroa hall which offers variable stage heights for different users’ needs. $4,000 was spent in 2016/17.


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New Kaiaua toilets

The upgrade or relocation of the Kaiaua public toilets has been deferred to 2018/19 while options for this project are explored.

Operating statement for community facilities


2017 2017 2016

$000 $000 $000

EXPENDITURE

Cemeteries

Community Halls

Pensioner Housing

Public Toilets

Interest

REVENUE


External Subsidies

Targeted Rates

General Rates



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Community Development We work with communities and agencies to promote a better quality of life. We have a strong focus on ‘helping our communities to help themselves’ and an emphasis on community initiatives and community growth through economic development programmes. The Community Development Group includes the Community Growth and Community Initiatives activities.


The Community Development Group is primarily focused on encouraging economic and social growth for the District communities. This group of activities celebrates and promotes the Hauraki District as a great environment to live, work and experience life, with opportunities for all. Besides strongly supporting economic development initiatives, the Community Development Group provides an avenue for Council to support community initiatives focused on social well-being.

The Community Development

Group primarily contributes to

the following Community

Outcomes:

Lifestyle Hauraki

Progress Hauraki

Interactive Hauraki

X%

Achieving ourservice targets

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The successful Hauraki Rail Trail


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Operating statement for community development


2017 2017 2016

$000 $000 $000

EXPENDITURE

Community Growth

Community Initiatives

REVENUE


External Subsidies

Targeted Rates

General Rates



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Funding impact statement for community development

2016 2017 2017

Long-Term Long-Term

Plan Plan Actual

($000) ($000) ($000)



Targeted rates


Fees and charges






Finance Costs














Capital Expenditure










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Community Growth The community growth activity involves:

progressing economic development strategically across the District including strategic initiatives, plans or actions

maximising opportunities for new industry, commercial development and existing businesses

supporting visitor information services and tourism promotion

supporting township promotion.


Result 2016/17


Level of Service: The Council will work alongside others to recognise and develop opportunities for growth within the local business communities.

Measure: The Council is aware of business issues and encourages growth opportunities and events. Method of measurement: Business After 5 (BA5) meeting attendance. Target 2015-25: A Council representative will attend Business After 5 meetings 11 months of the year in Waihi and Paeroa, and quarterly in Ngatea. The Economic Development Manager will report on Council’s economic development activities at two Business After 5 meetings each year in Waihi and Paeroa, and one in Ngatea.

2016/17

Achieved: At least one Council representative has attended all 18 BA5 meetings held in Ngatea, Waihi and Paeroa.

2015/16

At least one Council representative has attended all BA5 meetings in Waihi, Ngatea and Paeroa and the Positively Promoting the Plains meetings.

2014/15

19 BA5 meetings attended.

Level of Service: The community is aware of Economic Development initiatives.

Measure: The community is updated on economic development matters. Method of measurement: HDC news page, website electronic records.

Target 2015-25: Quarterly articles published in the HDC news page and website.

2016/17

Achieved: Four articles were published in the HDC news page, two articles in the Waihi Leader, one article in the Hauraki Herald, one article in Sunlive and one article in the Waikato Times.

2015/16

Seven articles published in the HDC news page and three articles in Waihi Ward Reflections page.

2014/15

Articles published more often than quarterly.

Level of Service: The Council is working to implement its Economic Development Strategy.

Measure: Percentage of customers satisfied with the Council’s approach to Economic Development. Method of measurement: * Customer satisfaction survey.

Target 2015-25: >70% of customers satisfied with approach.

2016/17

Achieved: The 2017 satisfaction survey showed that 74%* of residents were satisfied with Council’s approach to economic development.

2015/16




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Result 2016/17


** NOTE: This result reports on a Council representative attending BA5 meetings (the method of measurement). While the target specifies the number of meetings, the number of meetings held is beyond the Council's control. A Council representative will attend 100% of meetings held.



Hauraki Rail Trail – Thames to Kaiaua leg

As part of the 2015-25 Long Term Plan process both Hauraki and Thames-Coromandel District Councils allocated $1 million funding (each) to commence the construction of the Kopu to Kaiaua leg of the Hauraki Rail Trail. Construction of 37km of trail from Findlay Wildlife Reserve in Pukorokoro-Miranda to the Kopu bridge was largely completed within 2016/17. The official opening was held in September 2017. To date the project has received funding of $1m for the Piako Bridge clip on from the New Zealand Transport Agency, and $50,000 from Fonterra and the Department of Conservation for interpretive and information signage. The Hauraki Rail Trail Trust is working to secure external funding to complete the 11km section from Kaiaua to Pukorokoro-Miranda. It is hoped that this section will be constructed in 2017/18.

Aged care and retirement

We continue to facilitate opportunities for growth within the Hauraki District. In 2016/17 the construction of Hauraki Village in Taylor Avenue in Paeroa continued and a resource consent for a village in Waimarie Avenue in Paeroa was granted; however, Council understands this development is now for sale. Additionally, there is the potential for a lifestyle development on what was the Paeroa racecourse. The Council’s economic development team has been working closely with the new owner on the future use of this property.

Hauraki Park industrial subdivision

In December 2016 the Allied Faxi ice cream factory officially opened. The factory is now producing and exporting ice cream to China, and employs around 30 staff. All sections at the Park are now either sold, or under contract. Additionally, ultrafast broadband is available to all sections. We understand that private land surrounding the Park has also been sold to private developers for further industrial subdivision.

Ngatea Northern Estate subdivision

The construction of stage one (22 sections) of the Ngatea Northern Estate subdivision was completed in 2016/17, with all sections now sold and construction of residential houses now underway. We also started planning for stage two of the estate (18 sections) and plan to complete construction of this stage within 2017/18.

Economic Development Strategy review

We commenced our review of the Economic Development Strategy in 2015/16 and the finalised strategy was adopted in September 2016. The strategy became a finalist in the Local Government New Zealand Excellence Awards for best practice contribution to local economic development. The economic development team prepared a supporting document and video highlighting the District’s economic development successes.

Sister cities Jiading


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The sister cities exchange saw 18 students and three teachers travel to Jiading, China in October 2016. Students and teachers from Jiading also visited Hauraki within 2016/17.


There were no projects planned that didn’t happen in 2016/17.

Operating statement for community growth


2017 2017 2016

$000 $000 $000

EXPENDITURE

Economic Development

District Promotions

Information Centres

Positive Paeroa Co-ordinator

Positively Promoting the Plains

Go Waihi

Destination Coromandel

REVENUE


External Subsidies

Targeted Rates

General Rates



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Community Initiatives Through this activity we undertake a number of projects to help ensure that we have a positive climate that encourages balanced and sustained economic growth throughout our District. We deliver this activity through working with a number of agencies.


Results 2016/17


Level of Service: To provide motivation in our District, the Council will recognise and acknowledge achievements of the community.

Measure: The Council, with the community, will celebrate community achievements towards social well-being at the Citizens and Young Achievers Awards ceremony held annually. Method of measurement: Report to Council. Target 2015-25: Award ceremonies are held prior to November annually.

2016/17

Achieved: The Citizen and Young Achiever Award ceremony was held on 31 August 2016 in the Waihi Memorial Hall.

2015/16

Award ceremony held 14 October 2015

2014/15

Award ceremony held 24 September 2014

Level of Service: The Council will work towards achieving improved community social well-being through its Social Initiatives Strategy.

Measure: The Council will work with others

towards achieving the goals of the Hauraki Social Initiatives Strategy.

Method of measurement: Report to Council. Target 2015-25: The Council supports three initiatives from the Social Initiatives Strategy each year.

2016/17

Achieved: Waihi Ward launched “Senior Connect” during October 2015 – and has continued to support this initiative in 2016/17. A new initiative is yet to be identified. Paeroa Ward’s Youth Not in Employment, Education or Further Training project is supporting an initiative from the Paeroa and Waihi Colleges that involves industry training opportunities. Plains Ward’s “Elephant in the Paddock” project is waiting on the completion of an evaluation report that will be compiled. The project is drawing to a close, with a new initiative to be identified. A Social Strategy briefing paper was presented to Council in April 2017. The draft strategy is scheduled for adoption in September 2017.

2015/16

The three Ward Committees supported three different initiatives from the Social Initiatives Strategy during the year. The Waihi Ward Committee launched “Senior Connect”, the Paeroa Ward Committee is working to progress youth initiatives, and the Plains Ward Committee is working with stakeholders on the “Elephant in the Paddock” project.


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Award ceremonies

Award ceremonies were held for the citizens and young achievers of our community on 31 August 2016 at the Waihi Memorial Hall. The citizens and young achievers awards recognise those who contribute a considerable amount of time and effort towards improving the wellbeing of our community. 11 youth and 9 citizens received awards; two citizens were considered outstanding in 2016 for their extraordinary efforts for the local community.

Discretionary social fund

This fund was set aside to address some of the social issues within our communities, with specific initiatives identified for each Ward. The identified Ward initiatives are:

o Waihi - senior citizens/elderly

o Paeroa - youth not in education, employment or further training

o Plains - farming community wellbeing

In 2016/17 the Waihi Ward Committee continued to focus on the older persons, and contributed $4,200 towards Waihi community resource centre to assist them to continue the service. An expo was also held on international older persons day to highlight the services available for elderly in Waihi. The Plains Ward Committee continued to help raise awareness of the signs of suicide and mental health issues within rural communities, and in late 2016 concluded their involvement in the Elephant in the Paddock campaign as the relevant agencies are now taking the lead with the project. A full report is being prepared that will evaluate the success of the campaign. The Paeroa Ward Committee continued to support youth initiatives in 2016/17, with a focus on a pilot project with a private training establishment. The pilot, in conjunction with Paeroa and Waihi colleges, will set up a business marketing course for students to learn about product development, from initiation through to end result. The District wide discretionary social fund contributed funding towards the pilot education training programme, Te Mana Rangatira youth leadership project, the Keep Hauraki Beautiful project, Age Concern Thames and Hauraki Citizens Advice in Waihi ($28,000 in total).

Creative NZ Creative Community Scheme

We continued to administer the Creative Community Scheme on behalf of Creative NZ in two rounds – in September 2016 and March 2017. In 2016/17, we received 17 applications for funding in total.

Life Education Trust

We provided a grant of $15,000 in 2016/17 to Life Education Trust, a health based education initiative providing health services to schools.

Public transport between Hamilton City and Thames, via Paeroa

We continued our annual funding contribution towards public transport in 2015/16 of $20,000.

Hauraki Rail Trail Trust General Manager

In 2016/17 we increased our funding contribution to the Hauraki Rail Trail for the appointment of a new Hauraki Rail Trail Trust General Manager, who will assist the Trust in fulfilling its Rail Trail responsibilities. This is a shared cost between Matamata-Piako and Thames-Coromandel District Councils.

Social Initiatives Strategy

During 2017 we commenced development of a Social Initiatives Strategy. During 2017 we commenced development of a Social Strategy. This strategy once adopted will supersede a number of historic social policies and provide a new strategic direction moving forward. The strategy will focus on what we can do to achieve the vision statement, alongside other agencies and organisations. The


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current draft has a strong driver of community empowerment focusing Council in on achievable plans to achieve a set of identified goals. The strategy is scheduled to be adopted in September 2017 pending some targeted engagement with the social sector.


Operating statement for community initiatives


2017 2017 2016

$000 $000 $000

EXPENDITURE

Social Initiatives

Discretionary Social fund

Grants and Donations

Rail Trail

Conservation Initiatives

Whiritoa Beachcare

Whiritoa Lifesaving Grant

Other

REVENUE


External Subsidies

Targeted Rates

General Rates


Commented [TJN1]: Check once adopted.


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Regulatory Services We are involved in a number of regulatory services from preparing regulations to promoting compliance. Our focus areas include supporting:

appropriate land use management

healthy and safe building development (including building consents)

community health and safety (including food and alcohol safety, civil defence, animal control) and

animal welfare.


The Regulatory Services Group of Activities assists the Council in the improvement of local communities through the regulation of building work, the control of social issues via bylaws, and the protection of lifestyles and the environment enjoyed by residents, making a safer District for all. Many mechanisms of the Regulatory Services Group are mandatory or legislatively required, but the underlying theme is the protection and safety of our communities and an increase in social wellbeing.

The Regulatory Group primarily


Community Outcomes:

Interactive Hauraki

Sustainable Hauraki

Prepared Hauraki

Lifestyle Hauraki

X%


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Operating statement for regulatory services


2017 2017 2016

$000 $000 $000

EXPENDITURE

RMA Implementation

Building Services

Community Protection

Animal Control

REVENUE


External Subsidies

Targeted Rates

General Rates



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Funding impact statement for regulatory services

2016 2017 2017

Long-Term

Long-Term

Plan Plan Actual

($000) ($000) ($000)



Targeted rates


Fees and charges






Finance Costs














Capital Expenditure










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Resource Management Implementation We have legislative responsibilities for ensuring land use activities are undertaken in a way which promotes the sustainable management of our district’s natural and physical resources. In particular:

reviewing and administering the Hauraki District Plan

processing and monitoring of resource consents

processing ‘notices of requirements’ for designations for public works (e.g. roads, sewerage plants, schools)

monitoring and enforcement provisions, including noise, and

reporting information to the RMA National Monitoring System for MBIE evaluation and review.


Results 2016/17


Level of Service: Resource consent applications will be decided and issued within Resource Management Act 1991 timeframes.

Measure: Notified resource consent decisions issued within statutory timeframes. Method of measurement: Resource consents database Target 2015-25: 100% of decisions issued within statutory timeframes

2016/17

Achieved: Two notified resource consents were applied for. One consent was given a decision within the timeframe. The other consent’s decision was delayed due to the applicant's request to postpone the Hearing.

2015/16

100% processed within timeframes.

2014/15


Measure: Non-notified resource consent decisions are issued within statutory timeframes. Method of measurement: Resource consents database Target 2015-25: 100% of decisions issued within statutory timeframes

2016/17

Not Achieved: 95% (39/41) of non-notified subdivision and 99% (98/99) of non-notified landuse applications and 100% (1/1) combined subdivision and landuse consent were issued within statutory timeframes in 2016/17.

2015/16

96% (73 of 76) of non-notified landuse consents and 100% (53 of 53) of non-notified subdivision consents and have been issued within statutory timeframes.

2014/15


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Results 2016/17


Level of Service: Provide a monitoring service which ensures compliance with consent conditions.

Measure: All new land use consents are monitored within 12 months of being granted. Method of measurement: Resource consents database. Target 2015-25: 100% of new consents are monitored within 12 months.

2016/17

Not Achieved: 78% (45/57) of new landuse consents were monitored (monitored within 12 months of being granted).

2015/16

56 landuse inspections were completed in 2015/16; 76 landuse consents were issued in 2015/16. Due to an increase in consent numbers and staff shortages, the required monitoring was not able to be achieved in 2015/16.


Level of Service: All LIMs are issued within agreed timeframes.

Measure: Non-urgent LIMs issued within 10 working days and urgent LIMs issued within three working days. Method of measurement: Applications database Target 2015-25: 100% issued on time

2016/17

Not Achieved: 99% (502/503) of LIMs have been processed within timeframes.

2015/16

100% of LIMs were issued within timeframes.


Level of Service: The public is satisfied with the Council’s provision of Resource Consent administrative services.

Measure: Percentage of customers satisfied with the service they receive during the resource consent process. Method of measurement: * Customer satisfaction survey Target 2015-25: 80% of customers satisfied

2016/17

Not Achieved: The 2017 satisfaction survey showed that 74%* of residents were satisfied with the resource consent services provided.

2015/16:


2014/15:





Resource Legislation Amendment Bill (2015)

The Resource Legislation Amendment Bill was enacted 18 April 2017. The Bill includes a suite of amendments to the Resource Management Act 1991 (RMA), which aim to achieve the sustainable management of natural and physical resources in a more efficient and equitable way. The Bill in particular makes changes to the plan making processes with in the RMA for 2019. It is foreseen that changes to consent processing will begin in October 2017.


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Private Plan Change, Paeroa Racecourse

At the time of writing, no application had been received for a private Plan Change regarding the former Paeroa Racecourse. If the area was to be made into a retirement/lifestyle village, which has been signalled, a Plan Change would be needed to change the zone from reserve active to residential. Plan changes under the Resource Management Act allow for the public to express their views through a public consultation process.

Mining in Waihi

Following the collapse of part of the Martha Pit north wall in April 2016 the mine company prepared a draft rehabilitation plan that included interim rehabilitation works to stabilise the wall. These works commenced in January 2017 and the work continues. The bond held by the councils was increased to cover the full cost of remediation works for the wall. The Correnso underground mine continued in 2016/17 and a consent was granted for the Slevin underground mine (essentially an extension to Correnso) and work commenced in this mine in 2017.



Operating statement for resource management implementation


2017 2017 2016

$000 $000 $000

EXPENDITURE

RMA Implementation

REVENUE


External Subsidies

Targeted Rates

General Rates



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Building Control We implement building regulations to ensure our buildings are healthy and safe. This includes assessing building consent applications and monitoring compliance.


Results 2016/17


Level of Service: Commercial and public buildings are audited for compliance with the building Warrant of Fitness (WOF) requirements under the Building Act, 2004.

Measure: Commercial and public buildings that require a warrant of fitness (WOF) are audited for compliance with WOF systems. Method of measurement: Annual audit of records Target 2015-25: 10% of building WOFs are audited for compliance per year.

2016/17

Achieved: 23 commercial buildings (10%) have been audited for compliance with the building Warrant of Fitness (WOF) requirements under the Building Act, 2004.

2015/16

10% audited.

2014/15

10% audited.

Level of Service: Building consent applications will be processed within the statutory timeframes of the Building Act, 2004.

Measure: Building consent applications are processed within 20 working days. Method of measurement: Building Consent Tracking Database Target 2015-25: 100% are issued within 20 working days of receiving the application, providing the application is complete.

2016/17

Not Achieved: 99% (151 of 152) of building consents not requiring further information were issued within 20 working days. A further 283 building consents requiring further information were issued.

2015/16

97% processed within 20 working days.

2014/15

100% processed within 20 working days.

Level of Service: The Council consistently delivers an effective and efficient building control service.

Measure: The Council maintains Building Consent Authority (BCA) accreditation standards. Method of measurement: Two yearly International Accreditation New Zealand (IANZ) audit Target 2015-25: Maintain BCA accreditation with IANZ.

2016/17

Achieved: The Council had its biennial audit of the BCA by IANZ in July 2015 and maintained its accreditation. The next audit is due in July 2017

2015/16

The Council maintained its accreditation.

2014/15

The Council maintained its accreditation.

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Results 2016/17


Level of Service: Privately owned swimming pools comply with the Fencing of Swimming Pools Act, 1987.

Measure: All properties with swimming pools on the Council’s register with a potential for non-compliance are inspected annually for compliance with the Fencing of Swimming Pools Act, 1987. Method of measurement: Quarterly audit of swimming pool register Target 2015-25: 100% of pools with potential for non-compliance are inspected.

2016/17

Achieved: 100% (24/24) pools with the potential for non-compliance have been inspected for compliance.

2015/16

100% of high risk pools were inspected.

2014/15

100% of high risk pools were inspected.

Measure: Properties with compliant swimming pools on the Council’s register are inspected for compliance with the Fencing of Swimming Pools Act 1987. Method of measurement: Quarterly audit of swimming pool register Target 2015-25:10% of compliant pools are inspected yearly, determined by random selection.

2016/17

Achieved: 10% (40/400) of compliant pools were inspected

2015/16

10% of low risk pools were inspected.

2014/15

10% of low risk pools were inspected.

Level of Service: The Council’s building consent administrative processes are satisfactory.

Measure: Percentage of customers satisfied with the service they receive during the building consent process. Method of measurement: * Customer satisfaction survey Target 2015-25: >80% of customers satisfied

2016/17

Not Achieved: The 2017 satisfaction survey showed that 68%* of residents were satisfied with the building consent services provided.

2015/16:


2014/15:





Building Consent Authority accreditation

We underwent an accreditation audit in July 2017 and retained our Building Consent Authority accreditation.

The Waikato Building Group

We continue to work collaboratively as part of the Waikato Building Group to provide consistency across Waikato councils for the processing of building consent applications and moving towards online consenting in the future.

Increased number of applications consents for dwellings

Our building and resource consent teams faced a significantly increased workload during the 2016/17 year, with a 30% increase in the number of consents for new dwellings received (169) compared to the previous year. This has created the need for increased staff numbers as a result to cope with the increased demand for consenting services.


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Earthquake prone buildings legislation

The earthquake prone buildings legislation commenced from 1 July 2017; we will start the process of identifying both private and non-private earthquake prone buildings within the District in the coming years.



Operating statement for building control


2017 2017 2016

$000 $000 $000

EXPENDITURE

Building Services

REVENUE


External Subsidies

Targeted Rates

General Rates



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Community Protection We provide services to protect our communities from health and safety issues including preparing for civil defence emergencies, prevention and control measures for rural fires. Additionally, we ensure adequate liquor licensing controls are in place, control the density of gambling venues and legal high retailers, and ensure the safety of public places (including eating areas and pools).


Results 2016/17


Level of Service: The Council will enforce the Food Act 2014.

Measure: All known food premises are monitored for compliance with relevant legislation. Method of measurement: Food premises database Target 2015-25: 100% of all food premises are assessed annually

2016/17

Achieved: 172/172 (100%) of food premises were monitored

2015/16

100% of food premises were monitored.

2014/15

100% of food premises were monitored.

Level of Service: The Council will enforce the NZ Standards for Public Pools.

Measure: Public and school pool monitoring records are audited for compliance with the New Zealand Standard 5826 for Public Pools. Method of measurement: Audit of inspection records for compliance Target 2015-25: 100% of public and school pools are audited during the swimming season.

2016/17

Achieved: 100% (4/4) public pools were audited and 100% (8/8) school pools were audited

2015/16

100% of public and school pools were audited.

2014/15

Public and school pools were not monitored for compliance due to resourcing.

Level of Service: The Council will implement the Sale and Supply of Alcohol Act, 2012

Measure: New and renewed Liquor Licence Managers’ Certificates are issued within one month of receiving the application, providing there are no objections and the application is complete. Method of measurement: Audit of application records Target 2015-25: 100% are issued within a month

2016/17

Achieved: 100% (69/69) of licenses were issued within a month

2015/16

100% of certificates were issued within timeframes.

2014/15

100% of certificates were issued within timeframes.

Measure: New and renewed On/Off and Club Liquor Licences are issued within three months of receiving the application, providing there are no objections and the application is complete. Method of measurement: Audit of application records Target 2015-25: 100% are issued within three months

2016/17

Achieved: 100% (64/64) of licences were issued within three months

2015/16

100% issued within timeframe.

2014/15

100% issued within timeframe.

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Results 2016/17


Level of Service: Excessive noise complaints will be responded to by the Council.

Measure: All complaints regarding excessive noise are investigated within two hours of the complaint being received. Method of measurement: Contractor’s monthly report (taken from Service Request Database) Target 2015-25: 100% investigated within two hours

2016/17

Achieved: 268 excessive noise complaints received in 2016/17 were investigated within two hours.

2015/16

100% of complaints investigated within timeframe.


Level of Service: The Council will issue fire permits for open air fires during a restricted fire season.

Measure: Applications for fire permits are issued within two working days, prior to the date of the fire Method of measurement: Application records Target 2015-25: 100% of applications issued within two working days, prior to the date of the fire

2016/17

Achieved: 100% (109/109) of fire permits were issued within two working days.

2015/16

100% of permits were issued within timeframes.

2014/15

100% of permits were issued within timeframes.

Level of Service: The community is aware of fire bans and restrictions in place.

Measure: The Council, on behalf of the Rural Fire Committee, will provide information to the community on fire bans and restrictions within the District. Method of measurement: Information is available on website, and published in local community newspapers Target 2015-25: >3 newspaper articles per annum >3 articles updated on website per annum

2016/17

Achieved: A fire ban was in place in the second and third quarters. The website was up to date with the current fire season and restrictions. An article was published in the HDC News and two public notices were placed in the Hauraki Herald in December 2016 to announce the start of the fire ban. In the third quarter the website was updated to show fire ban was lifted in February 2017 and replaced with a restriction fire season until March where it changed to an open fire season.

2015/16

The website was up to date with current fire season and restrictions. Two articles published in HDC News and one in Waihi Ward Reflections announcing the start of the Fire Ban season and one article was published in the HDC News in February 2016.



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Results 2016/17


Level of Service: The Council and the Community are ready for a Civil Defence emergency.

Measure: Information is provided to the community on being prepared for and what to do during an emergency. Method of measurement: Information is available on website, and published in the HDC news page Target 2015-25: Relevant information is reviewed and updated on the website quarterly. Relevant information is published in the HDC news page quarterly.

2016/17

Not Achieved: Website information regarding civil defence preparedness was updated each quarter. Three articles have been published in the HDC News page on 12 August, 14 October and 11 November 2016. No articles were published in the third or fourth quarters.

2015/16

Information was available on the Council website and the combined District website thamesvalleycivildefence.co.nz. Booklets are available at each service centre. Articles were published in the HDC news page in July, August and December 2015 and January 2016.


Measure: Members of the community are prepared for a Civil Defence emergency (i.e. have an emergency plan, emergency kit and can survive for three days). Method of measurement: * Customer satisfaction survey Target 2015/16: 45% are prepared

2016/17

Achieved: The 2017 satisfaction survey results show that 45%* of residents are prepared for a civil defence emergency.

2015/16

2016 survey: 44%* prepared for a civil defence emergency.

2014/15

2015 survey: 44% had an emergency kit in their household.



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Fire services review

A review of fire and emergency services structure was undertaken by the Department of Internal Affairs in 2015/16. The outcome of the review is that the New Zealand Fire Service, the National Rural Fire Authority and 52 Rural Fire Authorities, will be merged into a new organisation named Fire and Emergency New Zealand (FENZ). As a result, we will no longer be involved in the funding or management of the delivery of rural fire services. The new structure took effect on 1 July 2017.

Hazard zone monitoring

As a result of the GNS Science report into hazard zones prepared in 2008, we have a programme for monitoring ground settlement in the east of Waihi. There are ground settlement markers as recommended by GNS Science, which are surveyed annually to measure vertical ground movement. Any unexpected movement will be identified by these surveys and more frequent monitoring may be implemented as a result.

Food safety

We have continued to transition premises from Food Hygiene Licences to Food Control Plans under the new Food Act. We received our accreditation to be able to audit national programmes such as food hawkers.

Civil defence recovery – Plains

Following the civil defence response phase after cyclones Cook and Debbie, we moved into the recovery phase for our rural sector in particular, who were affected by flooding and who lost the use of land essential for the continuation of their dairy operations. We have been working with the rural support trust who have become the lead agency and will continue to ensure the ongoing welfare of the effected farmers.

Local recovery plan

The Hauraki District local recovery plan was adopted by Council in July 2016. The recovery plan outlines the framework and processes to manage the recovery phase after a civil defence event within the Hauraki District.

Thames Valley Emergency Operating Area

The Thames Valley Emergency Operating Area (TVEOA), which is made up of Hauraki, Thames-Coromandel and Matamata-Piako District Councils, conducted a review of the delivery of its services. The purpose of the review was to ensure that the TVEOA can provide civil defence services that meet the needs of our communities today and into the future. The review will be completed and implemented in 2017/18.




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Operating statement for community protection


2017 2017 2016

$000 $000 $000

EXPENDITURE

Rural Fires

Emergency Management

Health

Abandoned Mine Workings Monitoring

Liquor Licensing

Ground Settlement

REVENUE


External Subsidies

Targeted Rates

General Rates



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Animal Control We play a role in protecting public safety from nuisance animal behaviours as well as promoting animal welfare. We register dogs, provide education about safety around dogs and control dangerous, nuisance and wandering dogs and stock.


Results 2016/17


Level of Service: The Council will ensure compliance with the Dog Control Act, 1996 and bylaw, and the Stock Impounding Act, 1955, to provide for public safety.

Measure: Known dogs in the District are registered annually. Method of measurement: Registration records Target 2015-25: >97% of known dogs are registered

2016/17

Achieved: 4364 of 4364 (100%) of known dogs were registered.

2015/16

100% registered

2014/15

99% registered

Measure: Complaints about wandering stock on public roads are responded to within three hours. Method of measurement: Contractor’s monthly report Target 2015-25: 100% of complaints responded to within three hours

2016/17

Achieved: 100% (52/52) of complaints were responded to within three hours.

2015/16

100% of complaints were responded to within timeframe.

2014/15

100% of complaints were responded to within timeframe.

Measure: Dog attack complaints are responded to within two hours. Method of measurement: Contractor’s monthly report Target 2015-25: 100% of complaints responded to within two hours

2016/17

Achieved: 100% (61/61) of complaints were responded to within two hours.

2015/16

100% responded to within two hours.

2014/15

100% responded to within two hours.

Level of Service: Dog and stock owners are aware of their rights and responsibilities.

Measure: Education articles regarding dog and stock ownership are published in public news media. Method of measurement: HDC news database Target 2015-25: Four articles published per year.

2016/17

Achieved: Four articles have been published in the HDC News page

2015/16

Four articles published.

2014/15

Eight articles published.

E – 147

2015-25

Hauraki Long

Term Plan,

Volume 1


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Dog Control Policy

The dog control policy and bylaw was reviewed in 2015/16. Public consultation was held in April/May 2016. We adopted the finalised policy and bylaw in July 2016. The policy and bylaw can be viewed online at www.hauraki-dc.govt.nz

Menacing dogs subsidised neutering campaign

Since January 2017 we have been taking part in the nationwide menacing dog neutering campaign. The Government funded campaign offers local councils grants to subsidise the neutering of dogs classified as menacing as part of a national action plan to reduce the risk and harm of dog attacks. As at 30 June 2017, 15 menacing dogs had been neutered. The programme will continue into 2017/18.


The project to reroof the Paeroa dog pound did not occur in 2016/17.

Operating statement for animal control


2017 2017 20156

$000 $000 $000

EXPENDITURE

Dog Registration

Animal Control

REVENUE


External Subsidies

Targeted Rates

General Rates



http://www.hauraki-dc.govt.nz/

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Financial Statements

<<not yet developed>>

Statement of Financial Position as at 30 June 2017

Statement of Changes in Equity for the year ended 30 June 2017

Statement of Comprehensive Revenue and Expense for the year ended 30 June 2017

Statement of Cashflows for the year ended 30 June 2017

Whole of Council Funding Impact Statement for the year ended 30 June 2017

Notes to the Financial Statements for the year ended 30 June 2017


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Appendix 2: Council Committees

Committees as at June 2017:

Audit and Risk Committee

Paul Bennett (Chair, Independent Member)

Deputy Mayor Toby Adams (Deputy Chair)

Mayor John Tregidga

Cr Gill Leonard

Cr Paul Milner

Cr Duncan Smeaton

Western Plains Drainage District Committee

Brian Carter (Chair)

Harry van Eyk

Brian Keane

Gavin Laurick

Peter Johnstone

Brian Pirie

Don Challis

Peter Paterson

Ross Young

Cr Don Swales (alternate – Cr James Thorp and Cr Phillip Buckthought)

Eastern Plains Drainage District Committee

Roger Hunter (Chair)

Richard Webster

Andrew Green

Ted Nicholson

Kevin Caddy

Peter Schouten

Brent Conroy

Kim Reid

Cr Phillip Buckthought (Alternate Cr James Thorp and Cr Don Swales)

Paeroa Rural Drainage District Committee

Mike Peters (Chair)

Kyle Morrison

Kevin Gillingham

Peter Casey

Cr James Thorp (Alternate – Cr Don Swales and Cr Phillip Buckthought)

Community Services & Development Committee

Mayor John Tregidga (Chair)


All Councillors

Consultative Committee on Water and Waste

Cr Ross Harris (Chair)

Cr James Thorp (Deputy Chair)

Cr Duncan Smeaton

Cr Phillip Buckthought

District Licensing Committee

Cr Paul Milner (Chairperson)

Cr Gill Leonard (Deputy Chair)

Cr Carole Daley

Committee List Members:

o Mary Carmine

o Denis Taylor

o John Goodman

District Plan Review Committee

Mayor John Tregidga (Chairperson)

Deputy Mayor Toby Adam (Deputy Chair)

Cr Gill Leonard

Cr Austin Rattray

Hearings & Judicial Committee

Cr Paul Milner (Chair


Cr Anne Marie Spicer


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Sub-committees

Economic Development Sub-Committee

(a sub-committee of the Community Services & Development Committee)

Deputy Mayor Toby Adams (Chair)


Cr Paul Miner

Cr Austin Rattray

Cr Ross Harris

Councillor Conduct Review Sub-committee



Cr Gill Leonard

Cr Paul Milner

Cr Max Mclean

Working Parties

Paeroa Ward Working Party

Cr Paul Miner (Chair)

Cr Deputy Mayor Toby Adams

Cr Carole Daley

Cr James Thorp

Mayor John Tregidga

Councillor Remuneration Working Party



Paul Milner

Gill Leonard

Plains Ward Working Party

Cr Gill Leonard (Chair)

Cr Phillip Buckthought

Cr Don Swales

Cr Ross Harris

Mayor John Tregidga

CEO Performance Assessment Working Party



Ward Chairs:

Gill Leonard

Paul Milner

Max Mclean

Waihi Ward Working Party

Cr Max McLean (Chair) Cr Anne Marie Spicer Cr Austin Rattray Cr Duncan Smeaton

Mayor John Tregidga

Councils Organisations Appointment Working Party



Ward Chairs:

o Gill Leonard

o Paul Milner

o Max Mclean

Community Housing Working Party

Carole Daley (Chair)

Anne Marie Spicer (Deputy Chair)

Paul Milner

Gill Leonard

Property Sale and Purchase Working Party



Carole Daley

Gill Leonard

Max Mclean


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Forums

Te Mana Whenua Forum

Mayor John Tregidga (Chair) Deputy Mayor Toby Adams (Deputy Chair) Phillip Buckthought

Council Portfolios

Policy Mayor John Tregidga

Policy, RMA and Regulatory Cr Paul Milner

Property Cr Carole Daley

Water/Watewater/Stormwater Cr Ross Harris

Drainage Cr James Thorp

Roading Deputy Mayor Toby Adams

Community Facilities Cr Gill Leonard

Community Recreation (Sport) Cr Max McLean

Iwi Mayor John Tregidga

Solid Waste Cr Duncan Smeaton

Community Growth Deputy Mayor Toby Adams

Community Initiatives Cr Anne Marie Spicer

Civil Defence Cr Phillip Buckthought


of 1

Information Report


From: Group Manager - Community Services and Development


File reference:

Document: 2277108 Appendix A: 2277242

Portfolio holder: Councillor McLean (Community Recreation)


Subject: Final Community Facilities Funding Framework

Recommendation: THAT the report be received, and

Purpose This report is to present to the Community Services and Development Committee the final Waikato Region Community Facilities Funding Framework document.

Background At the 16 August 2017 Community Services and Development Committee meeting, staff presented the draft Waikato Region Community Facilities Funding Framework document, with the resulting resolution, THAT Council agree in principal with the details contained within the draft Community Facilities Funding Framework, and THAT staff provide feedback on the Community Facilities Funding Framework to be reported back to the Waikato Regional Council staff. The Committee’s feedback was send to Waikato Regional Council staff who were coordinating the regions Council’s responses. From this feedback the final version of the Waikato Region Community Facilities Funding Framework was developed, as attached to this report in appendix A. Steve Fabish Group Manager – Community Services and Development


Doc # 10384955 Endorsed by the Waikato Mayoral Forum, 11 September 2017 i

Community Facilities

Funding Framework Contents

Purpose of the Community Facilities Funding Framework ................................................... 2

Definitions ............................................................................................................................. 2

Scope of Community Facilities Funding Framework ............................................................. 2

3.1 What can be funded ...................................................................................................... 2

3.2 Who is eligible to apply for funding .............................................................................. 3

3.3 What will not be funded ............................................................................................... 3

Partnership approach ............................................................................................................ 3

Process to assess and decide on project proposals .............................................................. 4

5.1 Lodging a proposal ........................................................................................................ 4

5.2 Assessment ................................................................................................................... 4

5.3 Decision making ............................................................................................................ 5

5.4 Local, sub-regional and regional community facilities .................................................. 5

5.5 Quantum of local government funding ......................................................................... 6

5.6 Funding mechanisms..................................................................................................... 7

Review of the Community Facilities Funding Framework..................................................... 8


Doc # 10384955 Endorsed by the Waikato Mayoral Forum, 11 September 2017 2

Purpose of the Community Facilities Funding Framework

The purpose of the Community Facilities Funding Framework (“the Framework”) is to enable local authorities in the Waikato region to make collective, strategic investments in new community facilities so that communities benefit from these investments now and into the future by:

a. developing partnerships and leveraging funding from central government, community funders and other funders beyond local authorities;

b. supporting aligned delivery of facilities to broader communities than just those defined by local authority boundaries;

c. enabling a more financially robust delivery mechanism for local authorities in delivering community infrastructure;

d. ensuring community facilities receive support from each local authority commensurate with the level of benefit to each authority’s community now and into the future; and

e. identifying, analysing and funding sports, recreation, arts and culture facilities for the region on a prioritised basis over time using a robust funding framework.

The Framework therefore delivers on Waikato Plan action 1.5.1:

“1.5.1 Top priorities for regional facilities: Work with lead agencies to identify the most important sports, recreation, arts and culture investment opportunities for the region, and agree on a selection ranking and funding process to deliver these in a prioritised way”.

The Framework will also be a significant step towards meeting Key action 6 of the Waikato Plan “Encourage development of a nationally significant cycling and walking experience”.

Definitions

Community facilities - All community sports, recreation, arts and cultural facilities. Contributing local authorities - Those local authorities from which beneficiaries are drawn for a proposed community facility. Project provider - Any organisation or agency, public or private, developing a community facility within the Waikato region which is a legal entity with a track record that satisfies the contributing local authorities. Potential project providers include local authorities, iwi, central government, trusts, private organisations or a joint venture.

Scope of Community Facilities Funding Framework

3.1 What can be funded

Contributing local authorities will consider making capital and operational contributions to projects that have a viable business case to develop a new community facility that is located in the Waikato region where beneficiaries span more than one local authority boundary.



3.2 Who is eligible to apply for funding

Any project provider is eligible to have a proposal considered for funding provided funding is not excluded by clause 3.3.

3.3 What will not be funded

3.3.1 Significant adverse impacts

Where it is determined at the time of assessment that any project would have significant adverse impacts on economic, environmental, social or cultural outcomes, the project will not be eligible for funding, regardless of the positive impacts.

3.3.2 Retrospective funding

Retrospective funding will not be provided.

No project expenses or costs will be reimbursed that were incurred before an agreement on the terms and conditions on which funding support will be provided is agreed between the project provider and contributing local authorities. This includes repayment of debt.

Proposals may be made for components of projects that have begun where components can be isolated into stand-alone projects. The benefit of the project will be assessed on the basis of the scope included in the project proposal.

Partnership approach Partnerships with other funders will be sought for the construction and ongoing maintenance of community facilities covered under this Framework. This will help ensure aligned and strategic investments are made. It is expected that central government will contribute using this Framework to facilities owned and operated by government departments (including the Ministry of Education), national sporting bodies and so on. Other funders may include iwi, community trusts and private organisations. Project providers are encouraged to identify potential facilities to contributing local authorities early in the development process to enable aligned analysis, prioritisation, funding and delivery of facilities. Contributing local authorities will take a ‘no surprises’ approach with other contributing local authorities so that strategic and aligned debate and planning can occur. Contributing local authorities will work with project providers, any independent experts appointed by contributing local authorities and other potential funders through the development, assessment and implementation process. Contributing local authorities will decide on a case by case basis whether parties other than the proponent of the project and funding partners will be involved in the development, assessment and implementation process, determined by their material contribution to each project or their particular expertise.



Process to assess and decide on project proposals

5.1 Lodging a proposal 1. Project providers should work with all contributing local authorities to develop proposals to

ensure relevant information is provided to contributing local authorities for assessment.

2. A proposal may be lodged with the local authority in which the planned facility is located at any time and this local authority will call together all contributing local authorities to start the assessment process.

3. No proposal will be accepted without an accompanying viable business case supporting the proposal.

4. A proposal does not need to take a prescribed form but it must identify:

a. Location, purpose, scope and operational details;

b. Area of benefit;

c. Financial model to ensure long term sustainability;

d. Form of financial support sought;

e. Matters set out in clause 5.4; and

f. Matters set out in clause 5.5.

5. More information about a proposal may be sought by contributing local authorities to ensure a robust assessment can be made.

5.2 Assessment 1. Contributing local authorities will work collaboratively to assess project proposals.

2. Contributing local authority staff will administer the assessment process. The lead authority will be determined by contributing local authorities on a case by case basis. Staff will also undertake work as required to support assessment of proposals by any independent experts and recommendations by contributing local authorities.

3. Contributing local authorities will use clause 5.4 of the Framework to guide proportionality of

funding between contributing local authorities.

4. Contributing local authorities will use clause 5.5 of the Framework to guide the quantum of local government investment, if it is determined that investment is merited.

5. Independent expertise may be sought by contributing local authorities to help provide due diligence on a proposal. Contributing local authorities will determine how this expertise is sought on a case by case basis. Costs of contributing local authorities obtaining this advice will be negotiated with the project provider. Any independent experts will assess proposals against the Framework and make recommendations to contributing local authorities:

a. Whether to fund CAPEX and/or OPEX of the project;

b. How much the project should receive;

c. Comments about any ownership interest;

d. The type of funding (e.g. grant or loan); and



e. Conditions that should be attached to funding.

6. The collaborative group will seek to agree in principle on funding arrangements and make joint recommendations to each contributing local authority.

5.3 Decision making Local authorities will consider investing in facilities on a case-by-case basis. Investment in any

facility is at the discretion of each local authority.

Local authorities will make all final decisions on the funding of projects by individual Council resolution. This includes:

i. Whether the project(s) will be funded;

ii. How much each project will receive;

iii. Any ownership interest;

iv. The type of funding (e.g. grant or loan);

v. How funding will be raised by the local authority, eg. general, targeted or differential rates , UAGC, return on investment funds, loan; and

vi. Conditions attached to funding.

If a local authority decides to support a project with funding, it will issue a formal offer setting out the terms and conditions for funding to successful projects. This offer will include funding dates, milestones, accountability mechanisms, key performance indicators and evaluation requirements.

5.4 Local, sub-regional and regional community facilities

1. The decision about whether a facility is local, sub-regional or regional will be determined by evidence of how benefit accrues to the community.

2. Where beneficiaries of a community facility would be drawn from the community of one local authority, funding of the facility would fall outside the scope of this Framework.

3. Where beneficiaries of a community facility would be drawn from the communities of more than one territorial authority but not all, a facility will be considered as a sub-regional facility. Contributing local authorities will be expected to provide funding. Benefit, and therefore proportional funding from contributing local authorities, will be determined by considering: i. where potential beneficiaries are located;

ii. population in close proximity to facility; and

iii. broader economic and strategic considerations.

4. For a community facility to be considered regional, the facility needs to:

i. be part of a national programme and accompanied by central government funding; and/or

ii. have potential beneficiaries drawn from the majority of territorial authorities; and/or

iii. provide significant benefit to the regional community.



Waikato Regional Council will be expected to provide funding towards a regional facility. Benefit, and therefore the funding model used by the regional council and any other contributing local authorities, will be determined by considering:

i. where potential beneficiaries are located;

ii. population in close proximity to facility; and

iii. broader economic and strategic considerations.

5.5 Quantum of local government funding

In determining the total quantum of local government funding for any project and proportionality of funding between contributing local authorities, contributing local authorities will consider the criteria set out below. Each criterion will be weighted to reflect contributing local authorities’ priorities on a case by case basis. Criteria

i. Strategic alignment – sub-regional, regional and national: a. the extent to which the project is aligned with strategic sub-regional, regional

and/or national direction1;

b. the extent to which the project complements the vision of other organisations in the sub-region and/or region; and

c. the extent to which the project aligns with the users’ needs;

ii. Projected needs of the community within the core catchment area, now and into the future;

iii. Extent and type of community benefit for each contributing local authority, now and into the future;

iv. The priority of the facility, relative to other community facilities;

v. Return on capital and operational investment;

vi. Level of risk;

vii. Potential for operational and/or capital partnerships between multiple stakeholders;

viii. Level of funding from other funders, including other contributing local authorities;

ix. Ownership mechanisms;

x. The intended life of the facility;

xi. Optimisation of the facility network;

xii. Operational sustainability;

1 As provided through relevant documents including, but not limited to, the Waikato Plan, Waikato Regional Sports Facilities Plan, Waikato Regional Creative Facilities and the regional cycle trail network business case.



xiii. The extent to which the project provider demonstrates the capacity and capability to undertake the project;

xiv. The extent to which the project is inter-dependent with other projects;

xv. The consequence of not funding the project; and

xvi. The relative priority of the facility when considered alongside other council works and services.

5.6 Funding mechanisms

Contributing local authorities may fund community facilities through different mechanisms. Once the characteristics of the facility and the needs of a project provider are known, a decision will be made on the funding mechanism(s). All parties will need to agree on the mechanism(s).

In general terms, there are four mechanisms that contributing local authorities may use:

i. Grant – a direct grant by the contributing local authorities to the project provider, which may have conditions attached;

ii. Loan – a loan by the contributing local authorities to the project provider, which is to be repaid at some specified, future date, with an interest rate specified by the contributing local authorities;

iii. Equity – an equity investment in the project by contributing local authorities on condition of sufficient capital expenditure committed to the project and a satisfactory business plan and risk assessment and suitable governance arrangements; and

iv. Underwrite – a direct grant by contributing local authorities to the project provider that will only be drawn upon in full or in part if necessary to meet agreed financial obligations.

More than one mechanism may be used to fund any particular project and the choice and conditions will reflect:

i. the risk for contributing local authorities associated with the project;

ii. the ownership model of the facility; and

iii. the level of community benefit.



Review of the Community Facilities Funding Framework

The Framework will be reviewed at the start of each triennium. The operational component of the Framework will be reviewed annually.

The purpose of the three yearly review is to evaluate the efficiency and effectiveness of the Framework, funding process and funding decisions made. The review will include, but not be limited to the following matters:

i. the extent to which the Framework has been equitable for contributing local authorities;

ii. the extent to which the Framework enabled contributing local authorities to work together to fund facilities;

iii. the extent to which funding has improved community outcomes;

iv. the extent to which the Framework has assisted parties to undertake projects that have benefited the community; and

v. how successful the Framework has been in attracting additional investment to facilities funding in the region.

The annual review of the operational component of the Framework will include, but not be limited to, the following matters:

i. ensuring core catchment areas (now and into the future) and contributing local authorities can be identified;

ii. ensuring criteria are useful to assess the benefits and impacts of projects;

iii. ensuring there is fairness in the assessment process across eligible projects;

iv. ensuring contributing local authorities are able to clearly and easily identify projects that provide the greatest value in respect to the Framework criteria; and

v. ensuring the process is not so difficult that opportunities provided by the Framework are not taken up by project providers or local authorities.


of 2

Information Report


From: Property Manager

Date: Tuesday, 22 August 2017


Portfolio holder: Councillor Carole Daley


Subject: Proposed new leases and current lease renewals

Recommendation: THAT the report be received.

Purpose

This report is to update Council on a number of leases and licences that have or are about to expire and the recommended process staff will be following to put new agreements in place.

Background

Staff have identified a number of leases and licences on Council owned or managed land that have expired or are due to expire soon, as well as leases/ licences due for renewal.

Lease/licence types vary from grazing leases, reserve licence to occupy, and business leases.

The greatest number of leases to be tendered falls within the Waihi ward, with smaller numbers in Paeroa and the Plains ward.

Content

Grazing Leases

A number of grazing leases have or are about to expire. Staff have notified all lease holders affected, of Council’s intention to tender out the lease. Staff will advertise the tender in the local paper and on Council’s website for the following leases: Who Where Size Use T. Addisson Waihi Cemetery undeveloped area 5,000m2 Grazing

McHardy Tauranga Road Recreation Reserve 4.5 ha Grazing

Mullan Tauranga Road Recreation Reserve 11 ha Grazing

R. Siddens Primrose Hill Recreation Reserve 3.6 ha Grazing

Spreeuwenberg Abbatoir Road, Turua 4.4 ha Grazing

Vale Green Services Frankton Road, Waihi 11.4 ha Grazing


of 2

From the tenders offers received, staff in consultation with the Property Portfolio Holder, will review the tenders, with a subsequent report coming to Council to finalise any new lease agreement. Ngatea Service Centre Council’s Property Manager met with tenants at Ngatea Service Centre and informed them of Council’s current study of the future options for the Ngatea library services and potential impact on the future of the building. A number of the business occupation leases are expired but a formal month to month arrangement will be entered into until such time as the future of the building is determined. The current businesses operating in the building are

1. Hoogeveen 2. Legal Insight 3. Dale Speedy 4. Kym Summers 5. Joanne Vickers

Ngati Koi Recreation Reserve The current grazing lease with OceanaGold Waihi has expired and has been so for a number of years. A grazing agreement has been in operation on a month-to-month basis until such time as the land ownership matter has been finalised through the Hauraki Collective Treaty Settlement. Once this is completed the new Co-governance entity will be responsible any new leases or licences on the reserve. Sports Clubs and Community Groups Numerous sports clubs and community groups were advised that they are due to take up a new lease/ licence with Council. Staff have received return correspondence from the groups requesting new lease documents. These include,

1. Hauraki Plains Junior Soccer & Athletics 2. Kerepehi Bowling Club 3. Ngatea Touch Rugby 4. Paeroa Croquet Club 5. Paeroa Soccer Club 6. Whiritoa Community Library (WEMCO) 7. Hauraki Golf Club – Grazing lease 8. Paeroa Netball 9. Thames Valley Hockey

Council has indicated that they wish to review the conditions and fees for sports and community groups to provide some consistency and fairness throughout the District. Staff will work with Council over the next couple of months, through the reserve management process, to finalise these policies before putting new leases/ licences in place. Dennis Lees Property Manager


Council 27 September 2017

PUBLIC EXCLUDED SECTION (In Committee)


a g e n d a - hauraki district · council minutes - 30-08-17 doc. ref: 2271997 draft alcohol...

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