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Supplementary Information

2018-2028 Long Term Plan

Council Meeting

30 January 2018

One Page Summaries

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2018-2028 Long Term Plan Council Meeting - One Page Summaries

One Page Summaries

Community and Services (CAS) Community Partnerships ● Governance ● Iwi maori participation ● Planning and Reporting

1) Clean Heat Incentives ...................................................................................... 11 2) Community Partnerships................................................................................. 13 3) Formal Education ............................................................................................ 15 4) Regional Communications .............................................................................. 17 5) Road Safety ..................................................................................................... 19 6) Stock Effluent Facilities Development ............................................................ 21 7) Waikato Waste & Resource Strategy .............................................................. 23 8) Business Sustainability .................................................................................... 25 9) Electoral Processes .......................................................................................... 27 10) Governance ..................................................................................................... 29 11) Hauraki Gulf Forum ......................................................................................... 31 12) Meeting Support ............................................................................................. 33 13) Legal Advice to Council ................................................................................... 35 14) Co-Management ............................................................................................. 37 15) Internal Development Iwi ............................................................................... 39 16) Iwi Capacity and Support ................................................................................ 41 17) Maatauranga Maori ........................................................................................ 43 18) Representation Iwi .......................................................................................... 45 19) LTP/Annual Plan Production Planning ............................................................ 47 20) Annual Report Production Planning ................................................................ 49 21) Regional Services Fund .................................................................................... 51 Regional Hazards and Emergency Response (EM) WRC Emergency Response ● Resilient Development

1) Coastal Hazards ...............................................................................................55 2) Flood Warning Management ..........................................................................57 3) Flood Warning Network ..................................................................................59 4) Hazardous Substances Management ..............................................................61 5) High Flow Management ..................................................................................63 6) Information and Advice ...................................................................................65 7) Marine Oil Spills ...............................................................................................67 8) Other Hazards ..................................................................................................69 9) Planning & Strategy .........................................................................................71 10) River Flood Hazard .........................................................................................73 11) River Flood Risk Management Hazard ..........................................................75 12) WRC Support to CDEM ..................................................................................77

One Page Summaries

Civil Defence Emergency Management (CDEM) 1) GEMO & GECC Management ..........................................................................81 2) GEMO BAU ......................................................................................................83 3) CDEM Projects .................................................................................................85 4) Recovery ..........................................................................................................87 5) WLUG ...............................................................................................................89 6) Local Coordinator - WDC .................................................................................91 7) Local Coordinator - HCC ..................................................................................93 8) MCDEM Project Funding .................................................................................95

Flood Protection and Control Works (FPC) Flood protection ● Land drainage ● River management

1) Flood protection (regional) ............................................................................ 99 2) Flood protection and control projects ........................................................... 101 3) Zone funding and interest (regional) ............................................................ 103 4) Drainage (regional) ........................................................................................ 105 5) River management (regional) ....................................................................... 107 6) Lake Taupo Foreshore .................................................................................... 109

Integrated Catchment Management (ICM) Biodiversity ● Biosecurity ● Catchment management & planning ● Land management advisory services

1) Biodiversity Partnership/Coordination ......................................................... 113 2) Lake Level Setting .......................................................................................... 115 3) Environmental Initiatives Fund ..................................................................... 117 4) Small Lake Restoration/Waipa ...................................................................... 119 5) Natural Heritage ............................................................................................ 121 6) Regional Priority Biodiversity Sites ................................................................ 123 7) Regional Priority Possum Control .................................................................. 125 8) Animal Pests .................................................................................................. 127 9) Plant Pests ..................................................................................................... 129 10) CM Animal Pest Control ................................................................................ 131 11) RPMS Review ................................................................................................. 133 12) Catchment oversight (regional) ..................................................................... 135 13) Catchment maintenance (regional) .............................................................. 137 14) Catchment new works (regional) .................................................................. 139 15) River Catchment Policy Planning ................................................................... 141 16) CMA - Works & Services ................................................................................ 143 17) CMA - Consents and works ........................................................................... 145 18) CMA - Harbour & Catchment Planning ......................................................... 147 19) Information and advice (regional) ................................................................. 149 20) West Coast Harbour & Catchment Planning ................................................. 151 21) Hill Country Erosion ....................................................................................... 153 22) Integrated catchment management projects ............................................... 155

One Page Summaries

23) Kaiaua Working Group .................................................................................. 157 24) Healthy Farms Healthy Rivers (ICM) ............................................................. 159 25) Agricultural Extension ................................................................................... 161 26) Healthy Rivers Catchment Profiles ................................................................ 163 27) Healthy Rivers Implementation EFS .............................................................. 165 28) EW Sites / Scheme Land ................................................................................ 167 Public Transport (PT) 1) Passenger Transport - Services/Admin .......................................................... 171 2) Total Mobility-Services/Admin....................................................................... 173

Resource Use (RUD) Consent processing & compliance monitoring ● Investigations & incident response ● Maritime services

1) Lake Taupo Implementation ......................................................................... 177 2) Consent Fee Waivers ..................................................................................... 179 3) Resource Consent Processing ....................................................................... 181 4) Compliance Monitoring ................................................................................. 183 5) Permitted Activity Monitoring ....................................................................... 185 6) Appeals .......................................................................................................... 187 7) General Information and Advice ................................................................... 189 8) RUD Fixed Charges ........................................................................................ 191 9) Healthy Rivers BAU ........................................................................................ 193 10) Dam Safety .................................................................................................... 195 11) Partnership Initiatives ................................................................................... 197 12) Investigation .................................................................................................. 199 13) Incident Response ......................................................................................... 201 14) Maritime Services .......................................................................................... 203

Science and Strategy (SAS) Environmental monitoring ● Environmental science & information ● Integration and infrastructure ● Regional strategy & development ● Resource management policy ● Social & economic information

1) EM Flow Regimes SW & GW ......................................................................... 207 2) EM Groundwater Quality .............................................................................. 209 3) EM Lakes/Streams Quality & Fish ................................................................. 211 4) EM Lakes Quality ........................................................................................... 213 5) HRWO Plan Effectiveness and Monitoring .................................................... 215 6) Air Quality Monitoring Investigations ........................................................... 217 7) Manage the Marine Area .............................................................................. 219 8) Shoreline change & impact ........................................................................... 221 9) Coastal Water Quality ................................................................................... 223 10) Healthy Coastal Marine Area ........................................................................ 225 11) Water Allocation Plan Imp ............................................................................ 227

One Page Summaries

12) Hydrological Regime low/flood ..................................................................... 229 13) River & Stream Water Quality ....................................................................... 231 14) Lake Invest/New Monitoring Methods ......................................................... 233 15) Groundwater Quality Invest Targets ............................................................. 235 16) Lake Taupo SW GW Water Quality ............................................................... 327 17) Geothermal Underground Resource ............................................................. 239 18) Geothermal Mon/Investigations ................................................................... 241 19) Land and Soil Risks and Priorities .................................................................. 243 20) Land and Soil Management Solutions ........................................................... 245 21) Soil Strategy ................................................................................................... 247 22) Pressure Analysis ........................................................................................... 249 23) Biologicial Health of Estuaries ....................................................................... 251 24) Manage priority habitats ............................................................................... 251 25) Stream & River Ecological Health .................................................................. 253 26) Fish and Fisheries Monitoring ....................................................................... 255 27) Contaminated Land Project ........................................................................... 257 28) Diffuse Contamination .................................................................................. 259 29) Land and Water Portfolio .............................................................................. 261 30) Statutory Promotions .................................................................................... 265 31) RPS 2G Review ............................................................................................... 267 32) Growth Management .................................................................................... 269 33) UNISA ............................................................................................................. 271 34) Library ............................................................................................................ 273 35) LIBS ................................................................................................................ 275 36) Submissions Coordination and Writing ......................................................... 277 37) Regional Passenger Transport Plan ............................................................... 279 38) Regional Land Transport Plan (RLTP) ............................................................ 281 39) Regional Rail Transport ................................................................................. 283 40) Regional Stock Effluent Strategy ................................................................... 285 41) Transport Policy Implementation ................................................................. 287 42) Transport Choices .......................................................................................... 289 43) North Waikato PT PBC ................................................................................... 291 44) WISE/WRTM Integration ............................................................................... 293 45) Road Safety Strategy ..................................................................................... 295 46) Regional Electric Vehicle Strategy ................................................................. 297 47) Regional Transport Resilience Strategy ......................................................... 299 48) Advocacy/Policy Development ..................................................................... 301 49) Central Government Advocacy ..................................................................... 303 50) Forestry Industry Liaison Forum ................................................................... 305 51) Indicator Co-ordination - SOE & COs ............................................................. 307 52) Waikato Futures ............................................................................................ 309 53) Strategic Development .................................................................................. 311 54) Waikato Spatial Plan ...................................................................................... 313 55) Waikato Means Business ............................................................................... 315 56) UoW Freshwater Institute ............................................................................. 317 57) Regional Development Fund ......................................................................... 319

One Page Summaries

58) Marine Spatial Planning ................................................................................ 321 59) Coastal Planning ............................................................................................ 323 60) Aquaculture ................................................................................................... 325 61) Policy Effectiveness ....................................................................................... 327 62) Business Planning and Compliance ............................................................... 329 63) Plan Reviews .................................................................................................. 331 64) Healthy Rivers Plan for Change ..................................................................... 333 65) Private Plan Changes ..................................................................................... 335 66) Hauraki Catchment Plan Change 2 ................................................................ 337 67) SS Policy Implementation .............................................................................. 339 68) Mangroves Plan Review ................................................................................ 341 69) Stakeholder Coordination ............................................................................. 343 70) Citizen Research and Engagement ................................................................ 345 71) Economic information and advice ................................................................. 347 72) Requests for Input into Policy and Strategy .................................................. 349 73) Freshwater EcoSystems Services .................................................................. 351 74) Economic Instruments ................................................................................... 353 75) Cycling Centre of Excellence ......................................................................... 355 Corporate Services (CSS) One Page Summaries Business Excellence & PMO ● Communications ● Corporate Sustainability ● Customer Engagement ● Finance ● Information Services ● Internal Audit & Risk ● People & Capability ● Property & Facilities ● Spatial Information

1) Corporate Planning & Development ............................................................. 359 2) Project Management Framework ................................................................. 361 3) Business Excellence ....................................................................................... 363 4) Internal & Corporate Communications ......................................................... 365 5) Corporate Sustainability ................................................................................ 367 6) Customer Services ......................................................................................... 369 7) Treasury ......................................................................................................... 371 8) Financial/Rates .............................................................................................. 373 9) FIN - Finance Office ....................................................................................... 375 10) FIN - Financial Services .................................................................................. 377 11) Corporate Info System Replacement ............................................................ 379 12) Legacy Digitisation ......................................................................................... 381 13) CS - Information Services .............................................................................. 383 14) Internal Audit & Risk ..................................................................................... 385 15) CS - Human Resources ................................................................................... 387 16) Property and facilities (total) ........................................................................ 389 17) Vehicles ......................................................................................................... 391 18) Spatial Information ........................................................................................ 393

Council Controlled Organisations (COO) One Page Summaries 1) Lake Taupo Protection Trust ......................................................................... 397 2) LASS Administration & Management ............................................................ 399 3) Regional Software Holdings Ltd .................................................................... 402

One Page Summaries

Community and Services

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The national environmental standard for air quality (NESAQ) places a responsibility on council to monitor air sheds which are likely to exceed the required standards. To support the implementation of this national standard, the Waikato Regional Council has developed an Air Quality Strategy. This strategy outlines various mechanisms to support improved air quality across the region, this includes financial incentives to reduce the barriers households face in converting to clean heating. This project allows for the allocation of funds to support clean heat conversions in non-complying air sheds. This benefits the communities within these air sheds by improving air quality which lowers health risks.

This project aims to reduce PM10 pollution in non-complying air sheds in order to meet the NESAQ. Improvements to air quality will result in increased community well-being and health outcomes (including longer life expectancy) and economic productivity

Number of non-compliant heating appliances replaced with national environmental standard compliant clean heat appliances. Targets 33 replacements per year.

A1010 Clean Heat Incentives

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Budget / Project Outline - LoS / LTP Requirements

Benefits / Success Measures

Objectives (what is it trying to achieve?)

Background (what is it and why do we need to do it?)

N/ABusiness Case Reference

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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionSelectSelect

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $216,090.11 $174,102.79 $184,181.79 ($10,079.00) $183,681.79 $184,112.79Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $216,090.11 $174,102.79 $184,181.79 ($10,079.00) $183,681.79 $184,112.79

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $4,744.49 $0.00 $2,900.79 ($2,900.79) $2,900.79 $2,900.79Direct Costs $169,601.03 $170,830.00 $170,930.00 ($100.00) $170,930.00 $170,920.00Allocated Costs $5,632.24 $3,272.79 $10,351.00 ($7,078.21) $9,851.00 $10,292.00Total Expenditure $179,977.76 $174,102.79 $184,181.79 ($10,079.00) $183,681.79 $184,112.79

Healthy Environment Strong Economy Vibrant CommunitiesOutcomes Alignment 25% 0% 75%

10%90%

No significant variance.

Estimate of Mandated Portion of SpendEstimate of Non-Mandated Portion of Spend

Commentary on Financial Variance


Financials

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Priorities AlignmentSupport communities to take action on agreed outcomesForge and strengthen partnerships to achieve positive outcomes for the regionSelect

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We support the organisation to identify, forge and nurture Partnerships’ that lead to collaborative projects at a strategic level. We ensure that the time spent developing and nurturing partnerships adds value to the priority areas identified in our Strategic Direction 2016-2019, these include positively influencing land use, managing freshwater effectively, increasing our communities understanding of risk and resilience, enhancing the value of the region’s coast and marine areas and shaping the development of the region so it supports our quality of life. Additionally, this activity includes the provision of guidelines, processes, tools and training for staff to support effective stakeholder relationships.

We support the community to achieve what’s important to them by providing information, skills, funding and connections with other agencies to allow collaboration. We are focused on creating clarity and transparency of our partnerships and key objectives so that the organisation is best placed to identify emerging opportunities and be responsive to leverage new revenue streams. We promote, celebrate and nurture our external and internal links effectively in order to reach common objectives with our partners. We have clear communication channels so our partners feel valued and understood and have the clarity they need to work effectively with us.

A total of 90% of stakeholders are satisfied with Waikato Regional Council’s overall performance – up from 52% in 2013. This is in large part due to the effort of the council to strengthen relationships with iwi partners and stakeholders and to work together to achieve shared outcomes. This is measured through an annual survey. Other measures include the number of new initiatives undertaken with stakeholders/partners, as well as the level of new funding received by council.

P1220 Community Partnerships

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 152,029 369,357 610,915 (241,558) 594,562 618,919Targeted Rates 0 0 0 0 0 0Fees & Charges 4,348 50,000 10,000 40,000 10,000 10,000Total Income 156,377 419,357 620,915 (201,558) 604,562 628,919

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 13,756 102,556 138,284 (35,728) 138,284 138,284Direct Costs 96,539 117,700 137,700 (20,000) 137,700 137,700Allocated Costs 34,221 205,102 344,931 (139,829) 328,578 352,934Total Expenditure 144,517 425,357 620,915 (195,558) 604,562 628,919


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Financials

No significant variances



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Doc # 11273722Business Case Reference

This activity provides Environmental Education to support school communities. Regional co-ordination of the Enviroschools programme is included in this activity and approximately 45% of schools within the Waikato region take part in this programme which focuses on sustainable resource use providing education and awareness within schools on topics such as waste minimisation, water quality, biodiversity and riparian planting. Council has an important role of coordinating regional activities, working collaboratively with the region’s other local authorities supported by local facilitators. The programme has the advantage of being able to branch into communities and homes across the region by engaging directly with young people. In doing this, the programme is able to support the implementation of council’s strategic goals by educating on issues such as soil erosion, water quality and waste minimisation.

To increase students connection to their community and motivation to contribute constructively and meaningfully to addressing environmental issues. To develop sustainable communities through enhancing biodiversity, water quality, waste practices, energy efficiency and sustainable use of transport choices in schools and communities. To provide a context for students to be empowered to participate in genuine decision making about issues that are relevant to them. To honour and learn from the local Maori traditions and knowledge of the environment which will encourage an understanding and respect for cultural diversity. The Enviroschools programme relates directly to the implementation methods outlined in the Regional Policy Statement for issues including but not limited to, waste management (see Policy One, page 106, method 7) and biodiversity (see Policy One, page 126, method 1).

Internal measures - The number of schools applying for Enviroschools awards will be sustained at the current (baseline) level. (15 schools). At least 30% of schools and students engaged and participating in community projects. At least 10 schools have been engaged in the rivers and us unit.

P1231 Formal Education

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 264,828 259,431 541,844 (282,413) 840,033 868,434Targeted Rates 0 0 0 0 0 0Fees & Charges 124,895 130,000 140,000 (10,000) 150,000 160,000Total Income 389,723 389,431 681,844 (292,413) 990,033 1,028,434

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 83,410 65,266 104,937 (39,671) 166,749 166,749Direct Costs 240,558 196,420 324,210 (127,790) 434,230 444,190Allocated Costs 134,017 127,746 252,697 (124,951) 389,054 417,495Total Expenditure 457,985 389,431 681,844 (292,413) 990,033 1,028,434


0%100%


Financials

The increase of $125,000 in direct costs in year 1 is as a result of the proposed Environmental Education for Sustainability business case. This funding will be used as follows: Build our regional programme of events and activities for secondary schools and youth sector. Build community engagement in environmental education activities and Increase the current capacity of the Enviroschools programme.The Business case requests additional funding in year 2 ($100k) to provide seed funding for projects, train teachers, youth and community leaders and contract local community facilitators.



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Other DriversTo meet corporate plan objectivesRequired legislativelySelect

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Priorities AlignmentSupport communities to take action on agreed outcomesForge and strengthen partnerships to achieve positive outcomes for the regionIncrease communities understanding of risks and resilience to change

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This budget supports some of the communications work that is carried out to tell our council's stories and increase participation rates in our programmes, conversations and consolation processes. It specifically covers direct costs for:• Fieldays and other events• media and reputation management• region-wide communications.

• Continue to raise awareness of Waikato Regional Council and the work it does, increasing the perceived value of the council amongst people who live, work, learn and play in the Waikato region.• Connect our people and projects with relevant Waikato communities, empowering people in those communities to get involved in what’s important to them.• Actively identify and manage reputational risks.

• People know and value Waikato Regional Council, its direction and the work it does.• People can easily access our data and information.• A high proportion of positive stories, and stories that carry our messages, appear across relevant media channels.• Increase in the number of people who:• Use the services we provide• Participate in the programmes, conversations and consultation processes we run on the issues that are important to them• Are ready to consider behaviour change• Adopt the behaviours we promote• Know and comply with our regulations.

P1241 Regional Communications

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 523,385 752,977 253,620 499,357 253,388 253,286Targeted Rates 0 0 0 0 0 0Fees & Charges 0 0 0 0 0 0Total Income 523,385 752,977 253,620 499,357 253,388 253,286

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 113,515 185,629 0 185,629 0 0Direct Costs 259,575 194,520 249,010 (54,490) 249,010 249,010Allocated Costs 170,345 372,828 4,610 368,218 4,378 4,276Total Expenditure 543,435 752,977 253,620 499,357 253,388 253,286


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Financials

Additional direct cost funding is requested in line with the larger scale of the Fieldays activities.



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The road safety implementation work stream covers the strategic planning and implementation of a range of regional road safety interventions in accordance with regional and national policy directives. This work stream focuses on the road safety component of the strategic approach which recognises that improving the safety and security of the transport system and its users is central to achieving the region's transport vision. The road safety work stream is principally concerned with the safety and wellbeing of the regional community and all users of the transport network. Some of the specific include campaigns targeting key safety challenges outlined in the regional strategy and delivery of an education programme for young road users in the pre and primary school age group.

The long term vision for road safety in the region is 'working together towards zero deaths and serious injuries on Waikato's roads'. Within the Waikato, stakeholders have examined the particular strengths and weaknesses of the regional system to identify what interventions are required to make it safer. As a result of this work a comprehensive action plan of inter-related programmes has been developed. This includes infrastructure improvements, public education campaigns, process improvements, collaborative funding, enforcement operations and the lobbying to central government for changes to legislation that has the potential to save lives.

Successful delivery of the road safety education and campaigning programme as agreed by NZTA.

T1601 Road Safety

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 480,758 552,941 624,685 (71,744) 587,864 623,991Targeted Rates 0 0 0 0 0 0Fees & Charges 379,325 400,542 522,750 (122,208) 535,500 535,500Total Income 860,083 953,484 1,147,435 (193,951) 1,123,364 1,159,491

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 131,737 174,439 205,387 (30,948) 205,387 205,387Direct Costs 429,301 432,260 435,850 (3,590) 435,920 435,793Allocated Costs 189,143 346,785 506,198 (159,413) 482,057 518,311Total Expenditure 750,182 953,484 1,147,435 (193,951) 1,123,364 1,159,491


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Financials

No significant variance



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Doc#11278635Business Case Reference

Action 17 of the Regional Stock Truck Effluent Strategy state that "WRC are to investigate and recommend an appropriate method for the fair allocation of construction and operation costs of agreed in-transit disposal facilities, including those privately operated but made available for general use 24/7, seven days a week". As a result, Council rates regionally for construction and maintenance of a network of stock truck effluent disposal facilities. This activity supports the new purpose of local government as set out in the LGA 2002 by meeting the current and future needs of communities for good-quality local infrastructure and local public services in a way that is most cost-effective for households and businesses.

Stock truck effluent spillage onto Waikato roads has been viewed for many years as an issue which needs to be addressed because of the adverse effects it has on the natural environment, public health, road safety, road quality and the amenity of other road users. This project seeks to achieve the policies and actions in the Regional Stock Truck Effluent Strategy which has an overall vision to work toward zero discharge of stock effluent from trucks on to Waikato roads by 2020. The construction of in-transit facilities is one method, of many in the Strategy, to reduce spillages. The construction of the sites ensures quality infrastructure placed in optimal locations to provide for community safety.

Completion of construction of the 10 stock truck effluent disposal sites in the region over the next 10 years as per scheduled.

T3011 & T3021 Stock Effluent Facilities Development

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $222,224.08 $263,561.39 $400,246.39 -$136,685.00 $417,269.26 $446,513.26Targeted Rates $62,197.07 $69,710.42 $114,508.57 -$44,798.15 $134,467.66 $149,397.49Fees & Charges $11,933.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $296,354.15 $333,271.81 $514,754.96 -$181,483.15 $551,736.92 $595,910.76

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $60,232.10 $57,968.98 $87,206.43 -$29,237.45 $87,206.43 $87,206.43Direct Costs $44,311.72 $157,030.00 $303,540.00 -$146,510.00 $348,540.00 $378,530.00Allocated Costs $88,637.14 $118,272.83 $202,341.94 -$84,069.10 $194,323.90 $208,507.73Total Expenditure $193,180.96 $333,271.81 $593,088.36 -$259,816.55 $630,070.32 $674,244.16


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Financials

The increase in direct costs is in line with the Stock Truck Effluent Business case whereby two sites per year ($80k per site)are to be built from year 1 onwards. This cost represents the WRC contribution to the sites as well as the ongoing maintenance costs. These costs are partially offset by way of the Stock Truck Effluent reserve ($78k per year)



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The New Zealand Waste Strategy (2010) states that regional councils have an important coordination role to play in assisting territorial authorities with the development of Waste Management and Minimisation Plans. The Council's responsibilities under the Resource Management Act include achieving integrated management of the Region’s natural and physical resources and to regulate discharge of contaminants into the environment. The Waikato Waste and Resource Efficiency Strategy 2012-15 was developed in partnership with key stakeholders and outlines six areas of focus:• To improve waste data and information• Review regulatory environment governing waste• Reducing the harmful impacts of waste• Increase resource efficiency and beneficial reuse• Stimulate research and innovation• Foster partnerships, collaboration and funding In facilitating regional activity, the council improves efficiencies for the region through reducing duplication of activities and improves the region's ability to gain central government funding for activities. This in turn provides a public benefit for households and businesses throughout the region.

The vision and goals of the Waikato Waste and Resource Efficiency Strategy 2015- 18 will be achieved through six key focus areas developed in collaboration with key industry, community and local government partners. The focus areas include A: Improve waste data and information management B: Review regulatory environment governing waste C: Reduce the harmful impacts of waste D: Increase resource efficiency and beneficial reuse E: Stimulate research and innovation F: Foster partnerships, collaboration and funding Each of these focus areas is critical for the identification, prioritisation and development of waste to resource opportunities in the region. These initiatives have been prioritised. These goals will be reviewed and adjusted based a review and updated Strategy for 2018-21.

Internal measures 1) At least two collaborative initiatives in the region are identified and supported working with partners such as TAs, industry, community, Auckland Council, and BOPRC and other regional councils, which may include applications to the National Waste Minimisation Fund (an estimated $20 million/yr. 2) The Waikato / Bay of Plenty Waste Liaison Group will meet at least twice a year 3) As required, WRC will make submissions on behalf of the region on central government policy programmes related to waste and will, wherever possible, seek input from territorial authorities.

W1201 Waikato Waste & Resource Strategy

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 418,304 320,385 420,396 (100,011) 411,880 424,367Targeted Rates 0 0 0 0 0 0Fees & Charges 64,451 0 50,000 (50,000) 50,000 50,000Total Income 482,755 320,385 470,396 (150,011) 461,880 474,367

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 92,616 55,921 71,195 (15,274) 71,195 71,195Direct Costs 210,818 150,390 219,690 (69,300) 219,690 219,680Allocated Costs 135,391 114,074 179,511 (65,437) 171,610 183,433Total Expenditure 438,826 320,385 470,396 (150,011) 462,495 474,308


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The increase in direct costs is driven by increased contracted services ($50k) for LTA funded projects. This is offset by LTA revenue and is in line with 16/17.




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Background (what is it and why do we need to do it?)The New Zealand Waste Strategy (2010) states that regional councils have an important coordination role to play in assisting territorial authorities with the development of Waste Management and Minimisation Plans. The Council's responsibilities under the Resource Management Act include achieving integrated management of the Region’s natural and physical resources. The Waikato Waste and Resource Efficiency Strategy 2012-15 was developed in partnership with key stakeholders and one of the focus areas of this strategy is to work on a region wide basis with businesses in key industry areas to identify resource efficiency opportunities with regards to issues such as energy efficiency, materials and water use. In facilitating regional activity, the council improves regional efficiencies by reducing duplication of activities and improves the region's ability to gain central government funding for activities. Resource efficiency emphasises using less resources and in doing so producing less waste. There are also economic benefits to companies who engage in using less by operating more efficiently which reduces their costs. The key sectors identified include dairy, forestry, aqua culture, energy and mining.

This work delivers on Focus area D: Resource efficiency and beneficial reuse in council's Waste and Resource Efficiency Strategy 2012-15. To facilitate a shift towards more resource efficient, less carbon intensive business models. To help businesses value resources more highly, shift their perception of 'waste' from something to be thrown 'away' to that of an unused resource. To develop a regional efficiency plan focused on key established and emerging sectors in the region.

Internal measures: Development of a regional efficiency plan. Development of partnerships with key industry sectors. Businesses attending sustainability related workshops and providing positive feedback on these. Supporting programmes including the Natural Step, Ecosmart Business programme and other relevant business programmes to develop a stronger presence in the region and to provide greater support to businesses on the path to sustainable practice. Collaborating with business associations including SBN, the Chamber of Commerce to reach greater numbers of businesses. LTP measure Number of collaborative initiatives focussed on high priority waste and resource efficiency issues Targets 2012/13 - 2 2013/14 - 2 2014/15 - 2 2015-22 - 2

W1404 Business Sustainability

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 149,688 176,983 174,216 2,767 174,595 177,511Targeted Rates 0 0 0 0 0 0Fees & Charges 0 10,000 0 10,000 0 0Total Income 149,688 186,983 174,216 12,767 174,595 177,511

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 149,688 176,983 174,216 2,767 174,595 177,511Direct Costs 0 0 0 0 0 0Allocated Costs 0 10,000 0 10,000 0 0Total Expenditure 149,688 186,983 174,216 12,767 174,595 177,511


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Council is required by legislation to conduct triennial elections and undertake various supporting statutory electoral processes in accordance with the Local Electoral Act 2001.

Council's governance body is elected by the prescribed process, by an authorised method of voting and in accordance with the representation arrangements approved.

Improved public confidence in, and understanding of local electoral processes is fundamental to healthy local democracy.

P1003 Electoral Processes

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 23,232 27,849 21,795 6,054 26,502 18,406Direct Costs 405,141 44,900 7,100 37,800 402,210 7,100Allocated Costs 40,420 31,691 33,080 (1,389) 43,832 33,491Total Expenditure 468,792 104,440 61,975 42,465 472,544 58,997


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No significant variance. The funding for the cost of the three yearly election cycle is smoothed through reserves.




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Council is responsible for governance of the Waikato region including developing and adopting council policy, monitoring the performance of council against its objectives and policies and managing the council's resources.

Council is expected to govern in accordance with the principles set out in s39 of the Local Government Act 2002. These principles require councils to make decisions in such a way that their communities can see and understand both the decisions and the roles played by those involved; and treat all participants in the process with respect and professionalism.

Council processes are run correctly and decision making processes are robust and transparent.

P1004 Governance

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 1,986,524 2,231,427 2,172,427 59,000 2,173,274 2,193,584Targeted Rates 0 0 0 0 0 0Fees & Charges 5,409 0 0 0 0 0Total Income 1,991,933 2,231,427 2,172,427 59,000 2,173,274 2,193,584

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 214,922 247,806 239,122 8,684 240,917 240,917Direct Costs 1,370,758 1,560,470 1,511,910 48,560 1,512,000 1,511,830Allocated Costs 405,481 423,151 421,395 1,756 420,357 440,837Total Expenditure 1,991,161 2,231,427 2,172,427 59,000 2,173,274 2,193,584


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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionPositively influence future land use choices to ensure long term sustainabilityManage freshwater more effectively to maximise regional benefit

Increase communities understanding of risks and resilience to changeEnhance the values of the regions coasts and marine areaSelect






This activity is a function council is required to perform under the Hauraki Gulf Marine Park Act 2000. The Hauraki Gulf Marine Park encompasses WRC's jurisdiction in the Coromandel Coastal Marine Area. The funding is required as part of WRC's commitment for State of the Environment Reporting, Forum seminars, and Forum administrative support. WRC's contribution provides direct input into our statutory responsibilities for management of the WRC Hauraki Gulf Coastal Marine Area, and achieves integrated management of physical resources under the RMA.

This work stream aims to help effectively achieve WRC goals by participating in the Hauraki Gulf Forum, as provided for in the Hauraki Gulf Marine Park Act 2000. The focus is on integrated management of the Hauraki Gulf Marine Park including management of the catchments that flow into the gulf, to maintain and enhance productivity of the Gulf area.

No LTP measure

C1805 Hauraki Gulf Forum

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $69,968.23 $72,734.65 $58,124.17 $14,610.48 $58,710.26 $59,506.66Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $69,968.23 $72,734.65 $58,124.17 $14,610.48 $58,710.26 $59,506.66

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $7,504.67 $19,710.83 $12,972.19 $6,738.63 $12,972.19 $12,972.19Direct Costs $34,853.99 $31,550.00 $30,760.00 $790.00 $30,770.00 $30,760.00Allocated Costs $11,004.69 $21,473.82 $14,391.97 $7,081.85 $14,968.06 $15,774.47Total Expenditure $53,363.35 $72,734.65 $58,124.17 $14,610.48 $58,710.26 $59,506.66


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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionManage freshwater more effectively to maximise regional benefitPositively influence future land use choices to ensure long term sustainability

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This activity supports the chairman, councillors and external members in their governance role.

All governance meetings are resourced and supported appropriately.

Council processes are run correctly and decision making processes are robust and transparent.

P1010 Meeting Support

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 703,057 812,193 1,047,163 (234,970) 1,041,202 1,090,224Targeted Rates 0 0 0 0 0 0Fees & Charges 0 0 0 0 0 0Total Income 703,057 812,193 1,047,163 (234,970) 1,041,202 1,090,224

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 283,723 275,136 312,412 (37,276) 304,315 312,412Direct Costs 116,204 100,470 102,650 (2,180) 102,660 102,640Allocated Costs 441,857 436,587 632,101 (195,514) 634,227 675,172Total Expenditure 841,784 812,193 1,047,163 (234,970) 1,041,202 1,090,224


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To provide support and legal assistance: (I) to meet Council’s legislative obligations relating to information and privacy requests (including Ombudsman and Privacy Commissioner investigations); (ii) to manage Council’s legal processes (including the contracts and tenders process), documents and authorisations (including easements, land instruments and warrant cards); and (iii) to provide legal advice on various matters that affect the Council (including instructing external legal advisors).

(I) To ensure that information is readily available to the regional community (subject to any specific non-disclosure issues). (ii) That all Council staff undertaking ‘field’ work are supported by the provision of valid and appropriate authorities and warrants. (iii) That Council’s tendering and contracts processes are complied with to ensure the Council is protected from risk. (iv) That Council’s delegation manuals are updated and maintained to ensure compliance with relevant legislation. (v) That Council staff can easily access and rely on robust procedural, contractual and legal advice to undertake their roles.

Internal measures: Directorate Risk registers are reviewed and reported on quarterly. All legislative obligations for identified programmes of work for the year 17/18 are met.

P1011 Legal Advice to Council

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 12,824 30,283 0 30,283 0 0Direct Costs 2,403 20,100 40,000 (19,900) 40,000 40,000Allocated Costs (46,702) 30,745 741 30,004 703 687Total Expenditure (31,475) 81,128 40,741 40,387 40,703 40,687


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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionPositively influence future land use choices to ensure long term sustainabilitySelect

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Plans for the implementation of co-management legislation introduced through Treaty settlements and JMAS between Waikato River iwi and the Crown. This involves working through the mechanism for arrangement, facilitating and furthering partnerships and collaboration between iwi and Council and includes changes in business process and procedures or structures that are necessary to integrate the new co-management regime into the organisation. For new settlements we work with OTS to support the thinking of settlement arrangement. And we work with iwi proactively prior to legislation being passed – in anticipation of partnership arrangement. The possibility of more arrangements with iwi Māori would increase the need for work in this area (as stated facilitation, furthering partnerships, collaboration) however the quantum of new arrangements is unknown at this point.

* Meet our legislative obligations* Delivery of co-management of the Waikato River with river iwi, as provided for in Treaty settlement redress and Crown/iwi co-management legislation * JMAs are reflective and delivering against WRC's Strategic Direction and the RPS. * Ensure appropriate weight is given to Vision & Strategy and recommendations from Waikato River Authority and iwi .

Benefit achieved would be to have enhanced participation by iwi Maori in resource management and decision making processes under the RMA. The work of TRW is directed by the Maori Partnership Approach (MPS). The MPA lists specific key actions. We would also define our success by* Completion of key actions identified in the MPA* JMA agreements signed within its legislated timeframes and is reflects ability for Maori to participate in decision making processes. * Successful set up of Co-governance committees.

C1804 Co-Management

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $164,686.99 $188,316.33 $167,568.80 $20,747.52 $167,568.80 $167,568.80Direct Costs $2,590.25 $10,640.00 $10,770.00 ($130.00) $10,780.00 $10,770.00Allocated Costs $483,472.22 $418,250.26 $336,875.41 $81,374.85 $347,021.58 $360,858.25Total Expenditure $650,749.46 $617,206.59 $515,214.21 $101,992.37 $525,370.38 $539,197.05


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The purpose of this workstream is to facilitate learning opportunities for staff, management and council. It aims to enhance awareness and understanding of the special relationship tangata whenua have with the environment in their role as kaitiaki and provides opportunity to gain an insight to and participate in tikanga Maori through Te Reo Maori programmes and waiata to help better understand:-Tangata whenua aspirations and values in the region-The principles of the Treaty of Waitangi-Council's responsibilities under the RMA/LGA to include iwi Māori participation in decision making processes-Best practice methods to assist staff in their engagements with iwi-Co-management legislation introduced through Treaty redress and Crown/River iwi agreements and council's new responsibilities

Enhance understanding of tangata whenua aspirations and values across council activities by:-Developing appropriate Maori related competencies in staff, management and councillors-Measuring the organisation's performance in terms of Iwi related outcomes-Recruiting and retaining Maori staff.-Staff, management and councillors are provided with learning opportunities that enhance their understanding and awareness of iwi Maori values and aspirations and their special relationship to the environment as kaitiaki. They are comfortable participating in cultural processes and protocols during engagements with iwi Maori and are confident in their informed approach to include iwi Maori in council's decision making processes. Council and staff will better understand the co-management requirements within council and will build confidence to promote a better understanding of co-management to the wider community.

Internal measure: evidence of Maori values/perspectives is taken into account in operational projectsNumbers of staff attending training courses. Ability of staff to follow tikanga and utilise basic Te Reo skills in hui.Dame Te Atairangikahu Scholarships. Te Ara learning pathway, Te Reo, Waiata, Kawe Korero phone app, noho marae, Treaty of Waitangi and Te Ao Maori courses.

P1401 Internal Development Iwi

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 56,747 63,034 70,590 (7,555) 70,590 70,590Direct Costs 1,212 2,770 2,820 (50) 2,830 2,820Allocated Costs 96,738 125,223 105,781 19,442 109,889 117,583Total Expenditure 154,697 191,027 179,191 11,836 183,309 190,993


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The purpose of this work stream is to strengthen council's relationships with iwi across the region, to enable the council to be responsive to cultural views and enhance engagement. Part of this work stream includes the facilitation of information flow and upholding iwi relations through enhancing iwi capacity and delivering internal/external ongoing support.

Iwi organisations go through staff changes like every other organisation. WRC needs to work with the new staff to assist them to effectively communicate across all levels of the organisation.Good relationships at a governance level between councillors and iwi trustees.Effective working relationships and mutual support between staff from both organisations.

Iwi comfortable and able to engage quickly and directly across all levels of the organisation. Reduction in time/effort required of iwi and WRC staff in all forms of engagement.

P1403 Iwi Capacity and Support

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 62,441 55,527 56,541 (1,015) 56,412 56,412Direct Costs 41,527 13,000 13,500 (500) 13,500 13,500Allocated Costs 107,032 110,335 83,536 26,799 85,986 91,533Total Expenditure 211,000 178,861 153,577 25,284 155,899 161,445


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Mātauranga Māori is a holistic, dynamic and a continually evolving knowledge system involving generational observations and experiences. As our partnerships deepen with iwi it is important that Māori values and traditions are understood so we can have meaningful discussions and make decisions based not just on traditional scientific information. Waikato Regional Council has a well-established programme of traditional ‘western’ science to inform policy formation and review, as well as environmental monitoring activities. Strengthening our knowledge of mātauranga Māori practices only supplement and complement our existing systems and processes.

To normalise mātauranga Māori in council’s business.The first set of tasks seek to grow our knowledge base, establish guidelines and identify outcomes to determine an agreed pathway forward under the framework.To build upon the learnings from council’s previous work on the Health River Wai Ora, Sea Change and LIBS projects and others, to build staff capacity and capability and create and pilot aspects of the development platform.

The benefit to improving council's understanding of mātauranga Māori is an important strategic aim that can help guide decision making, management, and monitoring procedures.There is also recognition of the innovative potential of Māori knowledge, its contribution to council activities, and the usefulness of culturally appropriate data.

P1405 Mātauranga Māori

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 0 101,916 358,367 (256,451) 368,985 379,635Targeted Rates 0 0 0 0 0 0Fees & Charges 0 0 0 0 0 0Total Income 0 101,916 358,367 (256,451) 368,985 379,635

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 925 0 105,565 (105,565) 107,181 107,181Direct Costs 40,004 100,000 100,000 0 100,000 100,000Allocated Costs 1,542 1,916 152,802 (150,886) 161,804 172,454Total Expenditure 42,470 101,916 358,367 (256,451) 368,985 379,635


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Ensure appropriate iwi representation and active involvement at all levels of council decision-making processes by ensuring:-There are processes in place which provide opportunities for iwi to contribute to council's strategic direction, decisions and policy setting in council-There are appropriate enabling processes in place that are conducive to supporting and encouraging iwi participation and involvement in forums, meetings and workshops with council-To engage in robust meaningful discussions and implement agreed processes and protocols that will improve and enhance the way iwi and council work together and achieve outcomes that will meet the expectations of both parties.

Ensure appropriate iwi representation and active involvement at all levels of council decision-making processes by:-Supporting arrangements with iwi to facilitate dialogue with councillors, such as MOUs-Providing for iwi representation and perspectives in work groups, hearings and council committees-Clarifying how to involve iwi in council's operational and managerial processes-Embed iwi aspirations and values in council decision making processes by:-Clarifying council's Treaty-based commitment and legislative requirements relating to iwi-Promoting Iwi Environmental Management Plans in policy development-Establishing dual approach mechanism strategies for environmentally sustainable outcomes.

Satisfaction of our Iwi partners and increase uptake of involvement by iwi partners

P1412 Representation Iwi

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 99,652 24,679 122,367 (97,688) 125,076 129,662Targeted Rates 0 0 0 0 0 0Fees & Charges 0 0 0 0 0 0Total Income 99,652 24,679 122,367 (97,688) 125,076 129,662

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 58,656 4,896 44,732 (39,837) 44,732 44,732Direct Costs 0 2,970 3,020 (50) 3,030 3,020Allocated Costs 99,306 16,814 74,615 (57,801) 77,313 81,910Total Expenditure 157,962 24,679 122,367 (97,688) 125,076 129,662


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The Local Government Act 2002 requires the following: A long term plan (LTP) - Section 93. An LTP spans a 10 year planning horizon and must be proposed and adopted at least every three years. An annual plan (AP) - section 95. An AP must be prepared and adopted each financial year. The first year of an LTP includes that financial year's annual plan. This work stream is responsible for the development of LTPs and annual plans. It is responsible for the non-financial components of the documents and the cross organisation co-ordination of the final product. As such the budget includes labour hours from key stakeholders across the organisation.

The purpose of an LTP is to provide:- a long-term focus for the decisions and activities of WRC. - the regional community with information on council's activities and their associated budgets and rating implications. - a process to ensure integrated decision making and co-ordination of resources. - an opportunity for participation by the public The purpose of an annual plan is to support the LTP and contribute to the accountability of council to the regional community. This is achieved by:- the inclusion of an annual budget and funding impact statement for the financial year to which the AP relates. - identification of any variation from the financial details originally incorporated in the LTP.

LTP measure. Long term plans and amendments to long term plans receive ‘unmodified’ audit opinions.

P1801 & P1803 LTP Annual Plan Production Planning

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $627,459 $841,929 $787,740 $54,189 $897,965 $924,797Targeted Rates $0 $0 $0 $0 $0 $0Fees & Charges $0 $0 $0 $0 $0 $0Total Income $627,459 $841,929 $787,740 $54,189 $897,965 $924,797

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $347,640 $345,482 $230,938 $114,545 $307,586 $328,672Direct Costs $52,020 $321,780 $113,630 $208,150 $178,640 $370,630Allocated Costs $259,126 $328,000 $263,172 $64,828 $391,739 $425,495Total Expenditure $658,787 $995,262 $607,740 $387,522 $877,965 $1,124,797


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Direct costs variance due to triennial LTP cycle. The rating impact of the project is smoothed through the use of reserves.




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Annual Report (AR) -required by section 98. An AR is council's key accountability document and must be adopted by 31 October each year for the previous financial year. This workstream is responsible for the development of annual reports. It is also responsible for the non-financial and financial components of the document and the cross organisation co-ordination of the final product. As such the budget includes labour hours from key stakeholders across the organisation.

The annual report is the key accounability document adopted each year by the council and sets out the differences between planned and actual performance for the year. The annual report also identifies highlights and key achievements in activities and levels of performance.

Annual reports receive unqualified audit opinions. Targets years 1- 10 - achieved.

P1802 & P1804 Annual Report Production Planning

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $321,895.44 $286,057.18 $349,134.17 -$63,077.00 $354,646.17 $355,733.51Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $321,895.44 $286,057.18 $349,134.17 -$63,077.00 $354,646.17 $355,733.51



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The Regional Services Fund was established in 2016/17 through the Annual Plan to effectively replace the funding granted to these services by individual territorial authorities. Current beneficiaries of this fund are the helicopter trusts (Philips Search and Rescue Trust and Coromandel Helicopter Trust), surf life saving services, and coastguard services. As a regional council we had to the ability to establish an equitable rate throughout the region on behalf of the TAs.

1. Ensure core emergency service providers can be sustained in this region to support the region’s quality of life and its attractiveness to residents and visitors. 2. Provide more equitable funding arrangements for emergency service providers. 3. Support emergency service providers by negating the need for multiple applications to local authorities by providing funding through one local authority. 4. Provide certainty of services to territorial authorities and their communities enabling them to honour their promised levels of service.

Emergency services gain efficiencies through continued and a sustainable source of funding. The longer term outcome is to increase safety to our community on our coastlines (beaches) and achieve a reduction in fatal and preventable incidents.

P1230 Regional Services Fund

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $638,373.27 $650,222.92 $649,811.38 $411.53 $649,217.72 $648,954.84Fees & Charges $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $638,373.27 $650,222.92 $649,811.38 $411.53 $649,217.72 $648,954.84

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Direct Costs $630,000.00 $638,000.00 $638,000.00 $0.00 $638,000.00 $638,000.00Allocated Costs $9,745.32 $12,222.92 $11,811.38 $411.53 $11,217.72 $10,954.84Total Expenditure $639,745.32 $650,222.92 $649,811.38 $411.53 $649,217.72 $648,954.84


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One Page Summaries

Regional Hazards and Emergency

Response

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This activity ensures Council fulfils its legal responsibilities for managing natural hazards under the RMA and the NZ Coastal Policy Statement, particularly in respect to tsunamis and coastal inundation. This activity currently provides for the development and implementation of the East Coast Tsunami Mitigation Strategy, a jointly managed and funded project with TCDC. It has also undertaken tsunami assessments along the regions West Coast.

To increase community awareness and understanding of coastal hazard risk to improve community resilience over time. To ensure communities, agencies and individuals are able to make informed choices and decisions about this significant hazard. The risks from coastal hazards reduce over time due to appropriate, integrated and well defined mitigation measures being in place. Coastal hazards are identified and baseline information provided for developing sound long term planning approaches.

Coastal hazard risks are considered during decision making. Agreed community resilience through management plans and district planning for tsunami risk, including collaboration with Group and Local CDEM on evacuation planning and information.

H1003 Coastal Hazards

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Priorities AlignmentIncrease communities understanding of risks and resilience to changePositively influence future land use choices to ensure long term sustainabilitySelect

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $69,191.57 $89,497.93 $80,943.86 $8,554.07 $81,228.22 $82,463.36Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $37,366.53 $38,356.25 $34,690.23 $3,666.02 $34,812.09 $35,341.44Total Income $106,558.10 $127,854.18 $115,634.09 $12,220.09 $116,040.31 $117,804.80

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $23,377.73 $25,151.39 $22,924.20 $2,227.19 $22,924.20 $22,924.20Direct Costs $77,370.07 $63,020.00 $62,000.00 $1,020.00 $62,000.00 $62,000.00Allocated Costs $37,409.60 $39,682.79 $30,709.88 $8,972.91 $31,116.11 $32,880.60Total Expenditure $138,157.40 $127,854.18 $115,634.08 $12,220.10 $116,040.31 $117,804.80


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This activity provides for the overall management and coordination of regional flood management and flood warning systems (noting that Council is lead agency in this activity). This includes ongoing maintenance of our systems and processes, maintaining a 24/7 emergency management response team and by providing flood warnings and coordination during an event.

To provide timely flood warnings, effective coordination and dissemination of information to limit potential flood damage and effects on the community.

In an event, flood response has been undertaken as per the regional flood management plan.

H1602 Flood Warning Management

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Priorities AlignmentIncrease communities understanding of risks and resilience to changePositively influence future land use choices to ensure long term sustainabilitySelect

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $123,039.46 $55,791.20 $78,841.54 ($23,050.34) $78,841.54 $78,841.54Direct Costs $72,320.57 $58,349.00 $59,000.00 ($651.00) $59,000.00 $59,000.00Allocated Costs $193,349.76 $86,877.62 $101,820.95 ($14,943.33) $102,665.72 $108,565.50Total Expenditure $388,709.79 $201,017.82 $239,662.49 ($38,644.67) $240,507.26 $246,407.04


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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionManage freshwater more effectively to maximise regional benefitPositively influence future land use choices to ensure long term sustainability

Increase communities understanding of risks and resilience to changeSupport communities to take action on agreed outcomesSelect






This activity provides for flood warning notifications via the maintenance and improvement of a telemetered water level and rainfall monitoring network. The desired outcome for the service is the provision of advice for sound decision making by the Duty Emergency Management Officer team. Timely and accurate information also assists stakeholders within the region to take preventative actions to minimise the effects of flooding on their respective activities or assets. This activity provides critical input and support for managing flood events on the Waikato River with Mighty River Power (MRP) as per the High Flow Management Plan. This activity ensures that WRC fulfils its legal responsibilities under the Soil Conservation and Rivers Control Act in respect to flood monitoring and notification. It should be noted that in addition to providing for flood warning, the network performs an important (wider) environmental monitoring role such as air and water quality. This activity supports WRCs strategic directions follows: Managing the impacts of natural hazards, namely river flooding- Helping WRC and the CDEM Group plan and respond to emergencies-Sharing information-to minimise the duplication and ensure cost efficiency-Improving the social wellbeing of the community noting that timely flood warnings reduce risk to life and property damage.- Manage river and catchments within a framework that recognises community needs and natural risks.

To provide a continuous/real time river level and rainfall network across the region and quality data in a timely, accurate and reliable manner to internal and external customers. To ensure sound operational and strategic decision making during flood events both internally and to allow our external stakeholders are able to make informed decisions. To meet the growing demands for river level and rainfall information.

Provision of real time information and services 98% of the time - particularly during flood events. Successful management of flood events using the information provided by the network as identified by post-flood event reporting

H1401 Flood Warning Network

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Financials

New additional monitoring sites coming on stream in 2018/19 year plus additional staff role resulting in additional labour and allocated costs.



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Historically there has been no appetite from Council to fund this service. Approximately four years ago a contractor was employed to contact organisations and develop an inventory of sites holding chemicals. Waikato Regional Council has obligations under Sections 30 and 62 of the Resource Management Act (RMA) and the objectives of the Waikato Regional Policy Statement (RPS) to manage hazardous substances. The risk of a significant hazardous substances emergency is growing over time due to increased heavy traffic movements and industry expansion. The Waikato region also acts as a nationally important (strategic) transport corridor for Auckland city with significant volumes of hazardous material moving through the region daily.

A strategically integrated and coordinated framework for hazardous substances management in the Waikato region that helps WRC meet its legal obligations. Development and maintenance of an inventory of sites that manufacture or use hazardous substances in significant quantities. Identify significant regional transport routes for hazardous substances. Prioritisation of risks and development of one contingency plan every two years, starting with site or activities of the highest potential risk. Dissemination of relevant information to other agencies. An improved capacity to respond to emergency hazardous substance incidents across the relevant agencies. A reduction in harm to communities and the environment through better preparation for such events. To aid the Fire Service in the event of a fire related to hazardous substances.

Hazardous substances management is undertaken in an integrated and coordinated manner including the auditing and review of responsibilities with district councils. Additionally, outcomes of this activity will fully meet WRC's statutory obligations under the RMA and RPS..

H1604 Hazardous Substances Management

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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionShape the development of the region so it enhances our quality of lifeSelect

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $20,452.19 $16,349.09 $16,325.11 $23.98 $16,561.33 $17,038.84Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $20,452.19 $16,349.09 $16,325.11 $23.98 $16,561.33 $17,038.84

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0.00 $6,089.59 $6,217.56 ($127.97) $6,217.56 $6,217.56Direct Costs $0.00 $3,225.00 $3,000.00 $225.00 $3,000.00 $3,000.00Allocated Costs $313.20 $7,034.50 $7,107.55 ($73.05) $7,343.77 $7,821.29Total Expenditure $313.20 $16,349.09 $16,325.11 $23.98 $16,561.33 $17,038.85


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This activity supports WRC's responsibilities under the agreed principles of High Flow Management developed and agreed to by WRC, Mercury and Genesis. The activity also provides for the ongoing cooperation and partnership between the three agencies (via a tripartite arrangement) to ensure effective flood management on the Waikato River hydro system on behalf of the community. The Waikato River hydro system covers the Waikato and Waipa rivers.

To put in place a clearly defined flood management regime and decision-making framework between WRC, Mercury and Genesis as a basis for managing the full range of floods expected in the Waikato River catchment. This includes information exchange, establishing and maintaining effective working relationships and understanding the full range of flood management requirements. The activity also includes a communication protocol between the three agencies to ensure ongoing liaison and a framework for reviewing significant events (which ensures that operational improvements are identified and implemented over time).

The three agencies working together to ensure the best outcome in a high flow flood event.

H1005 High Flow Management

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Priorities AlignmentPositively influence future land use choices to ensure long term sustainabilityIncrease communities understanding of risks and resilience to changeShape the development of the region so it enhances our quality of life

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $431.80 $12,918.76 $13,460.88 ($542.12) $13,460.88 $13,460.88Direct Costs $29.77 $4,040.00 $4,000.00 $40.00 $4,000.00 $4,000.00Allocated Costs $1,644.79 $23,717.62 $19,101.86 $4,615.76 $19,149.40 $20,293.89Total Expenditure $2,106.36 $40,676.38 $36,562.74 $4,113.64 $36,610.28 $37,754.77


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Financials

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This activity provides for the availability and maintenance of regional hazard information including advice, information, responding to requests and website presence for public awareness and information access purposes. The activity supports WRC's core regional natural hazards role under the RMA.

To provide strategic hazard information and advice to the community and key stakeholders as a basis for guiding and informing risk management decision-making processes. Ongoing maintenance of Councils natural hazard information and 24/7 access (primarily via the website). Ensure the risks from all natural hazards are understood by the community and reduce over time. Manage natural hazards is conjunction with CDEM agencies, district councils and other stakeholders.

Advice and information provided to customers and stakeholders in a timely and accurate manner in accordance to Council's customer service charter and data provision policies. Council's information is used widely in consent applications and other planning processes which over time leads to the reduction of risks.2018-2028 LTP measure: Provide relevant and up-to-date hazard information to communities and stakeholders via the online hazards portal.

H1001 Information and Advice

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Priorities AlignmentIncrease communities understanding of risks and resilience to changePositively influence future land use choices to ensure long term sustainabilitySupport communities to take action on agreed outcomes

Shape the development of the region so it enhances our quality of life

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $105,824.38 $118,084.89 $126,280.97 ($8,196.08) $126,280.97 $126,280.97Direct Costs $14,750.48 $14,320.00 $17,090.00 ($2,770.00) $17,090.00 $17,080.00Allocated Costs $172,529.08 $179,551.07 $159,570.71 $19,980.36 $160,857.91 $170,213.46Total Expenditure $293,103.94 $311,955.96 $302,941.68 $9,014.27 $304,228.88 $313,574.43


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Financials

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Council has statutory obligations under the Maritime Transport Act (MTA) to provide and maintain a marine oil spill planning and response service. Maritime New Zealand (MNZ) currently fully funds this activity from the Oil Pollution Levy (OPL). All regional council budgets are approved on an annual basis by the Oil Pollution Advisory Committee (OPAC).

To maintain an effective marine oil spill response capability in accordance with the MTA, National Response Plan, and the Waikato Region Marine Oil Spill Contingency Plan. Ensure WRC has a team of competent trained staff available to respond to all spills as required.

To achieve audit and compliance against the Waikato Marine Oil Spill Contingency Plan and agreed annual work programme with MNZ including undertaking exercises and responding to marine oil spill incidents effectively.

H1603 Marine Oil Spills

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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionEnhance the values of the regions coasts and marine areaSelect

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $64,064.12 $116,792.78 $139,969.54 ($23,176.76) $140,811.37 $144,443.75Total Income $64,064.12 $116,792.78 $139,969.54 ($23,176.76) $140,811.37 $144,443.75



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Financials

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Priorities AlignmentIncrease communities understanding of risks and resilience to changeShape the development of the region so it enhances our quality of lifePositively influence future land use choices to ensure long term sustainability

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To provide ongoing input and support to the Central Plateau Volcanic Advisory Group (CPVAG) and the Caldera Advisory Group (CAG) in accordance to the agreed Terms of Reference with Horizons and the Bay of Plenty Regional Councils respectively. To support Taupo DC in the ongoing management of the Hipaua (geothermal) landslide in accordance to existing arrangements. To provide ongoing input and support for other hazards outside flooding and coastal hazards and risks.

Preparation of a Central Plateau Volcanic Advisory Group Strategy and a Multi-Agency Contingency Response Plan. A clear/confirmed long term work programme with Taupo DC that outlines the respective roles and funding of WRC and Taupo DC for the future management of the Hipaua landslip area. Reducing the level of risks associated with these hazards. Ultimately, to inform and guide future regional and district policy and CDEM planning initiatives.

CPVAG and CAG meetings are held in accordance to the Terms of Reference and the agreed annual work programme outlined in the strategic plan. Regional hazard issues (e.g. Hipuaua) are jointly and successfully managed with relevant district councils. Responses to volcanic events are effective and good relationships are maintained.

H1004 Other Hazards

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $64,275.32 $61,732.49 $72,080.26 ($10,347.77) $72,202.76 $73,210.98Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $4,646.53 $5,425.40 ($778.87) $5,434.62 $5,510.50Total Income $64,275.32 $66,379.03 $77,505.66 ($11,126.63) $77,637.38 $78,721.48

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $12,574.46 $12,192.52 $14,571.44 ($2,378.92) $14,571.44 $14,571.44Direct Costs $15,228.59 $34,629.00 $43,509.00 ($8,880.00) $43,509.00 $43,509.00Allocated Costs $22,001.87 $19,557.50 $19,425.21 $132.29 $19,556.93 $20,641.04Total Expenditure $49,804.92 $66,379.03 $77,505.65 ($11,126.63) $77,637.37 $78,721.48


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Financials




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Priorities AlignmentPositively influence future land use choices to ensure long term sustainabilityIncrease communities understanding of risks and resilience to changeSelect

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This activity provides regional hazard information and advice for district plan reviews (primarily natural hazard chapter variations). This involves liaising with TAs and looking at hazards strategically for the region. This is a critically important activity that helps WRC meet its core legislative regional hazards management role under the RMA.

To work with TAs to ensure they understand the risk and incorporate sound planning provisions within their district plans in alignment with national and regional (WRC) risk management principles, and that they are able to identify areas suitable for land use development. Hazards and risks are understood by the community and reduce over time.

TAs and the community are well informed of hazards in the region and that we have a clear vision of hazard requirements

H1006 Planning & Strategy

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Priorities AlignmentIncrease communities understanding of risks and resilience to changePositively influence future land use choices to ensure long term sustainabilityShape the development of the region so it enhances our quality of life

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River flooding is the Waikato Region's primary hazard that impacts our region. Robust river flooding information through hazard assessments (modelling) is crucial to ensure communities and stakeholders can make informed decisions. We work closely with TAs on flood assessments and facilitate and advocate flood modelling within the region.

The primary objective is to provide robust hazard information that can be used to guide development, land use and emergency management for WRC and its stakeholders.

Provide flood levels and other natural hazard related information to ensure sensible development and land use of hazard prone areas. Ensuring our communities are resilient to natural hazards and risk is reduced.

H1007 River Flood Hazard

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $17,979.28 $19,001.76 $26,801.83 ($7,800.06) $26,801.83 $26,801.83Direct Costs $234.09 $5,990.00 $5,500.00 $490.00 $5,500.00 $5,500.00Allocated Costs $29,432.14 $29,701.68 $34,534.85 ($4,833.17) $34,837.44 $36,860.49Total Expenditure $47,645.51 $54,693.44 $66,836.68 ($12,143.23) $67,139.27 $69,162.32


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Financials




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We identify and manage the risk from river flooding, the regions primary hazard. Robust river flooding information through hazard risk assessments (modelling) is crucial to ensure communities and stakeholders can make informed decisions.

The primary objective is to provide robust hazard risk information that can be used to guide development, land use and emergency management for WRC and its stakeholders.

Provide hazard risk related information to ensure sensible development and land use of hazard prone areas. Ensuring our communities are resilient to natural hazards and risk is reduced.

H1008 River Flood Risk Management Hazard

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Priorities AlignmentPositively influence future land use choices to ensure long term sustainabilityIncrease communities understanding of risks and resilience to changeShape the development of the region so it enhances our quality of life

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $1,173.99 $17,073.49 $19,631.56 ($2,558.07) $19,631.56 $19,631.56Direct Costs $0.00 $12,080.00 $87,000.00 ($74,920.00) $87,000.00 $87,000.00Allocated Costs $2,793.05 $25,111.90 $25,889.76 ($777.86) $26,023.82 $27,495.85Total Expenditure $3,967.04 $54,265.39 $132,521.32 ($78,255.93) $132,655.38 $134,127.41


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Additional funding for new hazard research/ assessments.




Financials

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WRC provides in house support to Waikato CDEM Group primarily through the Regional Hazards team as a Technical Advisory Group (TAG) to the Coordinating Executive Group (CEG). Advice is provided to the CEG when new technical information becomes available and in response to any requests from the CEG. An example of this is the role Regional Hazards played on providing tsunami inundation information to guide community response plans for tsunami evacuation.

The objective is to ensure that Waikato CDEM Group is provided with robust and timely hazard information and to specifically undertake a 'Reduction' role on behalf of CDEM.

WRC is required to respond to agreed requests from CEG as required. Actions and specified timeframes required by the CEG will be noted in the meeting minutes and in a spreadsheet. Percentage of agreed Waikato CDEM Group requests responded to within specified timeframes.

H4099 WRC Support to CDEM

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Priorities AlignmentSupport communities to take action on agreed outcomesShape the development of the region so it enhances our quality of lifeIncrease communities understanding of risks and resilience to change

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $92,461.30 $37,519.49 $36,162.20 $1,357.29 $36,162.20 $36,162.20Direct Costs $3,916.50 $10,666.00 $10,000.00 $666.00 $10,000.00 $10,000.00Allocated Costs $76,796.08 $79,832.78 $59,756.36 $20,076.42 $60,251.15 $62,137.22Total Expenditure $173,173.88 $128,018.26 $105,918.56 $22,099.71 $106,413.35 $108,299.42


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Financials

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One Page Summaries

Civil Defence Emergency Management

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This budget code encompasses business as usual work related to the management of the group including strategic meetings team planning and reporting to the governance group.

To enable staff to document administrative functions. The team aim to keep this work to approximately 12% of the work they undertake.

Accurate representation/reflection of strategic planning and management efforts focussed specifically on the GEMO and the wider CDEM Group to allow demonstration of value add of GEMO activities.

H4001 GEMO & GECC Management

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Priorities AlignmentSupport communities to take action on agreed outcomesIncrease communities understanding of risks and resilience to changeSelect

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $272,987.17 $256,826.81 $639,642.06 ($382,815.25) $665,782.11 $658,888.74Fees & Charges $47.95 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $273,035.12 $256,826.81 $639,642.06 ($382,815.25) $665,782.11 $658,888.74

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $142,212.31 $138,612.91 $178,993.95 ($40,381.04) $178,993.95 $178,993.95Direct Costs $45,129.07 $17,910.00 $369,261.00 ($351,351.00) $389,167.00 $379,037.00Allocated Costs $110,253.89 $118,636.90 $109,720.10 $8,916.80 $115,954.16 $119,190.79Total Expenditure $297,595.27 $275,159.81 $657,975.05 ($382,815.24) $684,115.11 $677,221.74


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Lease costs for new building moved from management code to project code so as not to double up on building overheads.




Financials

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This budget code encompasses business as usual work the GEMO teams undertake including day to day running of the office and reporting to the governance groups.

Support to deliver obligations under the CDEM Act 2002, CDEM Amendment Act 2016 and Waikato CDEM Group Plan 2016/2021 and meet expectations of partners and the public.

Success is reached when partners are engaged and continuous improvement is seen in ministerial monitoring and evaluation review scores.

H4002 GEMO BAU

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $340,042.65 $584,922.61 $759,186.17 ($174,263.56) $764,411.95 $779,397.78Fees & Charges $811.84 $350.00 $8,274.00 ($7,924.00) $3,463.00 $2,821.00Total Income $340,854.49 $585,272.61 $767,460.17 ($182,187.56) $767,874.95 $782,218.78

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $227,268.52 $181,286.22 $332,160.00 ($150,873.77) $332,160.00 $337,067.95Direct Costs $58,287.61 $243,762.00 $239,468.00 $4,294.00 $228,678.00 $228,488.00Allocated Costs $173,734.97 $160,224.38 $195,832.17 ($35,607.79) $207,036.95 $216,662.82Total Expenditure $459,291.10 $585,272.61 $767,460.17 ($182,187.56) $767,874.95 $782,218.77


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Increase in labour resources due to movement between CDEM projects to better align with direction, and additional labour resource as per new role for Social Media & Emergency Coordinator (R0788).




Financials

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Outlines all activities or sub-activities that the joint committee request of the GEMO outside the group plan. Any project is listed under this budget code.

Effective and efficient completion of task/outcome specific projects as assigned by the joint committee.

CDEM supports projects that are identified as important by the community, represented by the joint committee. Success is measured by completion of the activities within assigned budget and timeframe.

H4003 CDEM Projects

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $60,118.26 $81,070.67 $108,321.99 ($27,251.33) $108,321.99 $108,321.99Direct Costs $6,320.14 $20,000.00 $13,500.00 $6,500.00 $13,500.00 $13,500.00Allocated Costs $53,869.39 $69,775.20 $62,717.71 $7,057.49 $66,463.62 $68,614.51Total Expenditure $120,307.79 $170,845.87 $184,539.70 ($13,693.83) $188,285.61 $190,436.50


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Person Responsible

This activity is a requirement of the CDEM Act 2002 and CDEM Amendment Act 2016, and the Director's Guidelines for Strategic Recovery Planning. It involves strategic planning for recovery in consultation with the community. The above guidelines and legislation also require delivering recovery after an event - see budget code H4005.

Plan for the delivery of recovery in consultation with industry, partners, iwi and the wider community.

Better community understanding of risks and a more resilient community. Better understanding of the community's needs when delivering recovery services.

H4006 Recovery

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $1,531.14 $107,629.42 $124,290.02 ($16,660.60) $124,290.02 $119,382.06Direct Costs $5,645.90 $6,000.00 $13,940.00 ($7,940.00) $13,940.00 $13,940.00Allocated Costs $1,925.67 $92,238.65 $71,934.40 $20,304.25 $76,233.95 $75,604.19Total Expenditure $9,102.71 $205,868.07 $210,164.42 ($4,296.35) $214,463.97 $208,926.25


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Financials

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Under the CDEM Act 2002, lifeline utility groups have a responsibility to plan for and respond to emergencies. In order to meet their obligations, the Waikato Lifeline Utility Group (WLUG) provide funding to the GEMO to run quarterly meetings and manage projects. All activity under this budget code is funded by the WLUG.

Identification of all costs related to supporting/managing Waikato Lifeline Utility Group projects. The group's purpose is to improve resilience, prioritise efforts during rebuilding and planning for an event.

Satisfaction of the WLUG members that their programme is effective and efficiently delivered to ensure lifeline utilities are resilient.

H4007 Waikato Lifeline Utility Group (WLUG)

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $13,954.29 ($4,884.50) ($3,900.09) ($984.41) ($2,532.03) ($1,780.82)Fees & Charges $62,653.00 $64,545.00 $66,504.00 ($1,959.00) $66,504.00 $66,504.00Total Income $76,607.29 $59,660.50 $62,603.91 ($2,943.41) $63,971.97 $64,723.18

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $8,721.49 $30,582.42 $37,476.60 ($6,894.19) $37,476.60 $37,476.60Direct Costs $8,056.65 $4,060.00 $4,660.00 ($600.00) $4,670.00 $4,650.00Allocated Costs $9,036.27 $25,018.08 $20,467.31 $4,550.77 $21,825.37 $22,596.58Total Expenditure $25,814.41 $59,660.50 $62,603.91 ($2,943.42) $63,971.97 $64,723.18


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This budget is fully funded by Waikato District Council and fully encapsulates all activities aimed at promoting the most effective and efficient local service delivery model, utilising the experience and technical skills of GEMO staff contributing directly to local service delivery. This model also promotes greater engagement with local councillors, CE's and executive staff through the management arrangements set out in the Service Level Agreement. This model also allows more efficient allocation of staff to resource intensive activities through cross-resourcing with Hamilton City Council (see H4009) and potentially further councils in future.

More effective use of limited numbers of CDEM professional staff across council boundaries for targeted, labour intensive activities.

Strong engagement with local councils and staff and more efficient use of resources.

H4008 Local Coordinator - WDC

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $8,171.68 $3,742.88 $9,242.29 ($5,499.41) $11,917.01 $13,438.75Fees & Charges $123,876.00 $123,876.00 $105,864.00 $18,012.00 $105,864.00 $105,864.00Total Income $132,047.68 $127,618.88 $115,106.29 $12,512.59 $117,781.01 $119,302.75

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $69,928.85 $72,470.65 $74,248.24 ($1,777.59) $74,248.24 $74,248.24Direct Costs $109.14 $0.00 $0.00 $0.00 $0.00 $0.00Allocated Costs $69,816.39 $55,148.23 $40,858.05 $14,290.18 $43,532.77 $45,054.50Total Expenditure $139,854.38 $127,618.88 $115,106.29 $12,512.59 $117,781.01 $119,302.74


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This budget is fully funded by Hamilton City Council and fully encapsulates all activities aimed at promoting the most effective and efficient local service delivery model, utilising the experience and technical skills of GEMO staff contributing directly to local service delivery. This model also promotes greater engagement with local councillors, CE's and executive staff through the management arrangements set out in the Service Level Agreement. This model also allows more efficient allocation of staff to resource intensive activities through cross-resourcing with Waikato District Council (see H4008) and potentially further councils in future.

More effective use of limited numbers of CDEM professional staff across council boundaries for targeted, labour intensive activities.

Strong engagement with local councils and staff and more efficient use of resources.

H4009 Local Coordinator - HCC

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $0.00 $34,280.26 ($80,293.75) $114,574.01 ($58,959.21) ($59,203.15)Fees & Charges $283,361.76 $445,450.00 $465,102.00 ($19,652.00) $438,886.00 $442,009.00Total Income $283,361.76 $479,730.26 $384,808.25 $94,922.01 $379,926.79 $382,805.85

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $118,765.26 $215,716.98 $173,651.80 $42,065.19 $147,413.69 $147,413.69Direct Costs $33,138.03 $86,253.00 $150,670.00 ($64,417.00) $150,730.00 $150,610.00Allocated Costs $81,841.23 $177,760.27 $93,706.45 $84,053.82 $85,003.11 $88,002.16Total Expenditure $233,744.52 $479,730.26 $418,028.25 $61,702.01 $383,146.80 $386,025.85


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Reduction due to fixed term position finishing.




Financials

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All CDEM Groups may apply for resilience funding from the Ministry of Civil Defence and Emergency Management. The Waikato GEMO has previously received funding from this source, and may apply in future. This charge code is intended as a place holder for future grants.

To apply to receive funding for projects that meet that MCDEM criteria. There are currently no projects scheduled however it is likely this will occur at some stage during the LTP.

A separate charge code assists in providing clear reporting for the Ministry. The rate payer benefits by receiving services that are not funded from rates.

H4010 MCDEM Project Funding

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $1,593.00 ($1,593.00) $1,628.00 $1,648.00Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $11,670.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $11,670.00 $0.00 $1,593.00 ($1,593.00) $1,628.00 $1,648.00

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $24,759.89 $0.00 $1,010.29 ($1,010.29) $1,010.29 $1,010.29Direct Costs $12,842.94 $0.00 $0.00 $0.00 $0.00 $0.00Allocated Costs $17,911.61 $0.00 $583.00 ($583.00) $618.00 $638.00Total Expenditure $55,514.44 $0.00 $1,593.29 ($1,593.29) $1,628.29 $1,648.29


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No significant variance. Project should have no budget. Labour hours will be moved.




Financials

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One Page Summaries

Flood Protection and Control Works

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Asset Management (doc #11279938)Business Case Reference

Flood protection schemes are in place for those areas of greatest risk, and are generally associated with the larger river systems in the Waikato Region (as well as some smaller rivers on the Coromandel Peninsula and around Lake Taupo). The schemes are managed to ensure the levels of protection agreed with the communities continue to be provided in a sustainable way and that new work initiatives are undertaken where sought by the community. Flood protection has increasingly been managed within a risk management context in order to ensure long term sustainable outcomes for communities. This suite of projects provides Council with the capacity to operate and maintain the assets that make up each scheme, as well as the capacity to work alongside partners and stakeholders to improve related outcomes (e.g. environmental).

Management of the risks associated with flooding (in conjunction with managing the catchment as a whole through related activities such as river and catchment management programmesOperating, maintaining and renewing existing flood protection and land drainage infrastructure to the standards agreed and within the provisions of the funding arrangements. Community demands are identified, risks assessed, and measures investigated in consultation with key stakeholders and affected communities.Increased awareness and understanding of local flood protection systems and risks associated with flood events.Demonstration of best practice.

Changes to the work programme are influenced largely by asset management requirements which have indicated the levels of activity needed to ensure ongoing sustainability of those assets. It can also be noted that some asset management functions occur on a cyclic basis.

RXX40/RXX6X Flood protection (regional)

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $1,522,266 $1,621,718 $1,913,109 -$291,391 $2,066,543 $2,099,452Targeted Rates $8,451,939 $9,011,293 $10,775,215 -$1,763,922 $11,801,878 $12,007,967Fees & Charges $783,074 $889,479 $774,000 $115,479 $786,000 $786,000Total Income $10,757,279 $11,522,490 $13,462,324 -$1,939,834 $14,654,421 $14,893,420

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $1,648,992 $1,513,183 $1,742,261 -$229,078 $1,799,948 $1,794,930Direct Costs $5,187,890 $3,355,867 $4,339,944 -$984,077 $4,454,394 $4,574,074Allocated Costs $7,380,498 $6,925,660 $7,829,389 -$903,730 $8,809,444 $9,111,214Total Expenditure $14,217,380 $11,794,710 $13,911,594 -$2,116,884 $15,063,785 $15,480,218

Healthy Environment Strong Economy Vibrant CommunitiesOutcomes Alignment 0 50 50

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Financials

The variance in flood protection has been caused principally by increased costs in Lower Waikato consisting of scheme reviews $345K pump station and floodgate performance review $100K technical reviews $60K and Land registry legal updates $50K , weed management in the main channel $110K, additional costs for maintenance of power assets $70K. Coromandel Zone scheme reviews $100K. The residual cost increases are due to increased costs of service provision across all the zones.The variance in allocated costs is being driven by an increase infrastructural depreciation $640K and increased organisational overheads $260K.Labour costs are being driven by the increase asset management and maintenance demands.



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Other DriversRequired legislativelyTo meet corporate plan objectivesSelect

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Priorities AlignmentSupport communities to take action on agreed outcomesIncrease communities understanding of risks and resilience to changePositively influence future land use choices to ensure long term sustainability

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Asset Management (Doc# 11279938)Business Case Reference

Flood protection schemes are in place for those areas of greatest risk associated with the largest rivers in the Waikato region. The schemes are managed to ensure the levels of protection agreed with the communities continue to be provided in a sustainable way and that new work initiatives are undertaken where sought by the community. Flood protection has increasingly been managed within a risk management context in order to ensure long term sustainable outcomes for communities.

The purpose is to manage the risks associated with flooding through reviewing, managing and prioritising maintenance and renewals programmes with the aim of achieving community approved levels of services within the budget allocated. The objective is to ensure stability of river systems, flood protection schemes and drainage schemes managed by ICM, while ensuring consistency in terms of services and cost effectiveness through: - Providing the electronic tools to collect defect and asset condition monitoring information - Providing the technical knowledge to support better asset management decision making, and asset work rationalisation - Providing the information for maintenance and asset renewals programmes prioritisation and management - Providing updates and enhancements to electronic tools to make them more user friendly - Improving the practises and behaviours of ICM and the wider council in regards to asset management decision making and execution.

Greater visibility in what works are undertaken, their priority and why they are required (what risk they are mitigating). Greater confidence in flood protection and drainage scheme works by the council and the affected communities. Greater understanding on benefits being delivered by the asset management activities being performed within ICM.Changes to the work programme are influenced largely by asset management requirements which have indicated the levels of activity needed to ensure ongoing sustainability of those assets. Some asset management functions occur on a cyclic basis, while some are on an as required basis (e.g. river training works from soil erosion). Currently, due to a severe lack of trained resources, there is little focus on future planning of the smaller renewals work, thus the LTP business plan request for 2 roles to be future focussed.

R9003/R9004/R9005 Flood protection and control projects

Team Leader - Asset Management

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0 -$1 $0 $1 $0 $0Targeted Rates $0 $0 $0 $0 $0 $0Fees & Charges $0 $0 $0 $0 $0 $0Total Income $0 -$1 $0 $1 $0 $0

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $220,831 $265,002 $319,111 -$54,109 $319,111 $319,111Direct Costs $98,929 $80,860 $583,890 -$503,030 $605,900 $555,890Allocated Costs -$319,760 -$345,862 -$903,001 $557,139 -$925,011 -$875,001Total Expenditure $0 $0 $0 $0 $0 $0

Healthy Environment Strong Economy Vibrant CommunitiesOutcomes Alignment 0 50% 50%

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Financials

Costs increases are driven by the Asset Management business case which is seeking to increase the capacity of Council to implement the improvement plan necessary to respond to the recommendations made by Audit New Zealand in 2017 (including proactive asset management, maintenance management and maturity improvements). These costs are allocated out across all the ICM zones to the Catchment oversight activity.



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The purpose of zone funding and interest activity is to provide oversight of the costs of borrowing associated with overdrawn zone reserves or revenue generated from zone reserves that are in funds. It also deals with loaned that have been made to the zones to fund capital new works.

Zone funding and interest (regional)

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates -$59,113 $35,720 $93,797 -$58,077 $152,621 $193,230Targeted Rates $380,521 $816,602 $875,077 -$58,476 $1,554,075 $1,784,506Fees & Charges $694,565 $394,000 $394,000Total Income $1,015,973 $1,246,321 $968,874 $277,447 $1,706,696 $1,977,736

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0 $0 $0 $0 $0 $0Direct Costs $0 $0 $114,626 -$114,626 $385,780 $353,804Allocated Costs $412,324 $602,619 $690,230 -$87,611 $968,899 $1,178,915Total Expenditure $412,324 $602,619 $804,856 -$202,237 $1,354,679 $1,532,719

Healthy Environment Strong Economy Vibrant CommunitiesOutcomes Alignment NA NA NA

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The Lower Waikato, Waihou and Piako Zones have been experiencing increases in contract pricing along with increased health and safety compliance costs. This has increased the planned capital renewals spend in the zones which in turn increases the funding deficit in the zones reserves, resulting in increased interest costs.




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Land drainage is the maintenance of a drainage network that allows landowners manage the water table within their properties and reduce surface flooding resulting from rainfall. There are some 90 drainage areas under the management of WRC; and each drainage area is included in one of four drainage advisory subcommittees that report to Council (Waikato Central, Franklin Waikato, Thames Valley, and Aka Aka Otaua). Each drainage subdivision has its own funding system and work programme and each is entirely self funded (targeted rate). Without adequate management, large areas of land would be unproductive or inaccessible. The land drainage network is established to an agreed standard that is fair to all ratepayers, and where gravity drainage allows, clears water from the land to avoid damage to pasture. The activity is closely linked to flood protection and river management activities and as such, is strongly linked to council's strategic intent including the flagship goals (land and water, co-governance and regional development). The environment has been changed through land clearance, land drainage and development and this activity maintains that changed environment. In this respect, there are issues that will need to be addressed through the comprehensive consent process in the form of specific conditions regarding the monitoring of impacts. WRC also provides land drainage services for the drainage areas within Waikato district that drain directly to Lower Waikato flood protection outlets.

Land drainage contributes to the regional economy by maintaining the productive potential of land. Ensuring the land remains productive and accessible.

Removal of ponded surface water resulting from a storm with a 10% annual exceedance probability (10 year event) within 3 days.By recording the number of incidents that don't comply with the performance measure and reporting on the reasons for not achieving this target.

Drainage (regional) - R40XX

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Priorities AlignmentIncrease communities understanding of risks and resilience to changeSupport communities to take action on agreed outcomesSelect

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General RatesTargeted Rates $1,923,290 $2,028,532 $1,951,839 -$76,693 $2,001,239 $2,042,310Fees & Charges $130,391 $121,882 $20,000 -$101,882 $20,000 $20,000Total Income $2,053,681 $2,150,414 $1,971,839 -$178,575 $2,021,239 $2,062,310

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $467,634 $519,385 $555,446 $36,061 $555,446 $555,446Direct Costs $304,402 $475,017 $469,925 -$5,092 $977,242 $976,277Allocated Costs $1,189,595 $1,134,873 $1,077,437 -$57,436 $575,966 $604,377Total Expenditure $1,961,631 $2,129,275 $2,102,808 -$26,467 $2,108,655 $2,136,100

Healthy Environment Strong Economy Vibrant CommunitiesOutcomes Alignment 0 50% 50%

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Some of the drainage areas have considerable operating reserves, these areas have elected to reduce rates income during the proposed LTP. This has resulted in a reduction in overall revenue for the activity.




Financials

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The purpose of river management is the zone-based management of the adverse effects associated with the rivers and streams including the impact of flood flows on river beds, banks and adjacent land. It also includes the management of vegetation that could restrict flood flows and cause erosion. Increased damage to rivers and streams may be associated with changes in land use within the catchment. River improvement describes the more substantial works needed to stabilise or manage a river channel, and may involve structural intervention. Each major river scheme has its own area of community benefit and there may often be significant consequences of failing to provide protection to the levels agreed with the community, including impacts on social and economic well being, and to the environment.

Promote and implement programmes that address adverse effects associated with rivers and streams where this is appropriate or feasible. River management programmes do not seek to address all issues on all rivers and streams, rather on a prioritised basis. The behaviour of rivers and streams is governed by a range of natural processes. Intervention will only occur where there is an identified need, community benefit or outcome. Encourage the sustainable management of natural resources in the Waikato region through the provision of services including advice, works design, supervision and funding. Demonstrate and develop best management practice in relation to river and stream management. Contribute to the integrated management of river catchments.

Rivers and streams are managed such that any significant adverse effects are minimised. Where agreed, a response service is in place following storm events and/or to respond to enquiries and requests. Rivers and streams are managed on a prioritised basis and within the levels agreed with landowners and the community. Works are undertaken where justified, agreements are entered into with stakeholders and works completed within the budgetary provision available.

RXX30/RXX6X River management (regional)

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Priorities AlignmentManage freshwater more effectively to maximise regional benefitIncrease communities understanding of risks and resilience to changeSupport communities to take action on agreed outcomes

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $608,285 $624,097 $709,976 $85,880 $743,233 $747,994Targeted Rates $3,983,045 $3,667,232 $4,750,538 $1,083,307 $5,009,835 $5,079,606Fees & Charges $290,268 $9,711 $0 -$9,711 $0 $0Total Income $4,881,598 $4,301,039 $5,460,515 $1,159,475 $5,753,068 $5,827,601

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $875,538 $948,347 $1,037,828 -$89,481 $1,046,935 $1,049,959Direct Costs $2,671,702 $2,262,082 $2,632,080 -$369,998 $2,820,200 $2,809,370Allocated Costs $1,569,664 $1,601,610 $1,790,607 -$188,996 $1,885,933 $1,968,271Total Expenditure $5,116,903 $4,812,039 $5,460,515 -$648,475 $5,753,068 $5,827,601


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The increase in direct costs is made up of the following. An increase to central zones contract with HCC of $100K to contribute towards erosion control works in the Waikato river. An increase to Lower Waikato zone of $100K for community partnership work (included in the catchment management business case). An increase in the Waihou/Piako Zones of $40K for the removal of Willow and Poplars and $80K for increased demand. An increase to the Waipa zone of $50K to meet demand. an increase in the Coromandel zone of $30K to meet demand. The increase in revenue over and above the costs increase is due to the reduction of operational funding from zone reserves. The labour increase are spread across all the zones, this labour increase drives the increase in allocated costs




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Forge and strengthen partnerships to achieve positive outcomes for the regionIncrease communities understanding of risks and resilience to changePositively influence future land use choices to ensure long term sustainability






Lake Taupo Foreshore is guided by Project Watershed and the Lake Taupo Erosion and Flood Strategy. It is a strategic approach, underpinned by scientific research into the extent and nature of the flood and erosion risk around Lake Taupo.

Implement the Lake Taupo Erosion and Flood Strategy (in conjunction with Taupo District Council). It is intended the Strategy will respect natural processes and or the natural environment whilst minimising risk to people and property. At all times it recognise all cultural and spiritual relationships associated with the environment of Lake Taupo.

1) Development of a 10 year works programme in conjunction with Taupo District Council [as the lead organisation]. 2) Annual works programme completed in conjunction with TDC. 3) Coordinate a monitoring programme that incorporates evaluation and analysis of factors contributing to foreshore erosion.

R1070 Lake Taupo Foreshore

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $67,501 $58,900 $63,477 -$4,576 $63,422 $60,110Targeted Rates $131,032 $114,336 $123,219 -$8,884 $123,113 $116,685Fees & Charges $3,125 $0 $0 $0 $0 $0Total Income $201,658 $173,236 $186,696 -$13,460 $186,535 $176,795

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $23,145 $28,033 $34,187 -$6,154 $34,187 $34,187Direct Costs $82,098 $100,450 $189,860 -$89,410 $363,870 $431,850Allocated Costs $45,694 $44,753 $51,649 -$6,896 $54,242 $55,426Total Expenditure $150,936 $173,236 $275,696 -$102,460 $452,300 $521,463


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Financials

Taupo District Councils proposed foreshore protection programme requires an increase in expenditure of $89K in year one. This programme is initially funded from the Taupo foreshore reserve, this funding will be exhausted in the 2022/23 year



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Integrated Catchment Management

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This programme is a delivery mechanism to achieve objectives in the Regional Policy Statement. It supports existing agency and community partnerships that are undertaking projects with particular biodiversity benefits to the region, e.g. the National Wetlands Trust, Waikato Catchment Ecological Enhancement Trust and the Waikato Biodiversity Forum, event organisers and schools. National partnerships such as supporting Predator Free 2050 are also a key part of this work area. It is needed because although there is a range of agencies, organisations, community groups, trusts and NGOs within the region undertaking biodiversity-related programmes and initiatives, integration and coordination between them is frequently lacking.

Specifically it includes: (I) facilitating information transfer and coordinating biodiversity protection and restoration programmes within a regional framework of biodiversity priorities; (ii) pursuing opportunities with research organisations to address information and knowledge gaps about better biodiversity management; and (iii) supporting significant agency/community partnerships that have direct benefits for biodiversity in the region. Other work includes participation in biodiversity-related events, supporting schools and teachers and providing responses to biodiversity-related enquiries. The end result is facilitating inter-agency and agency/community partnerships that result in biodiversity improvements on the ground.

Close to full attendance at all events and training opportunities.

V1001 Biodiversity Partnership/Coordination

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $308,858.64 $114,206.08 $322,046.27 ($207,840.19) $385,109.03 $390,619.03Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $15,000.00 $18,000.00 $15,000.00 $3,000.00 $15,000.00 $15,000.00Total Income $323,858.64 $132,206.08 $337,046.27 ($204,840.19) $400,109.03 $405,619.03

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $60,606.48 $35,204.03 $95,932.49 ($60,728.46) $128,355.19 $128,355.19Direct Costs $59,704.46 $74,690.00 $134,210.00 ($59,520.00) $134,220.00 $134,210.00Allocated Costs $79,033.17 $45,312.05 $106,903.78 ($61,591.73) $137,533.84 $143,053.84Total Expenditure $199,344.11 $155,206.08 $337,046.27 ($181,840.19) $400,109.03 $405,619.03


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Additional direct cost funding is requested for a Predator free Waikato co-ordinator, and additional labour allocated to project to assist with Predator free Waikato.




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Priorities AlignmentSupport communities to take action on agreed outcomesForge and strengthen partnerships to achieve positive outcomes for the regionPositively influence future land use choices to ensure long term sustainability

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The Waikato region's peat lakes are very vulnerable to water level decline. In the past, much of the wetland area surrounding these lakes has been drained to provide farmland for agricultural purposes. Some lakes within the region have been lowered by up to 2 metres during the last 50 years. Protection of minimum lake levels is a critical step towards the protection and restoration of these lake and wetland ecosystems. The key purpose is to implement the Regional Lake Level setting programme. This programme supports outcomes of the RPS and WRP.

- Minimum levels are set and maintained for all peat lakes listed in 3.7.4.5 of the Regional Plan. - Carry out monitoring to determine trends in lake levels pre and post setting of minimum levels. - Review the Regional Lake Level Setting programme to assess the effectiveness of water control structures in maintaining minimum levels. Where levels are not being maintained and lakes are at risk, instigate a programme to determine causes and possible solutions. - Based on the outcome of the review - continue to install 1-2 water level control structures per year until all listed lakes are protected. - Where opportunities arise, and in conjunction with other stakeholders increase minimum levels of priority peat lakes in order to provide better protection of marginal wetlands.

Internal measure. Minimum water levels in regional peat lakes are maintained or improved. At least one weir is constructed at a priority site per year. All consent monitoring and reporting requirements are met. Investigations are carried out at sites where minimum levels are not being achieved.

D1006 Lake Level Setting

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $2,071.65 $34,063.86 $25,706.41 $8,357.45 $25,706.41 $25,706.41Direct Costs $408.71 $35,830.00 $35,930.00 ($100.00) $35,930.00 $35,920.00Allocated Costs $4,541.88 $43,019.35 $32,823.48 $10,195.87 $32,870.65 $34,572.91Total Expenditure $7,022.24 $112,913.21 $94,459.89 $18,453.32 $94,507.06 $96,199.32


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The Environmental Initiatives Fund provides one-off grants to projects, which directly enhance and/or benefit the environment or provide environmental education. The purpose of the fund is to assist organisations, agencies and individuals with environmental projects. It is needed because WRC relies heavily on education and behaviour change to achieve environmental objectives. However, the most motivated groups are often those with the least capacity and funding (e.g. community groups, volunteer associations, etc). The EIF leverages their substantial passion with a reasonably small financial commitment from EIF.

The objective of the EIF is to financially support community or individual efforts that are in keeping with the council's mission, goals and its statutory functions and duties as a regional council. Funding can be provided to specific projects designed to enhance the environment, promote and/or contribute to sustainable management of the environment, raise community awareness of environmental issues and to provide environmental education.

There is no LTP measure however all EIF recipients are required to report on how the funds were spent and what was achieved. Reports are presented to council annually by many recipients in person.

P1201 Environmental Initiatives Fund

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $255,657.34 $259,292.10 $261,809.62 ($2,517.52) $265,627.71 $269,308.03Fees & Charges $21,221.59 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $276,878.93 $259,292.10 $261,809.62 ($2,517.52) $265,627.71 $269,308.03

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $7,496.96 $11,396.29 $6,920.41 $4,475.87 $6,920.41 $6,920.41Direct Costs $198,335.65 $228,464.00 $242,074.00 ($13,610.00) $246,173.00 $249,486.00Allocated Costs $15,195.50 $19,431.81 $12,815.20 $6,616.61 $12,534.30 $12,901.62Total Expenditure $221,028.11 $259,292.10 $261,809.61 ($2,517.51) $265,627.71 $269,308.03


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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionPositively influence future land use choices to ensure long term sustainabilitySupport communities to take action on agreed outcomes

Manage freshwater more effectively to maximise regional benefitEnhance the values of the regions coasts and marine areaSelect






This work stream will implement the Waipa Peat Lakes and Wetlands Accord and the Waikato District Lakes and Freshwater Wetlands MOA by facilitating meetings of the accord parties and contributing to the development of joint action plans and implementation programmes aimed at the restoration of shallow lakes and wetlands within the region. Opportunities for developing additional joint stakeholder agreements and programmes will also be sought. A key component of this work stream is also the ongoing management and restoration of the region's shallow lakes. This requires the implementation of the 'Waikato Region shallow lakes management plan', an objective in the Land and Water Plans for the water quality and biodiversity domains. This work stream is required to manage natural and physical resources in a sustainable manner. In particular, shallow lakes are natural resources of national significance and their ongoing management and restoration are the statutory responsibility under the RMA. The actions within this work stream support RPS objectives, 10 year land and water objectives, the Vision and Strategy and Regional Plan objectives and policies. This work stream will also contribute to Council meeting the objectives of the NPS for Freshwater.

To maintain or improve the health of regional shallow lakes through collaborative projects with other statutory management agencies, iwi, landowners and community groups. To work with other stakeholders to implement management and enhancement actions at priority lakes within the region and to work with the Science and Strategy Directorate to determine the outcomes of these actions. Establish and implement the Waikato Shallow Lakes and Wetlands Accord. To prepare lake management plans for the region's shallow lakes. This will detail council's statutory responsibilities with respect to lake protection and enhancement; identify priority sites for management, restoration and stakeholder engagement; and recommend actions for meeting the responsibilities of Council. To coordinate the activities of the Waipa Peat Lakes and Wetlands Accord and the Waikato District Lakes and Freshwater Wetlands MOA by facilitating meetings of the Accord parties and contributing to implementation programmes; To maximise funding opportunities for lake management through alignment of management activities with other stakeholders and accessing funding from external providers; Preparation of minor plan changes in association with the policy programme to manage drainage activities in and around small lakes and wetlands.

Implementation of priority actions as outlined in the Waikato region shallow lakes management plan. Implementation of joint management programmes with the member agencies of the Waipa Peat Lakes and Wetland Accord group and the Waikato District Lakes and Freshwater Wetlands Memorandum of Agreement .

V1207 Small Lake Restoration/Waipa

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $322,440.48 $306,824.87 $295,750.78 $11,074.09 $304,220.78 $308,900.16Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $5,000.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $327,440.48 $306,824.87 $295,750.78 $11,074.09 $304,220.78 $308,900.16

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $66,863.85 $80,105.84 $79,791.19 $314.66 $85,457.61 $85,457.61Direct Costs $51,274.26 $116,130.00 $116,200.00 ($70.00) $116,210.00 $116,200.00Allocated Costs $86,305.52 $110,589.03 $99,759.60 $10,829.43 $102,553.16 $107,242.55Total Expenditure $204,443.63 $306,824.87 $295,750.79 $11,074.08 $304,220.77 $308,900.16


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The Natural Heritage Fund provides the means to implement programme policy goals contained in WRC's planning documents such as the Regional Policy Statement, the Regional Coastal Plan and the Regional Pest Management Plan. Those policies state that WRC will help preserve natural heritage, our native plants and animals, our threatened ecosystems, our landscapes and our natural coasts. Community partnerships is a fundamental element of this work and the Natural Heritage Fund provides a contestable community grant framework for achieving these partnerships.

Through grants to large, well established community groups and other entities, Council supports the work of the community to protect our natural heritage right across our region. The Natural Heritage Fund is sourced from the natural heritage targeted rate. The programme has an important advocacy and coordination capacity, building constructive working relationships with community organisations and assisting them to achieve their local natural heritage enhancement goals that complement Council's work. Many natural heritage goals can be achieved more easily and at less public expense through better coordination among multiple parties and the affected landowners by providing funding and support for key community projects. Natural heritage projects are designed to secure permanent ecological assets for the people of the region.

LTP measure - 90% or more of the projects funded through Natural Heritage Partnership Project achieve milestones each year as per the funding agreement.

V1601 Natural Heritage

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $733,405.66 $758,675.10 $753,864.00 $4,811.10 $772,116.17 $783,585.53Fees & Charges $55,133.00 $60,585.00 $43,970.00 $16,615.00 $36,760.00 $30,401.00Total Income $788,538.66 $819,260.10 $797,834.00 $21,426.10 $808,876.17 $813,986.53

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $71,089.65 $130,966.46 $159,479.66 ($28,513.20) $160,186.06 $160,186.06Direct Costs $596,714.36 $517,310.00 $454,022.00 $63,288.00 $470,886.00 $469,124.00Allocated Costs $96,190.93 $170,983.64 $184,332.34 ($13,348.70) $177,804.11 $184,676.46Total Expenditure $763,994.94 $819,260.10 $797,834.00 $21,426.10 $808,876.17 $813,986.52


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Direct cost budget has been reduced as additional labour & allocated costs are planned. Rates revenue is fixed, as Natural Heritage rate is charged on a per property basis.




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Regional Priority Biodiversity Sites programme works on ecologically significant natural areas (usually on privately owned land) and along locally-valued coastlines where the Council can offer support for fencing, planting, or animal and plant pest control to enhance ecological condition. Historically this was linked to the Key Ecological Sites programme, which has now been superseded by the Significant Natural Areas identification, Biodiversity Inventory and Zonation Priorities. The programme helps maintain indigenous biodiversity and halt the further loss of ecologically significant habitat, pursuant to the council's responsibilities under the Resource Management Act. This is the primary programme for achieving biodiversity improvements on the ground in the region. However, the programme works in conjunction with other projects that also address biodiversity issues. These include the Natural Heritage Programme, Biosecurity Programme, advocacy related to implementation of the Regional Policy Statement, catchment work in specific zones and research done by the Science and Strategy Directorate.

Regional Priority Biodiversity Sites programme includes three distinct activities. The first is working with landowners, iwi and community groups to manage threats to biodiversity, such as stock access and animal or plant pests, at high priority biodiversity sites. The second is the Beachcare programme where community groups restore and protect dunes and other coastal ecosystems. The third is the Small Scale Community Initiatives fund which contributes up to $5000 to help volunteer community groups and individuals undertaking their own ecological restoration projects via animal and plant pest control. Overall, healthy ecosystems are the foundation of a prosperous, healthy region. The programme helps implement the RPS objective of having the full range of our region's ecosystem types, their extent and the indigenous biodiversity that those ecosystems can support existing in a healthy and functional state. Builds and encourages community support for and participation in indigenous habitat restoration.

LTP measure -- Number of on-the-ground projects in action each year, protecting and restoring indigenous biodiversity, is greater than or equal to 2 per zone. Note that the identification of significant natural areas is funded through a separate budget code. The overall measurement of biodiversity success across the region will not be possible until appropriate monitoring indicators are implemented.

V1602 Regional Priority Biodiversity Sites

Alan Saunders

Forge and strengthen partnerships to achieve positive outcomes for the regionIncrease communities understanding of risks and resilience to change







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Priorities AlignmentManage freshwater more effectively to maximise regional benefitSupport communities to take action on agreed outcomesPositively influence future land use choices to ensure long term sustainability

Enhance the values of the regions coasts and marine area

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $1,226,909.00 $1,203,330.78 $1,173,417.12 $29,913.66 $1,164,847.31 $1,174,464.24Targeted Rates $0.00 $0.00 $0.00Fees & Charges $68,751.13 $0.00 $0.00Total Income $1,295,660.13 $1,203,330.78 $1,173,417.12 $29,913.66 $1,164,847.31 $1,174,464.24

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $218,259.49 $230,735.11 $222,701.25 $8,033.86 $223,659.39 $223,659.39Direct Costs $703,937.71 $673,449.85 $689,020.00 ($15,570.15) $689,060.00 $689,000.00Allocated Costs $287,350.89 $299,145.83 $261,695.87 $37,449.96 $252,127.92 $261,804.85Total Expenditure $1,209,548.09 $1,203,330.78 $1,173,417.12 $29,913.66 $1,164,847.31 $1,174,464.24


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TB management change means that animal pests will no longer be managed in some parts of the region through the TB Free programme. Some of these areas have been managed for over 30 years, and this has resulted in significant biodiversity gains over that period. TBFree management areas include a number of the region's special places (biodiversity). Without WRC increasing level of service animal pest densities will increase with resulting impacts on forest condition, associated bird life and an overall decline in natural capital.

Biodiversity continues to decline especially in areas where invasive pests such as rats and possums are not managed. The areas TB free has ceased pest management contain some of the regions and NZ's most outstanding areas of native biodiversity. If WRC does not step in and maintain the gains from 30 years of effective pest management there areas will be decimated by uncontrolled pest populations. There is also potential for significant reputation impact on WRC if the programme is not expanded, as there is a high expectation from the community for WRC to maintain the gains from previous investment. Collaborate arrangements with DOC will also not be met, potentially impacting this important relationship. The expansion also supports WRC strategic aspirations to achieve Predator Free Waikato.

Picking up where TB free has left off gives WRC the opportunity to maintain the huge gains that 30 years of effective pest management has delivered. NZ's largest kokako population will continue to grow. Communities will remain engaged with pest control for biodiversity gain.

B1605 Regional Priority Possum Control

Brett Bailey

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Biosecurity (Doc# 11315658)Business Case Reference

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Priorities AlignmentPostiively influence future land use choices to ensure long term sustainabilitySupport communities to take action on agreed outcomesSelect

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $2,745,963.07 $2,886,341.08 $2,850,280.73 $36,060.35 $3,282,118.80 $4,048,187.20Fees & Charges $190,421.16 $92,175.00 $104,694.00 ($12,519.00) $80,988.00 $51,590.00Total Income $2,936,384.23 $2,978,516.08 $2,954,974.73 $23,541.35 $3,363,106.80 $4,099,777.20

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $235,798.47 $313,620.14 $293,377.41 $20,242.73 $355,019.87 $355,019.87Direct Costs $1,819,551.39 $2,708,975.81 $2,784,880.00 ($75,904.19) $3,081,665.00 $4,134,014.00Allocated Costs $336,413.14 $398,620.14 $359,752.32 $38,867.82 $417,114.93 $444,490.33Total Expenditure $2,391,763.00 $3,421,216.08 $3,438,009.73 ($16,793.65) $3,853,799.80 $4,933,524.20


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Cyclical work programme basis for possum control. Additional PPCA fund requested as per Biosecurity business case. Surplus/ Deficit transferred to or from the Biosecurity reserve in order to keep rates smooth over the years due to cyclical nature of programme.




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Priorities AlignmentPositively influence future land use choices to ensure long term sustainabilityForge and strengthen partnerships to achieve positive outcomes for the regionSelect

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Increase the direct control budget for wallaby management to fully implement WRC's part of the containment plan. Current LOS isn't sufficient to contain wallabies and without urgent action they will be beyond our ability to manage. Dama wallabies will therefore become much more widespread putting further pressure on our treasured forests and native habitats. Staff view is that additional resourcing is required if wallabies are to be managed. If additional resourcing is not forthcoming then best option would to remove the current programme and remove wallabies from the RPMP.

Progressive containment, no further expansion beyond current range. The proposal will protect a range of ecosystems present within the Waikato and responds directly to the following priority within the strategic direction "The full range of ecosystem types, including land, water and coastal and marine ecosystems, is in a healthy and functional state."

This programme relies on (as with all biosecurity programmes) a partnership between DOC, BOPRC, and MPI. Risks associated with: other parties not funding their components of the programme will limit our ability to succeed. Tuwharetoa, Raukawa, Te Arawa and Tuhoe are openly calling for the spread and impact of wallabies to be stopped. Some tools are controversial (to a few people) so relies on social licence to operate.

No LTP measure

B1606 Animal Pests

Brett Bailey

127

Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $833,011.19 $724,175.69 $998,446.63 ($274,270.94) $1,142,722.93 $1,430,439.05Fees & Charges $81,280.35 $35,000.00 $8,000.00 $27,000.00 $8,000.00 $10,000.00Total Income $914,291.54 $759,175.69 $1,006,446.63 ($247,270.94) $1,150,722.93 $1,440,439.05

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $153,492.04 $96,387.01 $169,107.05 ($72,720.04) $217,769.19 $217,769.19Direct Costs $576,741.64 $597,661.64 $669,872.00 ($72,210.36) $719,932.00 $969,832.00Allocated Costs $235,434.31 $160,590.04 $227,930.58 ($67,340.54) $273,484.74 $287,837.86Total Expenditure $965,667.99 $854,638.69 $1,066,909.63 ($212,270.94) $1,211,185.93 $1,475,439.05


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Financials

Additional operational and staff resourcing for wallabies as per business case. Biosecurity reserve used to offset a portion of current wallabies costs.



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Pest plants are one of the biggest threats to indigenous biodiversity and agricultural production. Of the number of plant species present already in New Zealand, between two and four new species are estimated to become invasive every year. Prevention of the establishment of pest plants is the most cost effective weed management. The next most cost effective management is eradication at an early stage of invasion. The Council undertakes direct control of pests in the low incidence/high threat category. There is wide community benefit in the council controlling these pests.

Reduce towards zero density all known infestations of eradication pest plants -cathedral bells, Senegal tea, evergreen buckthorn, African feather grass, Japanese and giant knotweed, mile-a-minute, Chilean flame creeper, horse nettle, water poppy, spartina, sagittaria, lantana, nasella tussock, Noogoora bur, purple loosestrife. Continue discretionary control to reduce the spread, where direct control is the most effective means of control, of progressive containment pest plants such as alligator weed, climbing spindleberry, contorta pine, old mans beard, yellow flag iris, woolly nightshade and boneseed. Eradicate, where practicable, new infestations of high risk pest plants. Some pest plants, such as Manchurian wild rice, sea spurge and white bryony are MPI managed pests and the Council is in partnership with them on control. The animal pests mentioned above can all threaten the regional environment and economy if left unchecked. They are difficult to control and require regional coordination to manage them.

Reduce (in area or number) infestations of low intensity, high threat pests (alligator weed, evergreen buckthorn, climbing spindleberry, old man's beard, Manchurian wild rice and white bryony) to achieve zero density within a 10 year period. Target Year 1 - achieved Year 2 - achieved Year 3 - achieved Years 4-10 achieved.

B1607 Plant Pests

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Priorities AlignmentPositively influence future land use choices to ensure long term sustainabilitySelectSelect

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129

Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0 $0 $0 $0 $0 $0Targeted Rates $2,419,983 $2,384,078 $2,813,564 -$429,486 $2,955,979 $3,198,798Fees & Charges $245,250 $94,500 $94,500 $0 $94,500 $94,500Total Income $2,665,233 $2,478,578 $2,908,064 -$429,486 $3,050,479 $3,293,298

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $390,057 $330,210 $443,809 -$113,599 $504,231 $512,313Direct Costs $1,934,248 $1,833,221 $2,066,701 -$233,480 $2,102,320 $2,302,120Allocated Costs $525,452 $445,147 $527,554 -$82,407 $573,927 $608,864Total Expenditure $2,849,756 $2,608,578 $3,038,064 -$429,486 $3,180,479 $3,423,298


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Additional funding in LTP for kauri dieback, alligator weed, yellow flag iris, velvetleaf, old mans beard, climbing spindelberry, and wilding pine as per business case. Biosecurity reserve used to offset a portion of current yellow flag iris, alligator weed and velvetleaf costs.




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Animal pest control new works are promoted in the zone to address increased erosion and run-off in upper catchments due to possum and goat pests. It supports other land and catchment activities such as catchment new works. WRC (through the Biosecurity targeted rate) funds work on private land, and the Department of Conservation work on Crown land. Biosecurity is managed regionally, however the Animal pest control budget is for the participation of local River and Catchment Services staff in assisting with areas of high profile. This activity provides for liaison with the Department of Conservation and the Council's Biosecurity Group, who undertake the operational component of the programme.

The overall purpose of animal pest control on the Peninsula is to reduce erosion and runoff and improve biodiversity. The purpose of the activity is to ensure the operational programmes funded and managed by WRC's Biosecurity Group and the Department of Conservation are implemented according to desired river and catchment outcomes. In this way, the work contributes to the achievement of integrated and sustainable catchment management.

Animal Pest control works support improved biodiversity, reduction in erosion and runoff and contribute to integrated and sustainable land and catchment management. Animal Pest Control Operations are carried out in accordance with Best Practice. Development opportunities are progressed between Integrated Catchment Services and Department of Conservation. Relevant legislative requirements are met. Regionally led Biosecurity efforts have local Zone based support as required.

R2025 CM Animal Pest Control

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $1,605 $1,779 $2,171 -$392 $2,202 $2,285Targeted Rates $9,095 $10,081 $12,304 -$2,223 $12,477 $12,949Fees & Charges $0 $0 $0 $0 $0 $0Total Income $10,700 $11,860 $14,475 -$2,615 $14,679 $15,235

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $1,876 $3,282 $4,449 -$1,167 $4,449 $4,449Direct Costs $423 $3,285 $3,560 -$275 $3,560 $3,560Allocated Costs $2,495 $5,293 $6,466 -$1,173 $6,669 $7,225Total Expenditure $4,795 $11,860 $14,475 -$2,615 $14,678 $15,234


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RPMP review (Doc# 11315658)Business Case Reference

The review of the RPMP is required by statute at least every 10 years, with the possibility of targeted reviews as needed. The RPMP implements the council's strategic objective of ensuring that pest animals and plants are managed to reduce economic and environmental harm to the region. Without an RPMP the council would have no power to require that pests be managed; if pest control was done by landowners individually it would be voluntary and uncoordinated.

The Regional Pest Management Plan sets outcomes and objectives for the management of individual pest species; whether control is done by the council directly or by individual landowners. Each pest programme has different outcomes; however the overall objective is to manage the impacts that pests have on the economy, the environment and to a lesser degree, human health.

Have an approved and operative RPMP that WRC are able to implement.

B1001 RPMP Review

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $206.15 $1,190.92 $53,222.44 ($52,031.52) $0.00 $0.00Direct Costs $18,968.87 $21,500.00 $421,500.00 ($400,000.00) $420,500.00 $70,500.00Allocated Costs $1,125.37 $1,959.30 $66,403.55 ($64,444.25) $7,393.50 $1,210.53Total Expenditure $20,300.39 $24,650.22 $541,125.99 ($516,475.77) $427,893.50 $71,710.53


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Financials

Increased costs for review of RPMP as per business case.



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Priorities AlignmentSupport communities to take action on agreed outcomesForge and strengthen partnerships to achieve positive outcomes for the regionManage freshwater more effectively to maximise regional benefit

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The purpose of catchment oversight is to provide for the overall management, oversight and direction of the work programme for each zone. It includes preparation and maintenance of zone plans, management of zone based staff, financial management, servicing of the catchment committee, and stakeholder liaison. The objectives are to ensure the delivery of each zone work programme as set out in the Long Term Plan (and underpinned by each zone plan).

Sound overall management of integrated catchment management activities within each zone.Alignment with each zone plan as well as other council directions. Integration of activities in each zone, as well as an appropriate level of consistency across all zones.

Delivery of each zone work programme, achieving the expected outcomes with assigned resources. Administration of each catchment committee, including where necessary the reappointment of subcommittee membership and general management of catchment committee business. Catchment committees are informed and provide sound advice to Council (through the Integrated Catchment Management Committee).Strong and effective partnerships with zone partners and stakeholders.Community awareness of integrated catchment management activities and achievements.

RXX10 Catchment oversight (regional)

Zone Manager

135

Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $923,246 $999,253 $1,168,377 -$169,124 $1,242,479 $1,309,435Targeted Rates $2,970,621 $3,182,442 $3,853,742 -$671,300 $4,104,431 $4,299,143Fees & Charges $20,000 $0 $0 $0 $0 $0Total Income $3,913,866 $4,181,695 $5,022,119 -$840,424 $5,346,910 $5,608,578

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $820,372 $825,946 $860,254 -$34,308 $927,432 $947,412Direct Costs $2,211,684 $2,019,346 $2,943,208 -$923,862 $3,012,215 $3,206,441Allocated Costs $1,228,804 $1,262,612 $1,164,866 $97,746 $1,353,472 $1,471,935Total Expenditure $4,260,860 $4,107,904 $4,968,328 -$860,424 $5,293,119 $5,625,787


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The planned increase in expenditure is driven by the following. The costs of implementing the Asset Management business case is shared across the zones $630K The River Restoration strategy in Central zone $80K. The Waikare /Whangamarino Catchment Management plan and Whangamarino Wetland sediment investigation in the Lower Waikato $165K. The residual amount is made up of small costs increase across all the zones



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Catchment Planning and Management (Doc# 11208986)


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Business Case Reference

Catchment maintenance is undertaken in each zone to ensure that established catchment management work is managed and maintained so that the assets (e.g. fencing) continue to be effective and meet the objectives of the work. Work undertaken includes the maintenance of conservation fencing, plantings and other structures. Maintenance work programmes are usually initiated by Council in partnership/agreement with individual property owners. Compliance with legal agreements between the property owner and Council (e.g. a Land Improvement Agreement or Memoranda of Agreement on a property title) is achieved using ground and aerial inspection on at least a three yearly inspection cycle. In some cases, financial assistance or incentive is provided, as agreed the same legal agreement.

Catchment maintenance contributes to the sustainment of improved catchment management. Catchment management work continues to perform to the agreed standards. Soil conservation, water quality and biodiversity benefits of catchment management work continues to be realised. Catchment management works in place contribute to economic well being helping to supporting sustainable productive land use.

LTP measure - 90% of sampled catchment scheme works that are maintained in effective condition based on the agreed standards.

RXX21 Catchment maintenance (regional)

Zone Manager

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $434,639 $400,799 $401,124 $324 $446,199 $459,828Targeted Rates $619,913 $573,296 $590,723 $17,427 $683,908 $700,086Fees & Charges $10,441 $0 $600,000 $600,000 $0 $0Total Income $1,064,993 $974,095 $1,591,846 $617,751 $1,130,107 $1,159,914

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $204,281 $180,024 $211,468 $31,444 $251,412 $251,412Direct Costs $468,184 $534,424 $1,087,380 $552,956 $526,540 $538,240Allocated Costs -$94,778 $259,647 $292,999 $33,351 $352,155 $370,262Total Expenditure $577,687 $974,095 $1,591,846 $617,751 $1,130,107 $1,159,914


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Financials

Financial variance reflects the planned 18/19 Kauoit forestry harvest. The costs of this is offset by additional revenue



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Catchment Planning and Management (Doc# 11208986)


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New catchment works are initiated to address cases of active or potential soil erosion, stream bank erosion and related land and catchment management issues such as biodiversity enhancement, protection of sites of cultural significance in unstable catchments and water quality improvement. Works programmes may result from requests from property owners for advice and assistance and are subject to an agreement being reached between the property owner, council, and (in many cases) other funding providers. The works comprise fencing off stock from erosion prone land, the protection of indigenous vegetation on steep land, the planting of soil conservation plant species and construction of erosion control structures. This area of activity has increasingly focused on ICM to achieve council's strategic outcomes related to sustainable land use and the integrated management of catchments and harbours. This activity assists council to give effect to the Vision and Strategy, while also delivering the priorities of each catchment committee (as defined by each zone plan).

- Sustainable management of land to address the problems of soil erosion, loss of biodiversity and reductions in water quality - Promotion of soil conservation practices within the context of Sustainable management of land and rivers - water quality and instream biodiversity benefit from Sustainable land use, retirement from stock access and re-planting programmes - Contribution to integrated and Sustainable catchment management - the control of active soil erosion and promote soil conservation - the encouragement of Sustainable land management practices in the Waikato region through the provision of advisory services and financial grants. - demonstration of best management practice. - B32 toward integrated catchment management, wetland protection and enhancement and improved biodiversity and water quality.

Percentage of catchment new works undertaken in priority catchments and/or at priority sites across all zones.

RXX23 Catchment new works (regional)

Zone Manager

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 973,677 1,093,826 1,327,065 233,238- 1,685,295 1,889,345 Targeted Rates 1,693,996 1,949,639 2,351,774 402,135- 2,762,078 2,940,445 Fees & Charges 900,991 799,565 1,064,000 264,435- 1,015,000 1,015,000 Total Income 3,568,664 3,843,030 4,742,838 899,808- 5,462,373 5,844,790

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 498,606 604,456 611,148 6,691- 833,754 832,505 Direct Costs 2,462,281 2,477,335 3,399,410 922,075- 3,647,000 3,945,500 Allocated Costs 645,865 840,457 776,280 64,176 1,003,889 1,077,785 Total Expenditure 3,606,752 3,922,248 4,786,838 864,590- 5,484,643 5,855,790


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Financials

Financial variance reflects the Catchment Planning and Management Business Case, which seeks to increase the capacity to undertake new catchment works with regard to both staff and available funding. There is also a programmed increase for the Waipa catchment plan implementation of $500K, 50% of this is funded by the WRA



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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionPositively influence future land use choices to ensure long term sustainabilityIncrease communities understanding of risks and resilience to change

Shape the development of the region so it enhances our quality of lifeSelectSelect






The River Catchment Policy Planning budget provides a small amount of staff time and direct costs for the Integrated Catchment Management directorate to engage in the development of relevant plans and policies (both internal and external). This engagement is focuses on instances where the work undertaken by ICM may be impacted by a plan or policy, as well as opportunities to reinforce this work.

The engagement of ICM in the development of relevant plans and policies.

The development of plans and policies take into account the work undertaken by ICM and the outcomes that ICM is working towards.

R7001 River Catchment Policy Planning

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 75,897 88,837 81,623 7,214- 82,003 84,532 Targeted RatesFees & ChargesTotal Income 75,897 88,837 81,623 7,214- 82,003 84,532

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 787 32,749 33,497 748 33,497 33,497 Direct Costs 29,027 5,000 5,000 - 5,000 5,000 Allocated Costs 2,428 51,088 43,127 7,961- 43,506 46,036 Total Expenditure 32,242 88,837 81,624 7,213- 82,003 84,533


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Enhance the values of the regions coasts and marine areaShape the development of the region so it enhances our quality of lifeSelect





Catchment Planning and Management (Doc# 11208986)Business Case Reference

The delivery of works and services in coastal and marine areas to ensure the sustainable management of harbours and catchments. Works to contribute to improvement of environmental, recreational and community safety values and enable an integrated response to catchment issues through the delivery of coastal vegetation management, routine works and services and coastal habitat restoration. In addition, the delivery of works and services in coastal and marine areas also helps ensure the sustainable management of harbours and catchments.

Works to contribute to improvement of environmental, recreational and community safety values and enable an integrated response to catchment issues through the delivery of coastal vegetation management, routine works and services and coastal habitat restoration. The CMA works and services budget helps ensure gains made through mangrove consents are maintained (restoration and seedling management) and coastal enhancement projects identified through HCMP’s can be successfully implemented. Giving effect to the Waikato Regional Costal Plan and supporting the implementation of Harbour and Catchment Management Plans. The budget also needs to provide for stream mouth opening works as required.

1. Seedlings are maintained from mangrove clearance areas. 2. Coastal enhancement identified by Harbour and Catchment Management Plans is undertaken. 3. Stream mouth works undertaken as required.

C1010 CMA - Works & Services

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $31,392 $23,892 $25,768 -$1,876 $23,076 $25,780Targeted Rates $125,567 $135,387 $146,018 -$10,631 $130,762 $146,089Fees & Charges $0 $0 $0 $0 $0 $0Total Income $156,959 $159,278 $171,785 -$12,507 $153,838 $171,869

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $10,727 $24,070 $27,032 -$2,962 $23,095 $23,095Direct Costs $61,746 $95,030 $95,000 $30 $95,120 $110,110Allocated Costs $15,705 $40,178 $49,753 -$9,575 $35,623 $38,665Total Expenditure $88,178 $159,278 $171,785 -$12,507 $153,838 $171,869


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Priorities AlignmentEnhance the values of the regions coasts and marine areaSupport communities to take action on agreed outcomesForge and strengthen partnerships to achieve positive outcomes for the region

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The implementation of mangrove removal and associated mitigation as per resource consents for Tairua, Wharekawa and Whangamata.

Completion of the final stages of clearance at Whangamata and Tairua and seedling maintenance at Wharekawa.

Completion of the existing projects. Maintain positive relationships in the community by completion of works. Maintain reputational credibility with other key stakeholders by ensuring funding is targeted to the community which benefits. Maintain a high level of compliance with consents.

C1012 CMA - Consents and works

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $31,392 $23,892 $25,768 $1,876 $23,076 $25,780Targeted Rates $125,567 $135,387 $146,018 $10,631 $130,762 $146,089Fees & Charges $0 $0 $0 $0 $0 $0Total Income $156,959 $159,278 $171,785 $12,507 $153,838 $171,869

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $10,727 $24,070 $27,032 $2,962 $23,095 $23,095Direct Costs $61,746 $95,030 $95,000 -$30 $95,120 $110,110Allocated Costs $15,704 $40,178 $49,752 $9,574 $35,623 $38,664Total Expenditure $88,177 $159,278 $171,784 $12,506 $153,838 $171,869


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Positively influence future land use choices to ensure long term sustainabilityManage freshwater more effectively to maximise regional benefitShape the development of the region so it enhances our quality of life






Council is required to perform this activity primarily under the Soil Conservation and Rivers Control Act 1941, Resource Management Act 1991 and Local Government Act 2002. Direction is also provided through the Waikato Regional Plan and Regional Policy Statement. This activity provides for the development of harbour and catchment management plans for each of the key harbours and estuaries on the Coromandel Peninsula. The activity is undertaken to provide for the long term sustainable management of harbours and their catchments.

Harbour and catchment management plans will provide a comprehensive planning and operational framework for the management and improvement of the Peninsula’s harbours and catchments, and establish a framework for the protection of harbours elsewhere in the region. They will provide a cross-organisational, multi-agency and community linked process for this work. They will inform reviews of the Regional and Regional Coastal Plans and provide input to District Plans. Appropriate funding mechanisms in place to service plan development and implementation. Currently we are advancing the development of two Harbour and Catchment Management Plans by end of Strategic Direction 2016-19.

Internal measure: Complete harbour and catchment management plans for each of the key Coromandel Peninsula harbours and catchments - Whangamata, Wharekawa, Whangapoua, Tairua, Whitianga, Coromandel/Manaia. Historic targets were - 2012/13 Whangapoua, 2013/14 NA, 2014/15 Whitianga, 2015/16 Coromandel/Manaia. New 2016-19 Strategic Direction target is plans for Whitianga and Coromandel to be completed in that period. Successful implementation of plans seeks clean, productive, biologically healthy harbours, reduced sediment in streams and improved biodiversity and water quality in catchments.

C1013 CMA - Harbour & Catchment Planning

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $252,481 $263,810 $396,686 -$132,876 $404,429 $313,703Targeted Rates $0 $0 $0 $0 $0 $0Fees & Charges $0 $0 $0 $0 $0 $0Total Income $252,481 $263,810 $396,686 -$132,876 $404,429 $313,703



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The Strategic Direction 2016-19 targets that Harbour Management Plans for Whitianga and Coromandel are completed. One plan can be delivered in the strategic direction timeframe, but not both under existing budget. To do both, additional funding of $200,000 over two years is required.



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Waikato Regional Council receives requests for information and advice on integrated catchment management issues within each zone. These requests may be from targeted or general rate payers, other organisations and co-management partners. The Information and Advice activity provides the capacity for Council to respond to these requests. The community has also requested that environmental monitoring programmes be put in place to measure the impacts of the work being undertaken in each zone. This activity provides this monitoring and the reporting of the findings to the Council (through each catchment committee and the Integrated Catchment Management Committee).

Timely responses to integrated catchment management enquiries, requests or complaints.Monitoring of environmental change as a result of integrated catchment management activities in each zone.Fulfil Council's Customer Promise.

Timely and responsive service to the community to address integrated catchment management enquiries, requests and complaints in each zone.Council's Customer Promise is upheld.Demonstration of the value for money provided by integrated catchment management activities.

RXX20 Information and advice (regional)

Zone Managers

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $211,844 $227,317 $230,722 -$3,405 $239,943 $245,200Targeted Rates $583,610 $634,148 $661,192 -$27,044 $686,767 $699,689Fees & Charges $119,565 $0 $0 $0 $0 $0Total Income $915,019 $861,466 $891,915 -$30,449 $926,710 $944,889

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $212,538 $279,416 $305,459 -$26,043 $329,466 $331,462Direct Costs $335,763 $82,041 $114,650 -$32,609 $114,790 $114,540Allocated Costs $400,367 $500,009 $471,806 $28,203 $482,453 $498,887Total Expenditure $948,668 $861,466 $891,915 -$30,449 $926,710 $944,889


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Priorities AlignmentEnhance the values of the regions coasts and marine areaSupport communities to take action on agreed outcomesPositively influence future land use choices to ensure long term sustainability

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Harbour catchment planning is required for the three priority West Coast harbours as defined in objective 2(b) of the West Coast Zone plan - the three harbours of Aotea, Kawhia and Whaingaroa are defined as priority areas. The West Coast management zone is the most recently created (2010) within the region, therefore the focus has been on building relationships and raising interest with landowners within the zone - projects to date have been with landowners wanting support from council to implement environmental improvements on their property, and/or they were approached by council due to their property having conservation/biodiversity areas of significance. A large number of works are/have been completed around the harbours over the last few years however, this has been ad hoc as explained about. Sub catchment planning is required to identify where resourcing would best be focused to achieve the greatest benefit as defined in the Zone plan.

Catchment planning provides a mechanism to coordinate various work streams to ensure optimised implementation of actions at place and delivery on multiple council objective. This requires additional investment which will support existing delivery mechanisms. Catchment planning is required within the West Coast Zone for the three priority harbours (as outlined above); a dedicated coastal enhancement budget will ensure that core catchment management works can continue across the zone, while also directing resourcing into ecological and/or cultural enhancement works within the coastal environment, as identified from the catchment planning process. This will also ensure any co-management requirements resulting from the upcoming harbour treaty settlements can be incorporated and delivered upon.

Measured through the 1) determining current state of the each of the harbours and 2) prioritistiation and development of sub-catchment plans (Harbour Catchment Planner to complete).

R2111 West Coast Harbour & Catchment Planning

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0 $50,958 $234,465 -$183,507 $230,799 $237,410Targeted Rates $0 $0 $0 $0 $0 $0Fees & Charges $0 $0 $0 $0 $0 $0Total Income $0 $50,958 $234,465 -$183,507 $230,799 $237,410

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0 $0 $89,955 -$89,955 $89,955 $89,955Direct Costs $0 $50,000 $50,000 $0 $50,000 $50,000Allocated Costs $0 $958 $94,511 -$93,553 $90,845 $97,455Total Expenditure $0 $50,958 $234,465 -$183,507 $230,799 $237,410


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Additional labour resource for the development of harbour plans has been included in the Catchment Management business case.



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Council applied for Hill Country Erosion Funding in response to council developing new policy (2014) to address the effects of intensive land based activities (including agriculture) on the accumulation of contamination in soils and effects on water quality. NZEEM Erosion risk mapping for Waipa, West Coast and Lower Waikato catchments showed a concentrated area of moderate-severe erosion risk land in the hill country compared to anywhere else within the region. MPI was offering dollar for dollar matching of council funding enabling a 70% funding incentive to landowners in designated priority catchments to incentivise landowners to carry out farm planning and mitigation works. Council had not previously been eligible for this funding pre-2014.

Reduction of topsoil loss through: regular liaison with landowners to build on existing relationships and ensure trust in the programme, development of farm plans to identify high priority soil conservation areas and mitigation measures, implementation tools (provision of incentives, education, and advice) and establishing performance targets, indicators and monitoring of outcomes.

Benefits: Reduction of topsoil loss. Reduced downstream impacts from sedimentation, flooding and poor water quality. Benefits to nationally significant whitebait fisheries - Awakino and Mokau Rivers. Protection of on-farm infrastructure. Financial returns on forestry. Protection of public infrastructure, including SH3 and local road infrastructure. Water quality protection and enhancement. Aesthetic enhancement with the landscapes of the western hill country. Resource protection and improvement in property values. Non-quantifiable - biodiversity, aquatic ecology and resource protection.

R2163 Hill Country Erosion

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $68,004 $158,657 $196,751 -$38,094 $195,207 $197,950Targeted Rates $68,004 $158,657 $196,751 -$38,094 $195,207 $197,950Fees & Charges $152,155 $181,000 $225,000 -$44,000 $0 $0Total Income $288,163 $498,314 $618,501 -$120,187 $390,413 $395,900



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The contract with MPI for the programme implementation allowed for an increase in costs of $88K in the 18/19 year we receive an additional $44K from MPI to offset this.



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Fish Passage Research and Development Programme, and Implementation Plan (Doc# 11251362)

These projects provide the ICM directorate with the capacity to engage, understand, inform and influence several areas of work that relate to (or impact on) the delivery of integrated catchment management activities. These areas are: Environmental policy (R9008) Directorate projects (R9011) Health and safety (R9012) Poplar and willow research (R9015) Native plant store (R9017) Regional prioritisation (R9018)

Engage, understand, inform and influence relevant areas of work to understand, manage and integrate into integrated catchment management activities.

Integrated catchment management projects R90XX

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0 $0 $0 $0 $0 $0Targeted Rates $0 $0 $0 $0 $0 $0Fees & Charges $0 $0 $0 $0 $0 $0Total Income $0 $0 $0 $0 $0 $0

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $100,278.75 $289,121.00 $312,756.65 ($23,635.65) $315,021.30 $315,021.30Direct Costs $83,436.59 $175,830.00 $1,251,769.00 ($1,075,939.00) $654,387.00 $620,608.00Allocated Costs ($183,714.00) ($447,951.00) ($846,076.00) $398,125.00 ($850,014.00) ($859,956.00)Total Expenditure $1.34 $17,000.00 $718,449.65 ($701,449.65) $119,394.30 $75,673.30


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Financial variance is driven by the Fish Passage Research, Development and Implementation Business Case, which seeks additional resources to agree an approach to the prioritisation of investment to address barriers to fish migration created by flood protection and land drainage infrastructure, along with trialling and assessing the effectiveness of several approaches. This project is recommended to be funded from the investment fund.




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The area from Kaiaua to the new Auckland Council boundary came into the Waikato Region in 2010. At that time the community chose not to take-up the catchment, river management or flood protection services provided by Waikato Regional Council, through the Waihou Piako funding policy. WRC did commit to consultation with the community at each LTP to gauge their support for services. Until recently this has been rejected. This community was hit seriously during the March and April 2017 flood events, at which time their numerous requests for support were unable to be acted upon as WRC ratepayers in similar situations had to be given priority. WRC and HDC have developed a Kaiaua Works and Service project to progress consultation with this community in light of the higher level of support being called for.

This project will support staff to structure engagement with the community to determine the next steps. It does not cover full consultation, which would require an annual plan or LTP consultation process to be run.

Success for this project would be that the community agreed to a full consultation process.

R9023 Kaiaua Working Group

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 40,570 -$40,570 21,868 Targeted Rates $0Fees & Charges $0Total Income 40,570 -$40,570 21,868

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 10,691 -$10,691 6,753 Direct Costs 5,000 -$5,000 5,000 Allocated Costs 24,879 -$24,879 10,115 Total Expenditure 40,570 -$40,570 21,868


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This is a new cost centre specifically for the Kaiaua working group.




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Proposed Plan Change 1 for the Waikato and Waipa catchments has a focus on diffuse contamination of water bodies and requires all farmers to manage the risks of diffuse discharge of nitrogen, phosphorus, sediment or bacteria from their properties. It is intended that a further plan change will be developed for the Hauraki/Coromandel catchments addressing the same contaminants. Preparing the industry in those catchments to farm within those requirements will minimise the impact on farm businesses and help to ensure that the targets in the plan can be achieved. Because many of the solutions may involve adjustments to the farm systems themselves, and these are highly variable, it is anticipated that most farmers will need assistance with the analysis of options.

This programme proactively works with industry, researchers and farmers in the Hauraki/Coromandel catchments to identify and evaluate practical and effective on-farm solutions and ensures that farmers are prepared and supported to make the transition as smoothly and efficiently as possible.

Participation in agriculture industry initiatives to influence change on farms. Analysis of farm systems and their influence on contaminant losses. Rural professionals building capacity to support clients in reducing nutrient losses.

L1236 Healthy Farms Healthy Rivers (ICM)

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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionIncrease communities understanding of risks and resilience to changeShape the development of the region so it enhances our quality of life

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $839,874.49 $819,260.97 $222,817.41 $596,443.56 $212,506.35 $215,639.82Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $20,000.00 $0.00 $20,000.00 $0.00 $0.00Total Income $839,874.49 $839,260.97 $222,817.41 $616,443.56 $212,506.35 $215,639.82



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Portion of BAU budget transferred to Healthy Rivers project (L1244).




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Developing the agricultural economy without damaging the environment involves a variety of approaches including research, regulation, incentives and advisory services. The NPS (freshwater) requires council to set limits and targets for water bodies and establish programmes to achieve them. This places greater emphasis on the need to ensure that comprehensive implementation programmes are in place and focused on improving agricultural environmental performance, now and in the future. Agricultural extension works with industry and researchers to support farmers to optimise their production systems and protect the environment at the same time. It informs farmers of their legal responsibilities in terms of environmental management, provides information on potential future targets and implications and gives advice and information on solutions. It helps industry to develop and implement industry training, accreditation, standards and codes of practice. It also supports community environmental initiatives such as landcare groups.

• To raise awareness among farmers and related industry groups of the effects of farming activities on land and water resources, and what they can do to improve outcomes• To raise awareness among farmers about the current rules that farmers must comply with and the methods that are available to achieve compliance• To ensure that farmers know about potential future water quality limits and targets, their implications for farmers and how to manage within them• To ensure that appropriate information on environmental effects and practical options to manage them is available• To support communities in their voluntary efforts to enhance their local environments• To persuade industry to work with WRC in achieving these outcomes.

LTP measures: 66% of people participating in educational activities make a change in their practices within the following 12 months. Members of Landcare groups feel that WRC's contribution to them is positive and meets their reasonable needs.

L1237 Agricultural Extension

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $745,958.63 $737,889.46 $609,471.79 $128,417.67 $616,319.55 $627,990.84Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $4,434.86 $50,000.00 $0.00 $50,000.00 $0.00 $0.00Total Income $750,393.49 $787,889.46 $609,471.79 $178,417.67 $616,319.55 $627,990.84



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Transfer of labour to Healthy Rivers projects, and reduction in direct costs due to no external income budgeted.



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Healthy Rivers (Doc# 11336582)Business case

Proposed Plan Change 1 (PPC1) requires all farmers in the Waikato and Waipa catchments to prepare a Farm Environment Plan (FEP) to identify and mitigate the risks of losing nitrogen, phosphorus, sediment or bacteria to water bodies. The FEP must have regard to sub-catchment targets for these contaminants. The Catchment Profiles are an engagement tool that aims to explain the sub-catchment targets and adds context so that farmers cannot only meet the requirements of PPC1, but can design their FEP to enhance related values of their catchment such as biodiversity and habitat for indigenous species.

The profiles are intended to support farmer engagement in the process of catchment improvement as they meet the obligations of PPC1.

An easily accessible information package for every sub-catchment in the Waikato / Waipa catchment explaining the natural history, geology and soils, ecosystem and the PPC1 targets. Farmers who are interested in the condition of the catchment in which they farm and are willingly acting to improve it.

L1243 Healthy Rivers Catchment Profiles

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $29,697.05 $473,608.61 ($443,911.56) $473,175.93 $472,984.32Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $0.00 $29,697.05 $473,608.61 ($443,911.56) $473,175.93 $472,984.32

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Direct Costs $0.00 $225,000.00 $465,000.00 ($240,000.00) $465,000.00 $465,000.00Allocated Costs $0.00 $558.05 $8,608.61 ($8,050.56) $8,175.93 $7,984.32Total Expenditure $0.00 $225,558.05 $473,608.61 ($248,050.56) $473,175.93 $472,984.32


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Increase in Healthy Rivers costs as per business case.



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Healthy Rivers (Doc# 11336582)Business case

L1244 Healthy Rivers Farm Environment Plan Implementation

Proposed Plan Change 1 (PPC1) requires all farmers in the Waikato and Waipa catchments to prepare a Farm Environment Plan (FEP) to identify and mitigate the risks of losing nitrogen, phosphorus, sediment or bacteria to water bodies. The FEP must have regard to sub-catchment targets for these contaminants. Healthy Rivers FEP implementation supports the process of preparing FEPs by informing farmers of PPC1 requirements, the reasons for them and the best practical options to address the risks on their farms. It also works with industry bodies and stakeholders to ensure that support systems are in place to help farmers to prepare and implement their FEPs and encourages farmers to design their FEP to enhance related values of their catchment such as biodiversity and habitat for indigenous species. The project also supports the preparation of sub-catchment plans where required or where farmers choose to work collectively to improve the effectiveness or efficiency of their mitigations.

To ensure that farmers can complete the preparation of their FEP by the due date, that the FEPs are of a suitable quality to meet the requirements of PPC1 and that where possible they contribute to an enhancement of the ecosystem and natural biodiversity of the catchment. To support the process of catchment planning in sub-catchments where collective action is required, or the community chooses to work together.

High quality FEPs that at least meet the requirements of PPC1. Sub-catchment plans where required.

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $710,317.94 ($710,317.94) $683,537.99 $695,815.42Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $0.00 $0.00 $710,317.94 ($710,317.94) $683,537.99 $695,815.42

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0.00 $0.00 $285,592.69 ($285,592.69) $279,239.84 $279,239.84Direct Costs $0.00 $0.00 $101,000.00 ($101,000.00) $101,000.00 $101,000.00Allocated Costs $0.00 $0.00 $323,725.24 ($323,725.24) $303,298.14 $315,575.58Total Expenditure $0.00 $0.00 $710,317.93 ($710,317.93) $683,537.98 $695,815.42


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Increase in Healthy Rivers costs as per business case.



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This work stream is an essential process for the Waikato Regional Council to give effect to its Regional Plan and RPS policy outcomes with respect to biodiversity gains and, in particular, wetland extent and quality. Experience has already demonstrated that such gains will not be easily made by relying on private land. Similarly, current flood control scheme rates are not sufficient or intended for use on biodiversity enhancement projects unless this is through mitigation projects. This activity contributes to achieving the outcomes of the Biodiversity Action Plan, Regional Policy Statement and Regional Plan. It directly supports our regional responsibilities under the LGA 2002 and RMA 2003. It also contributes to River and Catchment Services meeting the conditions of comprehensive resource consents for Land Drainage through creation and enhancement of wetland areas.

Capitalise on the opportunities for biodiversity gains to be made by utilising land already owned and managed (principally as grazing lease land) by the Waikato Regional Council as part of our various flood control and drainage schemes. In particular, the lowland areas of the Waihou River, Waipa River and Waikato River lend themselves to development of large wetlands and habitats for native bird and fish species. The enhancement projects already undertaken at the Opuatia and Ferry Road wetlands demonstrate the potential that these areas have. This work also provides partnership opportunities between local stakeholders and community groups, co-management arrangements for enhancement sites with relevant Iwi and meets WRC's objectives under the Regional Plan to protect and enhance wetlands.

Within the Lower Waikato and Waihou Piako Zones, maintenance of previous year/s site/s undertaken as required and or a new site commenced in accordance with Zone Plan or Biodiversity on scheme land priority report. This forms part of the land drainage consent mitigation.

V1605 EW Sites / Scheme Land

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $4,651 $15,488 $9,290 $6,198 $9,290 $9,290Direct Costs $37,764 $37,220 $60,220 -$23,000 $60,220 $75,470Allocated Costs $6,491 $21,884 $11,910 $9,974 $11,725 $12,767Total Expenditure $48,906 $74,593 $81,420 -$6,827 $81,235 $97,527


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Public Transport

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This activity is a function council is required to perform under the Land Transport Management Act 2003. This activity provides for the delivery of passenger transport services throughout the region and aligns to the purpose of local government as both a local infrastructure and local public service. As a local infrastructure, this activity provides the soft transport infrastructure of the bus network, determining routes and service requirements to meet community needs. This compliments the physical infrastructure provided by the territorial authorities in the form of bus stops and signage. The nature of the infrastructure provided by council also enables this activity to be classified as a local public service, creating benefit to the regional community through improved public transport options.

The provision of public transport provides the Council with means to enable access to employment, education and social opportunities via a safe, affordable and environmentally friendly travel mode. Provision of public transport is one of the key ways Council delivers on its broader mission to build a healthy environment, strong economy and vibrant communities.

2018-2028 LTP measures: Annual patronage growth exceeds background population growth for the regionPercentage of customers surveyed passengers who are 'satisfied' or better with the passenger transport servicePercentage of surveyed passengers who believe fares represent good value for moneyPercentage of scheduled service trips that depart timing points on time compared to public timetablePercentage of households in Hamilton within 800m of public transport bus stop

T1201 Passenger Tpt - Services/Admin

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Hamilton Urban (Doc# 11288791)North Waikato (Doc# 11327693)District Network (Doc# 11288606)



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Priorities AlignmentShape the development of the region so it enhances our quality of lifeSelectSelect

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00Targeted Rates $6,745,463.28 $6,835,474.04 $7,378,958.66 ($543,484.62) $7,794,768.49 $8,179,141.53Fees & Charges $16,218,441.38 $15,953,216.01 $17,076,993.32 ($1,123,777.31) $18,450,541.19 $19,173,659.97Total Income $22,963,904.66 $22,788,690.05 $24,455,951.98 ($1,667,261.93) $26,245,309.68 $27,352,801.50

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $600,603.23 $804,857.73 $855,189.69 ($50,331.96) $855,189.69 $855,189.69Direct Costs $21,590,975.79 $21,194,676.00 $22,426,232.00 ($1,231,556.00) $24,189,761.00 $25,269,006.00Allocated Costs $1,031,473.67 $1,143,806.33 $1,439,921.55 ($296,115.22) $1,465,750.25 $1,493,997.06Total Expenditure $23,223,052.69 $23,143,340.05 $24,721,343.23 ($1,578,003.18) $26,510,700.93 $27,618,192.75


100%

Direct cost variance in line with proposed increased expenditure outlined Hamilton Urban (including mass transit plan), North Waikato and District Networks business cases. These increases are predominantly funded by increases in fares and NZTA subsidy and the Hamilton route.




Financials

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This activity is a function council is required to perform under the Land Transport Management Act 2003. The Act requires that local government give consideration to the needs of transport-disadvantaged people when preparing any land transport programme. This activity provides the budget for the delivery of the Total Mobility Scheme which has been implemented across much of New Zealand and is funded in partnership by local (usually regional councils) and central government. The scheme creates accessible transport choices for residents within the region, thereby enabling them to live a more independent lifestyle. At present the service is only operated in Hamilton, Taupo and Tokoroa. Any service extension is dependant on local share funding from TAs.

The provision of public transport provides the Council with means to enable access to employment, education and social opportunities via a safe, affordable and environmentally friendly travel mode. Provision of public transport is one of the key ways Council delivers on its broader mission to build a healthy environment, strong economy and vibrant communities.

2018-2028 LTP measures: Percentage of customers surveyed passengers who are 'satisfied' or better with the passenger transport service.The scheme creates accessible transport choices for residents within the region, thereby enabling them to live a more independent lifestyle.

T1401 Total Mobility-Services/Admin

173

Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $216,002.94 $192,438.28 $192,830.04 -$391.76 $193,434.31 $193,948.04Fees & Charges $432,442.90 $449,731.80 $450,487.80 -$756.00 $451,639.20 $452,510.40Total Income $648,445.84 $642,170.08 $643,317.84 -$1,147.76 $645,073.51 $646,458.44

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $36,991.71 $57,007.52 $56,166.11 $841.41 $56,166.11 $56,166.11Direct Costs $516,186.47 $509,400.00 $534,400.00 -$25,000.00 $534,400.00 $534,400.00Allocated Costs $62,006.46 $75,762.56 $52,751.73 $23,010.83 $54,507.40 $55,892.33Total Expenditure $615,184.64 $642,170.08 $643,317.84 -$1,147.76 $645,073.51 $646,458.44


100% 0%


Financials




174

One Page Summaries

Resource Use

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Priorities AlignmentManage freshwater more effectively to maximise regional benefitSelectSelect

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This project relates to the implementation of the policies and regulations directed by Variation 5 to the Waikato Regional Plan for the Lake Taupo Catchment. This variation was completed to cap and reduce nitrogen entering Lake Taupo to maintain its water quality over the long term. It involves staff interacting with rural land owners and the trust to ensure they are meeting the objectives in the plan.

All farms operating above permitted activity levels for nitrogen in Taupo catchment have Nitrogen Discharge Allowance (NDA) allocated, a Nitrogen Management Plan (NMP) and Resource Consent. All farms operating below permitted activity levels comply with the permitted activity rule conditions. Landowners and relevant communities and key stakeholders are informed regarding implementation of the land use controls and wastewater rules for the Taupo Catchment.

Tonnes of authorised nitrogen discharged onto land are within the designated cap and a high level of compliance achieved with respect to the permitted activity land use rules. No additional wastewater nitrogen from on-site wastewater systems.

D1605 Lake Taupo Implementation

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 96,801 66,475 69,819 (3,344) 70,580 71,780Targeted Rates 0 0 0 0 0 0Fees & Charges 25,000 0 0 0 0 0Total Income 121,801 66,475 69,819 (3,344) 70,580 71,780

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 29,680 26,950 29,941 (2,992) 29,941 29,941Direct Costs 14,996 7,500 8,620 (1,120) 8,620 8,610Allocated Costs 42,008 32,025 31,258 768 32,019 33,229Total Expenditure 86,684 66,475 69,819 (3,344) 70,580 71,780


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Priorities AlignmentSupport communities to take action on agreed outcomesForge and strengthen partnerships to achieve positive outcomes for the regionEnhance the values of the regions coasts and marine area

Manage freshwater more effectively to maximise regional benefit

This work stream supports a budget for waivers of otherwise payable resource consent charges (both consent application and consent monitoring) in accordance with Council's remission policy and guidelines. It provides the funds for the wavering of consent fees for proposed activities of environmental or public good.

Charges waived upon application where to do so is in accordance with Council's charges remissions policy and guidelines and within the allocated budget. Consent fee waivers are granted where an activity is proposed for the purpose of environmental or public good, where council support via waiving the costs of the consent process helps enable the project to proceed.

No LTP measure.

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P1202 Consent Fee Waivers




179

Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 15,233 15,287 15,278 9 15,264 15,258Targeted Rates 0 0 0 0 0 0Fees & Charges 0 0 0 0 0 0Total Income 15,233 15,287 15,278 9 15,264 15,258

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 7,353 0 0 0 0 0Direct Costs 678 15,000 15,000 0 15,000 15,000Allocated Costs 7,721 287 278 9 264 258Total Expenditure 15,752 15,287 15,278 9 15,264 15,258


0100%

No major variance from 17/18 Annual Plan



Financials


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Priorities AlignmentManage freshwater more effectively to maximise regional benefitPositively influence future land use choices to ensure long term sustainabilityEnhance the values of the regions coasts and marine area

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This work stream concerns the processing of resource consents under the Resource Management Act 1991. This is a statutory requirement under the Act and hence is mandatory. Failure to undertake the work would result in the Council not meeting its statutory requirements as a local authority. This work involves staff processing and making decisions on resource consents in a timely manner.

To efficiently and effectively deliver consenting processes under the Resource Management Act 1991 to enable the lawful use of natural and physical resources.

2018-2028 LTP measure: Percentage of resource consents processed in accordance with Resource Management Act 1991 timeframe discount regulations. Target > 95%.

S2001 Resource Consent Processing

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 655,140 768,904 0 768,904 0 0Targeted Rates 0 0 0 0 0 0Fees & Charges 3,179,404 3,074,950 2,330,877 744,073 2,353,654 2,398,560Total Income 3,834,545 3,843,854 2,330,877 1,512,977 2,353,654 2,398,560

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 1,365,163 1,404,833 767,053 637,779 767,514 767,514Direct Costs 1,105,669 950,750 860,000 90,750 860,000 860,000Allocated Costs 1,720,253 1,488,272 703,823 784,449 726,139 771,046Total Expenditure 4,191,084 3,843,854 2,330,877 1,512,977 2,353,654 2,398,560


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Financials

Fixed charges were transferred from S2001 & S2002 into project S2010 to provide a clear breakdown between fixed charges and the on charge component of the Consenting and Monitoring activities. The funding between the three projects will still represent the 80/20 funding policy. No major changes has been reflected in any of the expenditure lines and the overall variances of the projects will offset.



182

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This work stream relates to the monitoring of resource consents issued under the Resource Management Act 1991. This is a statutory requirement under the Act. Section 35(2) of the RMA states: Every local authority shall monitor- (d) The exercise of the resource consents that have effect in its region, and take appropriate action, where this is shown to be necessary. The work stream involves undertaking consent compliance assessments, including evidence collection if necessary, to determine the action that should be undertaken to ensure compliance is achieved. The work is undertaken on a prioritised basis to make most efficient use of the resources available.

Consent holders are aware of their compliance obligations. The level of consent compliance is documented and reported on. Appropriate action is taken in response to identified non compliance that is of significance.

2018-2028 LTP measures: 1. Percentage of highest priority (P1) consented sites monitored each year. 2. Percentage of significant non-compliance incidents where action is taken.

S2002 Compliance Monitoring

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Priorities AlignmentEnhance the values of the regions coasts and marine areaManage freshwater more effectively to maximise regional benefitSelect

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $561,314.74 $663,485.00 $0.00 $663,485.00 $0.00 $0.00Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $2,531,511.51 $2,653,356.61 $2,156,309.00 $497,047.61 $2,177,391.00 $2,220,742.00Total Income $3,092,826.25 $3,316,841.61 $2,156,309.00 $1,160,532.61 $2,177,391.00 $2,220,742.00

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $1,060,920.79 $1,288,382.30 $739,161.42 $549,220.87 $739,161.42 $739,161.42Direct Costs $940,848.43 $706,000.00 $750,000.00 ($44,000.00) $750,000.00 $750,000.00Allocated Costs $1,356,440.14 $1,322,458.88 $667,148.00 $655,310.88 $688,230.00 $731,580.00Total Expenditure $3,358,209.36 $3,316,841.63 $2,156,309.42 $1,160,532.66 $2,177,391.42 $2,220,741.92


90%10%

Fixed charges were transferred from S2001 & S2002 into project S2010 to provide a clear breakdown between fixed charges and the on charge component of the Consenting and Monitoring activities. The funding between the three projects still represents the 80/20 funding policy. No major changes have been reflected in any of the expenditure lines and the overall variances in the projects will offset.




Financials

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Priorities AlignmentManage freshwater more effectively to maximise regional benefitPositively influence future land use choices to ensure long term sustainabilitySelect

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This is a regulatory function council is required to perform under the Resource Management Act 1991.This project focuses on the monitoring of the farm animal effluent for compliance with the permitted activity rule, and monitoring farms part of the requirement under section 35 of the RMA duty to monitor the efficiency and effectiveness of policies, rules etc. in the Waikato Regional Plan (WRP).The WRP takes a permissive approach to regulating some uses of natural resources in the region. While in most cases the effects of permitted activity resource use are minor, there are situations where considerable non compliance occurs which has considerable potential to cause adverse effects on the environment. This project monitors and enforces compliance with high priority permitted activity rules, particularly with regard to dairy effluent treatment, and soil disturbance activities.

To monitor a representative number of resource users each year, identify significant non compliance that may be occurring, take appropriate action to resolve the non compliance, and to deter future non compliance. To improve compliance with farm dairy effluent and soil disturbance rules, by providing specific and general deterrence for identified non compliance.

2018-2028 LTP measure: Percentage of significant non-compliance incidents where action is taken.

L1234 Permitted Activity Monitoring

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0 $0 $0 $0 $0 $0Targeted Rates $1,249,376 $1,342,982 $1,402,223 ($59,241) $1,378,948 $1,375,657Fees & Charges ($14,001) $0 ($15,069) $15,069 ($9,808) ($2,763)Total Income $1,235,375 $1,342,982 $1,387,154 ($44,172) $1,369,140 $1,372,894

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $527,197 $557,850 $573,165 ($15,316) $573,165 $573,165Direct Costs $96,610 $192,000 $125,580 $66,420 $125,620 $125,550Allocated Costs $743,622 $593,133 $547,805 $45,328 $518,033 $535,815Total Expenditure $1,367,428 $1,342,982 $1,246,550 $96,432 $1,216,818 $1,234,530


100%0%


Financials

The lower direct cost budget reflect adjustment of budget to align with the 16/17 actual spend. Vehicle running cost has been re-allocated to the Management Project. The higher rates requirement reflect the repayment of the PA Monitoring Reserve deficit spread over the first three years of the LTP. This payment adds between $138,000 and $152,000 to the increased rates requirement.



186

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This workstream covers the work Waikato Regional Council does in response to appeals to the Environment Court (and objections made under s357 of the RMA) against Council's decisions on resource consents. While there is no strict statutory requirement for Councils to defend appeals on its decisions, there is a public expectation as well as an expectation from the Court, that Councils will do so. The extent to which specific decisions are defended and the resources which are expended in doing so, is a matter which is determined on a case-specific basis.

To defend Council's decisions so that the Environment Court is best informed when making decision on appeals.

WRC complete our role in the appeal to appropriately defend the decision of Council.

S2004 Appeals

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Priorities AlignmentManage freshwater more effectively to maximise regional benefitEnhance the values of the regions coasts and marine areaPositively influence future land use choices to ensure long term sustainability

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $23,028 $59,076 $48,252 $10,824 $48,252 $48,252Direct Costs $17,615 $56,000 $56,000 $0 $56,000 $56,000Allocated Costs $34,861 $57,681 $45,618 $12,063 $47,105 $49,905Total Expenditure $75,504 $172,757 $149,870 $22,888 $151,357 $154,156


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Financials

188

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This workstream covers the enquiries (including the initial receipt of complaints) and the provision of advice in relation to Council's role in the performance of its regulatory functions. The provision of advice is an integral part of performing these functions. Some aspects of the work in this project are statutory requirements; for example, requests for information must be responded to in accordance with the Local Government Official Information and Meetings Act. There is a public expectation that the Council will respond appropriately and in a timely fashion to enquiries, which is limited by the resourcing available.

To provide information and advice, and respond to enquiries concerning all aspects of Councils regulatory functions under the RMA.

That the people who have asked for advice are satisfied and can improve their processes as a result.

S2006 General Information and Advice

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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionSupport communities to take action on agreed outcomesPositively influence future land use choices to ensure long term sustainability


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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $315,349 $313,162 $330,225 ($17,063) $330,225 $330,225Direct Costs $10,277 $4,500 $3,000 $1,500 $3,000 $3,000Allocated Costs $439,525 $378,794 $349,570 $29,224 $365,767 $386,983Total Expenditure $765,150 $696,456 $682,795 $13,661 $698,993 $720,208


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Financials

190

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This project supports and enables the delivery of the consenting project (S2001) and the compliance monitoring project (S2002). In previous years, all the support costs were incorporated within projects S2001 and S2002. For efficiency and clarity of funding purposes, this third project code has been created but it does not create additional costs or require additional resources.

To undertake Councils consenting and compliance functions in the most efficient and effective manner possible.

Refer to S2001 and S2002.

S2010 RUD Fixed Charges

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Priorities AlignmentManage freshwater more effectively to maximise regional benefitEnhance the values of the regions coasts and marine areaPositively influence future land use choices to ensure long term sustainability

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 1,441,411 (1,441,411) 1,461,218 1,495,483Targeted Rates 0Fees & Charges 1,278,459 (1,278,459) 1,313,826 1,362,630Total Income 2,719,870 (2,719,870) 2,775,044 2,858,113

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 1,282,278 (1,282,278) 1,282,278 1,282,278Direct Costs 109,500 (109,500) 109,720 109,320Allocated Costs 1,328,092 (1,328,092) 1,383,045 1,466,515Total Expenditure 2,719,870 (2,719,870) 2,775,044 2,858,113


100%0

Fixed charges were transferred from S2001 & S2002 into project S2010 to provide a clear breakdown between fixed charges and the on charge component of the Consenting and Monitoring activities. The funding between the three projects will still represent the 80/20 funding policy. No major changes has been reflected in any of the expenditure lines and the overall variances of the projects will offset




Financials

192

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Priorities AlignmentSupport communities to take action on agreed outcomesPositively influence future land use choices to ensure long term sustainabilityManage freshwater more effectively to maximise regional benefit

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Healthy Rivers (Doc# 11336582)Business Case Reference

Healthy Rivers is an 80 Year project of which is still to go through the full Schedule 1 process. The implementation plan sets out to show how the rules can be implemented in such a way as to get the highest compliance possible. It is envisaged that the BAU phase of Healthy Rivers will begin once the first lot of consents are required to be submitted in the 2019/2020 financial year.

To improve water quality in the Waikato and Waipa rivers by holding the line and reducing 4 contaminants, To do this the Regulatory team will be the drivers behind Registration of properties over 2 hectares, Farm Environment Plans (FEP's) and Nitrogen Reference Points (NRP's) for properties over 20 hectares. This information will more accurately reflect what is happening on the properties/in the catchment area, to enable more informed decisions for the next plan change. Healthy Rivers (BAU) will focus on processing consents as they come in for the various priority catchments. At this stage it is also intended that this project will have people/resources to maintain and audit the Industry Schemes and Certified Farm Planners.

The implementation plan covers the first 10 years of an 80 year project. Subsequent plan changes will need to address issues as they arise during this first 10 years.KPI's will be developed closer to the time for percentages of registration, NRP's and FEP's received There are currently no performance measures however it is likely that internal measures will be developed once work occurs around the percentages of Farm Plans received, the level of compliance in the farms audited and the audits of the certified industries/planners.

S2007/9/11 Healthy Rivers BAU

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Implementation Phase Implementation Phase Implementation Phase Business as UsualIncome Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 0 423,504 380,031 43,473 962,648 1,780,824Targeted Rates 0 0 0 0 0Fees & Charges 2,000 0 0 0 0 1,055,757Total Income 2,000 423,504 380,031 43,473 962,648 2,836,581

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 242,095 28,877 584,334 213,217 684,026 699,107Targeted Rates 316,663 843,000 392,000 (526,337) 272,000 272,000Fees & Charges 164,300 65,218 943,919 99,082 1,078,755 2,037,965Total Income 723,058 937,096 1,920,253 (214,038) 2,034,781 3,009,072


0%100%


Financials

The financial data reflects a summary of the set-up and implementation phase of the Healthy Rivers Business Case resulting in the transformation into a BAU work stream from year three of the LTP. The Implementation phase is rolled up into total cost funded from rates for BAU activities and Set-up cost funded from the Healthy Rivers Loan via the external borrowing programme. The project reflects the full impact of the loan repayment although some of the costs are spread across the ICM and SAS group of activities. During the full period of the LTP it is assumed that 5 roles will not be cost recoverable. Offset by the commencement of the loan funding. The deficit position of AP17/18, LTP Y1, Y2 & Y3 reflect the accumulation of cost with the calculated loan repayment. The LTP Y3 also reflects the start of the depreciation on the Capital component of the project, with depreciation being excluded from the direct cost to the value of $921,000 per annum over five years. The loan repayment has been calculated over a 10 year period.



194

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This work stream relates to the implementation of Waikato Regional Council's dam safety functions under the Building Act 2004, a function that it performs on behalf of all North Island regional councils. The Building Act 2004 introduced changes that affected the construction and ongoing monitoring of large dams. The intent of the act is to encourage better practice in dam design, construction and regulatory control. A key change was the transfer of responsibility from local councils to regional councils for processing and implementation of building consents for large dams.

To efficiently and effectively deliver consenting processes under the Building Act, whilst ensuring all dam owners in the Waikato Region are aware of their responsibilities under the Dam Safety regime.

To ensure accreditation as a Building Consent Authority under the Building Act 2004 is maintained.

H1801 Dam Safety

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 96,071 87,653 63,502 24,151 64,172 65,372Targeted Rates 0 0 0 0 0 0Fees & Charges 250,510 230,000 257,008 (27,008) 259,686 264,989Total Income 346,581 317,653 320,510 (2,857) 323,858 330,361

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 102,539 94,663 98,042 (3,379) 98,042 98,042Direct Costs 91,655 129,400 130,460 (1,060) 130,460 130,460Allocated Costs 115,924 90,590 89,009 1,581 92,356 98,359Total Expenditure 310,118 314,653 317,511 (2,857) 320,858 326,861


100%0%

No significant variance. The project reflects a transfer to reserve for interest income on a contingency reserve




Financials

196

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This work stream relates to the development and maintenance of partnerships with territorial authorities, major industry sectors and other key stakeholders, within the regulatory role of Council under the RMA. The purpose is to facilitate good communication between the regulatory arm of Council and key stakeholders on all matters concerning resource consent applications, consent compliance and regulatory processes generally.

Establishment and maintenance of good relationships with all territorial authorities, major industry sectors and other key stakeholders.

Delivering on our customer promise of working with people to provide advice to ensure they are able to produce good business.

P1222 Partnership Initiatives

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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionShape the development of the region so it enhances our quality of lifeSelect

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 23,810 20,810 21,496 (685) 21,496 21,496Direct Costs 806 700 760 (60) 760 760Allocated Costs 36,864 25,206 22,128 3,078 25,389 26,723Total Expenditure 61,480 46,717 44,384 2,333 47,645 48,978


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Financials

198

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This project funds the specialist RMA and Maritime Transport Act investigation and enforcement activities of the Council. The highest levels of compliance are achieved with an appropriate blend of strategies that incorporate incentives, education, legally robust directions and sanctions. The majority of education and incentive initiatives are provided through other projects. It is only through prosecutions taken by WRC that the Courts are enabled to bring the full effect of legislation to regulatory offending by imposing convictions and penalties appropriate to the level of offending. Establishing a credible specific and general deterrence is essential to improving compliance levels, and therefore achieving environmental and navigation safety outcomes.

A thorough and professional gathering of relevant information (investigation) enabling WRC to make informed and appropriate decisions in respect of enforcement. Also enabling any subsequent enforcement action to be taken on legally sound grounds providing the highest possible chance of success with the action taken.

It helps ensure we have effective and efficient regulatory functions to meet the purpose of the Local Government Act and to ensure the future needs of the Waikato community are met by the performance of regulatory functions.

S2003 Investigation

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $712,422 $760,920 $794,901 ($33,981) $810,443 $837,972Targeted Rates $0 $0 $0 $0 $0 $0Fees & Charges $248,748 $347,500 $347,500 $0 $347,500 $347,500Total Income $961,170 $1,108,420 $1,142,401 ($33,981) $1,157,943 $1,185,472

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $379,953 $431,852 $469,456 ($37,604) $469,456 $469,456Direct Costs $283,424 $225,870 $228,670 ($2,800) $228,740 $228,610Allocated Costs $445,671 $450,698 $444,275 $6,423 $459,747 $487,406Total Expenditure $1,109,047 $1,108,420 $1,142,401 ($33,981) $1,157,943 $1,185,472


100%0%

Labour variance reflect increase in support role for Investigations and Incident response.




Financials

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Priorities AlignmentSupport communities to take action on agreed outcomesManage freshwater more effectively to maximise regional benefitSelect

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This project is tied to the ‘performance of regulatory functions’ (s10 LGA) and funds the RMA incident response activities of the Council. Incident Response is the project that funds the Councils primary response to reported non-compliance with the RMA and also contributes significantly to minimising environmental harm arising from incidents. It receives a high volume of calls (approximately 1400 annually) from the public who report potential environmental incidents or breaches of the RMA and/or Regional Plan and/or a resource consent. It is tasked with the responsibility of grading the significance of the incident, prioritising such against other competing incidents, identifying and engaging with other experts as and when necessary and securing relevant evidence. It will ultimately determine and often implement the type and magnitude of response required, may impose sanctions and issue formal directions. Incident response has a high public contact function on behalf of council and sustains close scrutiny by many interested parties.

Harm to the environment is minimised. All non-compliance is dealt with consistently, transparently, and without bias or prejudice. It will use a variety of regulatory tools ranging from education and persuasion, abatement notices (to cease and/or take action), infringements, formal warnings and prosecution. Works collaboratively with other programmes to achieve successful outcomes.

2018-2028 LTP measures: Percentage of time the 24 hour a day 7 day a week response service for reporting environmental incidents is available. Percentage of serious non-compliance incidents that are actioned.

S2005 Incident Response

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $1,543,056 $1,604,608 $1,648,688 ($44,080) $1,672,760 $1,717,877Targeted Rates $0 $0 $0 $0 $0 $0Fees & Charges $2,629 $25,000 $25,000 $0 $25,000 $25,000Total Income $1,545,685 $1,629,608 $1,673,688 ($44,080) $1,697,760 $1,742,877

Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $668,431 $716,786 $740,138 ($23,352) $740,138 $740,138Direct Costs $170,173 $167,460 $203,080 ($35,620) $203,340 $202,870Allocated Costs $825,939 $745,362 $730,470 $14,892 $754,282 $799,869Total Expenditure $1,664,542 $1,629,608 $1,673,688 ($44,080) $1,697,760 $1,742,877


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The variance in labour and direct cost relates to two areas of increased activities - the expectation from Council to deliver a higher level of services in incident response, attending more instances of environmental breaches and incidents with increased sampling and analysis resulting in higher laboratory cost, and the unexpected clean-up or remedial works to be performed on sites.



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Priorities AlignmentEnhance the values of the regions coasts and marine areaSelectSelect

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The Maritime Services team is responsible for the Navigation Safety Bylaw made under the Local Government Act. The Bylaw is to be consistent with the Maritime Transport Act and its subsequent rules (in Particular Rule 91 and 22).

The Bylaw sets out to achieve safe and navigable waterways, and to reduce the conflict between types of water users. The programme does this through monitoring and maintaining navigation aids, such as lights and buoys, as well as on-water patrols help to educate the public and to intervene when the National and Local bylaws have been breached.

2018-2028 LTP measures: Grade one aids to navigation are operational within 24 hours of failure and notified to Maritime NZ. Maintain a 24 hour 7 day a week response for navigational incidents.

N1401 Maritime Services

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $1,741,546 $1,574,596 $1,573,770 $826 $1,591,434 $1,638,167Targeted Rates $0 $0 $0 $0 $0 $0Fees & Charges $137,860 $170,000 $140,000 $30,000 $140,000 $140,000Total Income $1,879,406 $1,744,596 $1,713,770 $30,826 $1,731,434 $1,778,167

Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $549,501 $609,369 $600,896 $8,474 $600,896 $600,896Direct Costs $459,137 $385,800 $400,490 ($14,690) $401,160 $399,950Allocated Costs $843,939 $749,427 $712,384 $37,043 $729,379 $777,321Total Expenditure $1,852,578 $1,744,596 $1,713,770 $30,826 $1,731,434 $1,778,167


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The reduction in revenue relates to a lower expected on-charge to Maritime NZ. Direct cost increase reflect increased vehicle running cost.



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Science and Strategy

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This activity is a function council is required to perform under the Resource Management Act 1991.This activity provides regional data on the quantity of surface and ground water resources available for allocation to water use consent applicants and to other internal or external customers that may need to use surface or groundwater data to support there economic or recreational use of water.The surface and groundwater quantity data is gathered by a combination of automated monitoring stations sited throughout the region on waterways or groundwater systems. Manual measurements are also made to supplement the automated data. All data is held securely on the WRC water resources archive and is made available on request or selected data is displayed on the WRC website.

The hydrological data gathering programme will provide continuous quality assured data to enable the analysis and characterisation of the regions hydrological systems. The data will be used for a variety of purposes to assist the Waikato community to use the regions water resources in equitable and wise manner by having scientifically defensible knowledge on the quantum and temporal variations of the resource.

Data and analysis available to support decision making and to comply with legislative requirements.

D1202 EM Flow Regimes surface and ground water

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Increase communities understanding of risks and resilience to change

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $920,331.20 $852,097.36 $822,546.81 $29,550.56 $833,511.80 $858,016.95Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $535,299.64 $457,144.40 $548,364.54 ($91,220.14) $555,674.53 $572,011.30Total Income $1,455,630.84 $1,309,241.76 $1,370,911.34 ($61,669.58) $1,389,186.33 $1,430,028.24

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $472,813.73 $474,689.73 $492,631.52 ($17,941.79) $492,631.52 $492,631.52Direct Costs $258,120.32 $248,810.00 $248,290.00 $520.00 $248,640.00 $248,010.00Allocated Costs $672,957.84 $585,742.03 $629,989.83 ($44,247.79) $647,914.81 $689,386.73Total Expenditure $1,403,891.89 $1,309,241.76 $1,370,911.34 ($61,669.58) $1,389,186.33 $1,430,028.24


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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionPostiively influence future land use choices to ensure long term sustainabilityManage freshwater more effectively to maximise regional benefit

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This activity is a function council is required to perform under the Resource Management Act 1991.This activity provides data on the chemical and biological quality of regional groundwater systems. The results are used to indicate the suitability of groundwater for various uses. Water samples are collected from a selection of groundwater wells throughout the region at various times of the year and are analysed to determine their chemical and biological parameters. All data is securely held on the WRC water quality archive and is made available on request with some data being displayed on the WRC website.

The resultant groundwater quality data is used to study the effects of land use changes on groundwater quality and to model land use management scenarios.


D1203 EM Groundwater Quality

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $91,525.61 $115,516.29 $150,689.78 -$35,173.49 $152,383.26 $156,387.79Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $81,657.90 $77,076.40 $58,601.58 $18,474.82 $59,260.16 $60,817.47Total Income $173,183.51 $192,592.69 $209,291.37 -$16,698.67 $211,643.42 $217,205.26



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Business Case Reference Healthy Rivers Implementation and E.coli monitoring (Doc# 11112989)

This activity is a function council is required to perform under the Resource Management Act 1991.This activity provides regional data on the chemical and biological quality on surface water resources. An associated activity provides regional stream biota data as an indication of stream biological health. A network of water quality sampling sites are visited monthly to collect water samples which are then analysed for chemical and biological parameters. During the summer months, a selection of stream sites throughout the region have samples of their biota collected which is subsequently analysed with the results indicating the biological health of a particular stream.

The work stream D1202 is the data gathering component that provides inputs to work streams D1404, V1204 and V1205. To gather data on the ecology and water quality of surface water resources.


D1204 EM Lakes/Streams Qual & Fish

Environmental Monitoring Manager

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $672,884.42 $732,567.38 $988,138.95 -$255,571.57 $995,581.71 $1,012,802.08Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $283,221.82 $315,801.90 $312,043.88 $3,758.02 $314,394.23 $319,832.24Total Income $956,106.24 $1,048,369.28 $1,300,182.83 -$251,813.55 $1,309,975.94 $1,332,634.32

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $277,013.90 $254,018.40 $280,013.55 -$25,995.14 $280,013.55 $280,013.55Direct Costs $381,951.75 $478,350.00 $657,510.00 -$179,160.00 $657,810.00 $657,270.00Allocated Costs $401,221.04 $316,000.87 $362,659.29 -$46,658.41 $372,152.40 $395,350.78Total Expenditure $1,060,186.69 $1,048,369.28 $1,300,182.83 -$251,813.55 $1,309,975.94 $1,332,634.32


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The National Policy Statement on Freshwater E.coli Monitoring business case commences in year 1 (2018/19). Additional direct costs of $193,500 plus additional input by staff has been requested.



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Priorities AlignmentSupport communities to take action on agreed outcomesManage freshwater more effectively to maximise regional benefitForge and strengthen partnerships to achieve positive outcomes for the region

Positively influence future land use choices to ensure long term sustainabilitySelectSelect





Healthy Rivers Implementation (Doc# 11372715)Business Case Reference

This activity is a function council is required to perform under the Resource Management Act 1991.This activity provides chemical and biological water quality data on a selection of lakes throughout the region which is used to determine the relative water quality state of the lake and what effect runoff from land into the lake may be having on the water quality.Lakes are sampled at monthly intervals with the samples being analysed for their chemical and biological parameters. All data is held securely on the WRC water quality database and is made available on request with some data being displayed on the WRC website.

A range of chemical and bacteriological parameters will be determined at scheduled intervals for peat lakes included in the lake quality work stream D1405.


D1205 EM Lakes Quality


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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $158,333.59 $229,225.23 $258,056.87 -$28,831.64 $260,639.02 $266,591.74Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $23,680.21 $20,614.00 $22,439.73 -$1,825.73 $22,664.26 $23,181.89Total Income $182,013.80 $249,839.23 $280,496.60 -$30,657.37 $283,303.28 $289,773.63



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Healthy Rivers Implementation (Doc# 11372715)Business Case Reference

Healthy River Plan change for the Waikato and Waipa Rivers has a number of methods relating to monitoring both the environment and actions undertaken by individuals to improve water quality. Monitoring will be in accordance with the Council endorsed implementation plan.

To monitor and report completion of actions undertaken in line with Healthy Rivers and monitoring and report changes in water quality.

Actions and changes in water quality are measured and reported.

D1207 HRWO Plan Effectiveness and Monitoring


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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 655,279 655,279- 705,997 526,264 Targeted Rates - Fees & Charges - Total Income 655,279 655,279- 705,997 526,264

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 139,479 139,479- 139,479 139,479 Direct Costs 328,000 328,000- 373,000 185,000 Allocated Costs 187,800 187,800- 193,518 201,785 Total Expenditure 655,279 655,279- 705,997 526,264


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This is a new project specific to Healthy Rivers Implementation.



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Air quality in the Waikato can be poor in urban areas especially over winter. High level of fine particulates matter (PM10 and PM2.5) from domestic wood burning, as well as vehicle-related air pollutants in high traffic areas have adverse effects on public health. WRC monitors and report on levels of PM10 and PM2.5 in 9 of the 20 Waikato airsheds. Other air pollutants such as nitrogen oxide, ozone and benzene are also monitored. This works enables Council to meet its statutory function under the RMA s30 and s35. Direction is also given through the National Environmental Standards for Air Quality (currently under review) and the regional Air Quality Strategy. Data and associated risk assessment for air pollutants are required to implement the current WRP objective 3.6.3 and WRPS policy 5.

This work provides state and trend data and information on PM10 and PM2.5 levels in 9 of the 20 Waikato airsheds . Sources and dynamics of fine particulate matter are characterised using inventory modelling and/or atmospheric dispersion modelling. This information is necessary to (a) determine at what point (or that) the monitoring requirements of the NESAQ are likely to have been met; (b) determine airshed compliance for regulatory purposes such as resource consent processing, and (c) determine the most effective measures likely to improve air quality as stated in the Waikato Regional Policy and Plan. In addition, levels of benzene and associated aromatic compounds (from vehicles) are recorded in Hamilton locations. Nitrogen dioxide and ozone are surveyed on a rolling basis only. Targeted assessments of other pollutants such as arsenic, radon and hydrogen sulphide are conducted occasionally in high-risk assessment. All PM10 exceedances are reported in local media. Results are reported in technical reports and through indicators.

Air quality continues to improve across the Waikato region. Council has the required scientific data and information to develop management response options that target air pollutants at their sources. The public is informed of any issues in their airshed and progress made towards addressing those issues.A series of indicators have been developed, these indicators are updated regularly as per a schedule and form part of the LTP performance measures for the level of service for the environmental information activity.

A1003 Air Quality Monitoring Investigations

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $332,585.20 $298,120.14 $297,661.98 $458.16 $301,822.46 $307,263.53Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $53,488.35 $52,615.20 $69,821.95 -$17,206.75 $70,797.86 $72,074.16Total Income $386,073.55 $350,735.34 $367,483.92 -$16,748.58 $372,620.33 $379,337.69



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Priorities AlignmentEnhance the values of the regions coasts and marine areaPositively influence future land use choices to ensure long term sustainabilityForge and strengthen partnerships to achieve positive outcomes for the region







This activity is a function council is required to perform under the RMA 1991 (ss 30 and 35) and the Hauraki Gulf Marine Park Act 2000 (s 7). Direction is also provided within the NZ Coastal Policy Statement (policies 4, 5, 6, 7, 8, 12, 21, 22). This activity supports RPS policies 4.1, 4.2, 4.4, 6.2, 7.1, 7.2 and 11.4. It informs policy development such as the Regional Coastal Plan, the Regional Plan and Water Plan changes and integrates the outcomes of related projects such as the Hauraki Gulf Marine Spatial Plan.This activity underpins Council's responsibility for providing a healthy and productive coastal and marine area (CMA) through integrated management. It allows Council to better understand and manage the CMA, particularly areas of high public interest such as the Firth of Thames. It allows better management of the environmental effects of consented activities (for example marine farming), point and diffuse discharges (including river discharges), introduction and spread of unwanted organisms, and cumulative effects.

Work within this activity focuses on developing knowledge, partnerships and tools to improve the sustainable integrated management of the costal marine area. Key areas of interest are understanding the individual and cumulative impacts of land use and discharges on marine water quality and the management of aquaculture.This activity has the following objectives:• In conjunction with key agencies and the aquaculture industry, continue investigations to ensure marine aquaculture in the region can grow and diversify in a sustainable manner, and identify the cumulative environmental effects from aquaculture and land activities.• Review and revise the existing management framework for mussel aquaculture in Wilson’s Bay to ensure it reflects the increased understanding of the environmental effects of mussel farming.• Continue investigations and research projects to ensure council has a good understanding of the environmental effects of finfish farming in the Coromandel Marine Farming Zone and is able to support the sustainable development of finfish farming in the Waikato region.• In conjunction with key agencies and internal and external stakeholders, continue to investigate marine biosecurity risk and gather relevant scientific information to support management options, for example resource consent conditions, pathway management plans and incursion response.• Continue the development of practicable approaches to manage cumulative effects of activities and stressors in the CMA.

Internal measures:• Progress on projects as planned• Incorporation of science outputs and outcomes into Council policy developments• Uptake of science outputs and outcomes by others in Council

C1001 Manage the Marine Area

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $208,178.45 $186,126.36 $120,597.96 $65,528.40 $122,096.80 $123,947.58Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $169,779.97 $137,473.60 $166,540.04 -$29,066.44 $168,609.86 $171,165.71Total Income $377,958.42 $323,599.96 $287,138.00 $36,461.96 $290,706.66 $295,113.30

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $69,739.84 $46,014.50 $62,362.59 -$16,348.09 $62,362.59 $62,362.59Direct Costs $71,804.21 $213,648.00 $131,250.00 $82,398.00 $131,250.00 $131,250.00Allocated Costs $95,828.66 $63,937.46 $93,525.42 -$29,587.95 $97,094.08 $101,500.71Total Expenditure $237,372.71 $323,599.96 $287,138.00 $36,461.96 $290,706.66 $295,113.30


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Priorities AlignmentIncrease communities understanding of risks and resilience to changeEnhance the values of the regions coasts and marine areaForge and strengthen partnerships to achieve positive outcomes for the region







This activity is a function council is required to perform under the RMA 1991 (ss 30 & 35) and the Hauraki Gulf Marine Park Act 2000 (s 7). The project is directly aligned with policies 3, 4, 6, 7, 24, 25, 26 and 27 of the NZ Coastal Policy Statement. It also support RPS policies 4.1, 4.2, 6.2, 7.1, 12.3, 12.4, 13.1 and 13.2. It informs policy development such as the Regional Coastal Plan and the Regional Plan changes and integrates the outcomes of related projects such as the Hauraki Gulf Marine Spatial Plan.

The Waikato coastline is exposed to a number of naturally occurring coastal processes, including coastal erosion and flooding, and both locally and distantly generated tsunami. Where coastal activities and structures (particularly coastal armouring works) are inappropriately constructed or managed, public values of the shoreline such as natural character, access and amenity can all be damaged.

This activity provides information to improve our understanding of coastal processes influencing coastal hazards, including erosion, flooding and tsunami to internal (particularly ICM Emergency Management and RUD) and external (e.g. communities, territorial authorities) stakeholders. This information is critical to help guide the management of existing and future coastal development and activities, and improve the long term resilience of coastal communities while protecting important natural and public amenity values of our beaches.

This project focuses on improving knowledge of coastal processes and coastal change in order to improve the effective management of shorelines and development on coastal margins. The aim is to have adequate knowledge to minimise impacts of current and future coastal hazards by providing data and advice to internal and external stakeholders. This includes knowledge on natural variability as well as long-term change due to climate change. Successful management will also preserve important natural and community values associated with our beaches.This activity has the following objectives:• Monitoring shoreline change (includes beach erosion)• Monitoring changes in sea level• Investigating impacts of climatic variability on coastal processes • Reporting on coastal ownership every 10 years• Reporting on coastal development at risk at least every 5 years


C1202 Shoreline change & impact

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $188,582.69 $161,490.43 $127,832.25 $33,658.18 $129,298.27 $131,730.75Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $50,778.80 $40,380.80 $85,221.50 -$44,840.70 $86,198.85 $87,820.50Total Income $239,361.49 $201,871.23 $213,053.75 -$11,182.52 $215,497.12 $219,551.25

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $45,944.60 $53,085.46 $52,574.52 $510.94 $52,574.52 $52,574.52Direct Costs $94,700.21 $77,660.00 $85,200.00 -$7,540.00 $85,200.00 $85,200.00Allocated Costs $64,179.95 $71,125.76 $75,279.22 -$4,153.46 $77,722.60 $81,776.73Total Expenditure $204,824.76 $201,871.23 $213,053.75 -$11,182.52 $215,497.12 $219,551.25


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Implementation of SeaChange (Doc# 11305775)Business Case Reference

This activity is a function council is required to perform under the RMA 1991 (ss 30 and 35) and the Hauraki Gulf Marine Park Act 2000 (s 7). It is directly aligned with policies 4, 8, 21, and 23 of the NZ Coastal Policy Statement. It also supports RPS policies 4.2, 7.1, 7.2 and 8.1. This activity informs policy development such as the Regional Coastal Plan, the Regional Plan and Water Plan changes and integrates the outcomes of related projects such as the Hauraki Gulf Marine Spatial Plan.

This activity provides critical information on coastal water quality, including baseline data, water quality standards and causes of degradation, to underpin the development of effective policies and interventions required to provide for ecosystem values, human use and economic development. It also guides catchment and harbour management plans and provides information on the receiving coastal environment to support freshwater management.

This activity focuses on identifying the capacity of coastal waters to assimilate discharges and ensure that they can provide for ecosystem values, human use and economic opportunities.

This activity has the following objectives:• Conducting annual recreational water quality monitoring at popular swimming locations• Monitoring water quality in some estuaries• Maintaining water quality monitoring buoys in the Firth of Thames• Conducting investigations into causes of water quality degradation• Conducting research to develop an improved understanding of what constitutes degraded water quality, including developing marine water quality standards• Researching the utility of new technologies and methodologies to improve council’s water quality data (e.g. real-time water quality monitoring buoys, remote sensing, tracking of contaminants using DNA markers)


C1401 Coastal Water Quality

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Variances relate to additional direct costs for Sea Change sediment monitoring and associated laboratory costs. This work requires more staff input so both labour and allocated costs have risen. Also operational maintenance costs for coastal monitoring buoys are needed with a resulting decrease in Capital Expenditure.



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Priorities AlignmentSupport communities to take action on agreed outcomesEnhance the values of the regions coasts and marine areaPositively influence future land use choices to ensure long term sustainability

Forge and strengthen partnerships to achieve positive outcomes for the regionSelectSelect





Implementation of Sea Change (Doc# 11305775)Business Case Reference

This activity is a function council is required to perform under the RMA 1991 (ss 30 and 35) and the Hauraki Gulf Marine Park Act 2000 (s 7). Direction is also provided within the New Zealand Coastal Policy Statement (policies 4, 10, 22 and 23). It also supports RPS policies 4.1, 4.2, 7.1, 7.2, 8.1, 8.4 and 11.1. This activity informs policy development such as the Regional Coastal Plan and Regional Plan changes and integrates the outcomes of related projects such as the Hauraki Gulf Marine Spatial Plan.

The coastal marine area (CMA) is valued for its ecosystems and biodiversity and for a range of uses, including recreation and commercial opportunities. The CMA is exposed to many stressors arising from a variety of water and land based activities and uses, including diffuse and point source sediment, nutrient and contaminant discharges. These stressors can have a detrimental impact on ecosystem health and functioning.

This project allows council to manage the CMA in a way that ensures the social, cultural and economic functions on which the community depends are maintained.This activity has the following objectives:• Monitoring sedimentation rates in some estuaries• Monitoring sediment pollution in some estuaries• Research to develop approaches to assess ecosystem health and linkages to stressors.• Research the impacts of current and future land uses to support decision-making that prevents degradation of coastal environments.• Research the utility of new technologies and methodologies to inform council and stakeholder decision-making on sustainable use of the CMA and its catchment (e.g. remote sensing ,GIS tools, models).

Internal measures:• Progress on projects as planned• Incorporation of science outputs and outcomes into Council policy developments• Uptake of science outputs and outcomes by others in Council.

C1402 Healthy Coastal Marine Area

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Current trend shows that demand on water in the Waikato region is increasing to a level above what is available. Methods used by Council to allocate surface and groundwater in the region has proven inadequate to deal with the increasing level of demand or competition for water (e.g. hydro-electricity, irrigation and community / industry /stock water supplies). This work enables Council to meet its statutory function under s30 of the RMA. Direction is also given through the Freshwater National Policy Statement. This activity provides for the development of surface and ground water quantity information and decision-making tools to support water allocation policies and rules as outlined in Variation 6 of the Regional Plan. This work supports the implementation of the WRPS (Policy 8).

This work stream sets sustainable yields for aquifer and environmental flows for streams and rivers to manage surface water quantity. Groundwater models are developed and used to set sustainable yields at catchment level. Environmental flows are now assessed to identify how much can be removed for allocation. Surface and groundwater allocation calculators are developed and maintained to assist the water allocation process and prioritisation.

Work stream Land & Water Portfolio measures are:-Upgrade of calculator completed (seasonal allocations)- Continue surface water limits investigations in West Coast Rivers & Whangamata, Hahei, Tokoroa, & Hauraki Aquifers.- Support WRP plan review commencing in Year 5.- RIG/RUG internal process applied for reducing over allocation and forms part of the evaluation report for consents in over-allocated catchments.- Review of hydrology network completed and consideration given to outcomes. Needs to include requirements of water quality domain for the ability to calculate contaminant loads and priority catchments.- Support RUG with Water user groups- Reporting on a. Seasonal reporting of consented allocation and b. Flow statistics for Waihou catchment

D1003 Water Allocation Plan Imp

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $115,931.13 $137,979.32 $144,788.71 -$6,809.39 $144,788.71 $144,788.71Direct Costs $176,168.63 $195,600.00 $190,660.00 $4,940.00 $240,660.00 $240,660.00Allocated Costs $157,103.81 $144,126.50 $163,286.25 -$19,159.75 $169,387.48 $178,480.63Total Expenditure $449,203.57 $477,705.81 $498,734.96 -$21,029.14 $554,836.19 $563,929.34


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There is no significant variance in year 1 (2018/19). However, the Freshwater Strategy business case commences in year 2 (2019/20) with $50,000 direct costs.



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Current trend shows that demand on water in the Waikato region is increasing to a level above what is available. This activity monitors the effects of flood and drought events, by providing analysis and investigations of flow and level data from our rivers and aquifers to understand their behaviour and response to climate, climate change, land use change and water use and also emergency spill response. The information is required to ensure that there is no significant long term decline in groundwater levels as this can result in saline intrusion, subsidence and loss of sensitive surface water features such as springs.This activity is a function council is required to perform under s30 and s35 of the Resource Management Act 1991. Direction is also given through the Freshwater National Policy Statement. Current trend shows that demand on water in the Waikato region is increasing to a level above what is available.

This work stream identifies and characterises surface and groundwater responses to changes of climate, land use and water use to ensure flow regimes are maintained or enhanced. Water levels and streams are analysed to understand why and how rivers respond to extreme events such as flood or drought. A better understanding is gained on why and how rivers respond to climate variability and change. Early warning signals for drought events are being developed to assist drought-response planning process. In addition supporting information is made available to improve response to emergencies such as spills in rivers.

Benefits include: * Piako flow statistics developed (naturalised where possible)* Water levels are analysed to determine any significant changes in groundwater levels, including reporting of findings on WRC website* Stream flow are analysed to determine any significant changes in river flow, including reporting of finding* Complete hydrology network review and implement agreed changes* Review of key performance indicators for flow measurement sites - quality assurance check

D1005 Hydrological Regime low/flood

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $18,375.76 $23,412.06 $34,712.48 -$11,300.42 $34,712.48 $36,598.10Direct Costs $51,235.19 $75,450.00 $75,460.00 -$10.00 $175,460.00 $175,460.00Allocated Costs $25,917.19 $33,338.21 $53,345.89 -$20,007.68 $56,470.47 $62,031.67Total Expenditure $95,528.14 $132,200.27 $163,518.36 -$31,318.09 $266,642.94 $274,089.77


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No significant variance in year 1 (2018/19). However in year 2 the Freshwater Strategy business case commences with additional direct costs of $100,000 .



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Priorities AlignmentManage freshwater more effectively to maximise regional benefitPositively influence future land use choices to ensure long term sustainabilitySelect

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This activity is a function council is required to perform under s30 and s35 RMA. Direction is also given through the Freshwater National Policy Statement and the Regional Policy Statement (Policy 8) and co-management of the Waikato River. This activity provides water quality information required to assess current condition of a range of rivers and streams across the region and monitors how water quality has changed over time. The quality of the region's water bodies needs to be maintained at current levels and enhanced where possible to ensure that water quality for human, recreational, ecological and productive purposes are not compromised.

This work stream provides information on the state of the environment, in particular on the state of water quality in the region's rivers and streams. This enables assessments to be made of (1) the current condition of a representative range of the region's rivers, and (2) the way in which water quality in these rivers has changed over time. This will be achieved by: - Monitoring water quality of the Waikato River at ten sites at monthly intervals (12 visits per year - 20 water quality variables: e.g. physical, chemical and micro-biological); - Monitoring monthly water quality of other rivers and streams at 100 sites at monthly intervals (12 visits per year- 20 water quality variables: physical, chemical and micro-biological);- Running quality control (QC) and quality assurance (QA) activities as required to ensure the accuracy, precision and appropriate calibration of acquired data; - Reporting results in technical reports, available via the WRC website; - Reporting results via two environmental indicators on the WRC website; - Reporting high-level results for individual sites on the WRC website;- Reporting annually on changes in water quality at the ten Waikato River sites via the WRC website. Every five years, changes in water quality are analysed at all sites (10 Waikato River, 100 other rivers and streams) and reporting in technical report (available via WRC website). However, there are no data from routine sampling of bottom water of Waikato River hydro-lakes.

LTP measure: 2 indicators. Measures (Water quality) are: + New task: Work Plan is implemented for sampling Waikato River bottom waters of hydro-lakes + Monthly measurements of water quality at 10 Waikato River sites are assessed and reported on WRC website+ High level results for individual sites are updated on WRC website+ Monthly measurements of water quality at 100 other rivers & streams sites are assessed and reported on WRC website+ Two data reports are made available through WRC website+ Two environmental indicators are updated annually

D1404 River & Stream Water Quality

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The increase in costs relates to the Freshwater Strategy Business case. Direct costs of $90,000 for the scoping work plus additional staff input accounts for the increase in both labour and allocated costs.



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This activity is a function council is required to perform under s30 and s35 RMA. Direction is also given through the Freshwater NPS. This activity provides for the identification of robust indicators which can be used to measure and monitor the health of shallow lakes across the region. The Waikato region contains a large number of natural shallow lakes including riverine, dune, volcanic and peat lake types. Some of these lakes are classified as high value water bodies. Lake water quality is degrading from land-use pressures including discharges of nutrients and contaminants from surrounding farm land, sediment, pest fish, invasive plants, over-drainage and removal of riparian vegetation. Ongoing sampling is required to assess status and trends. Robust indicators are needed to assess declines or improvements in these water bodies resulting from human modification, policy changes or restoration initiatives. This work supports implementation of WRPS (Policy 8) and RCS Shallow Lake Management Plan.

This work assesses the utility of a number of scientifically defensible indicators to routinely monitor shallow lake health across the region. The objective is to find one or more indicators that can be measured across a variety of lake types. Selected indicators need to be sensitive to changes in physical, chemical and/or biological factors within a lake and provide a good "snap-shot" of lake status. Ideally indicators would be monitored frequently (up to 4 times per year) in high priority or actively managed lakes, but less frequently (3-5 yearly) in lower priority or stable lakes. It is envisaged that once a core set of indicators have been established that monitoring of these through time will set present day benchmarks against which trends in lake health, and in selected cases, their responses to management intervention, can be confidently determined.

Work stream measures are:- Five lakes are sampled bi-monthly to evaluate changes in water quality, zooplankton and communities . Assess 2013-14 zooplankton samples.- One additional small dune lake monitored for WQ on Waikato west coast- Five shallow lakes that are under active management are monitored bimonthly for water quality.- Water Quality at Lakes Waahi and Whangape is monitored using buoy- Desired and achievable state for priority small lakes for Plan Change 1 determined in conjunction with RCS and Shallow Lakes Management Plan- With RCS scope and plan information gathering underpinning catchment management modelling for Lakes Waikare and Whangape.- Review shallow lake health indicators and establish a monitoring schedule for all shallow lakes and assess needs for full investigation of priority lakes. Review use of Lake SPI and develop schedule for surveys.

D1405 Lake Invest/New Monitoring Methods

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $360,880.69 $351,984.16 $287,249.73 $64,734.44 $291,871.77 $417,913.19Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $90,710.44 -$90,710.44 $92,170.03 $131,972.59Total Income $360,880.69 $351,984.16 $377,960.17 -$25,976.00 $384,041.80 $549,885.78



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No signicant variance in year 1 or 2. In year 3 the research and modelling of the impacts and opportunities of manipulating current lake system management regimes for the Freshwater Strategy business case commences. Additional direct costs of $150,000




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This activity is a function council is required to perform under s30 RMA. Direction is also given through the Freshwater National Policy Statement. This activity is to allow for the collection and provision of technical information required for the development of groundwater targets to be included within the Regional Plan. Groundwater quality is under threat from intensifying land-use. Nitrate, microbial and pesticide contamination can render groundwater supplies non-potable. Even if land-use stays the same we can expect groundwater quality generally to deteriorate. This has long-term significance for surface waters, to which groundwater contributes substantially and sustains during periods of low flow. This work contributes to the implementation of RPS Policy 8.

The work stream is to determine the state of, and spatial and temporal trends in, groundwater quality within the region. It also provides an understanding of the mechanisms involved to support policy development and decision making. The work stream provides the technical basis for the introduction of groundwater quality targets to mitigate and ideally maintain or improve our groundwater quality resources. Modelling and other analytical methods used to establish targets are to be scientifically robust. Comparison of groundwater quality with standards and guidelines is also undertaken to assess its suitability for various uses. In the long-term the monitoring information enables an evaluation of the effectiveness of management of this resource.

LTP measure (indicator) – Work stream measures for the Land and Water Portfolio are:• Groundwater quality limits and targets continue to be developed within the stated timeframe as required by the NPS.• Technically sound information is provided to base groundwater quality limits and targets in policy development. • Groundwater contaminant transport modelling in the Waipa and Upper Waikato is undertaken to support policy development• Effective monitoring of groundwater quality state and trends across the region is carried out as scheduled. • Scientifically robust investigation of mechanisms involved in observed trends is provided for policy development• Groundwater quality regional monitoring data analysed for state and trends. Reporting:• Environmental indicators for nitrates updated on WRC website.

D1408 Groundwater Quality Invest Targets

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This activity is a function council is required to perform under s30 and s35 RMA. Direction is also given through the Freshwater NPS and contributes to the implementation of WRP Variation 5. This work supports the implementation of WRPS Policy 8. This activity provides information and technical advice required to protect Lake Taupo water quality. Lake Taupo is a complex and sensitive ecosystem and there are signs that the lake's health is slowly deteriorating. This activity includes both groundwater and surface water investigations.

1) Groundwater: This work stream determines the state and trends in groundwater quality within the lake catchment. Also to estimate the current and future loads of groundwater nitrogen to the lake. This is to provide a basis for effectivemanagement of the lake and its catchment and to assess the efficacy of policy initiatives. This will be achieved by- monitoring groundwater quality within the catchment at least 30 sites; - investigating the extent of denitrification in lakecatchment groundwater; - modelling nitrogen transport in catchment groundwater and - reporting results in technical reports, available via the WRC website.2) Surface water: This work stream provides information on the state of the environment, in particular on the state of water quality in Lake Taupo. This enables assessments to be made of(1) the current condition of the lake, and (2) the way in which its water quality has changed over time. This will be achieved by - monitoring the water quality of Lake Taupo at a single deep-water site in the middle of the lake on 18 occasionseach year; -measuring temperature, dissolved oxygen and chlorophyll fluorescence in vertical profiles (0–150 metres depth); - collecting depth-integrated water sample; analyse sample for dissolved and particulate forms of nitrogen andphosphorus and algal chlorophyll, - determining numbers of different types of algae by counting and - reporting results in a technical reports and using an environmental indicator.

Work stream measures are:- Continued monitoring of groundwater quality state and trends- Review of nitrogen mass loading to the lake from groundwater directly and indirectly via streams- Annual monitoring the water quality of Lake Taupo at a single deep-water site in the middle of the lake on 18 occasions- Measuring temperature, dissolved oxygen and chlorophyll fluorescence in vertical profiles (0–150 metres depth)- Collecting depth-integrated water sample; analyse sample for dissolved and particulate forms of nitrogen and phosphorus and algal chlorophyll.- Annual data report for Lake Taupo water quality- Annual update WRC environmental indicators for Lake Taupo water quality for ecological health and for swimming- Publication of hydrogeological investigations to date

D1604 Lake Taupo SW GW Water Qlty

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The Waikato region contains 70% of the nation's geothermal resources which have high economic, cultural and biodiversity value yet they are threatened by users of geothermal energy and the surrounding land and water. The subsurface geothermal resource is activily used for generation of electricity and other industrial purposes. This activity is undertaken to assist in the sustainable management of the resource. It determines how the geothermal resource interacts with the ground and surface water resource and the use of the overlaying land. The activity provides information and advice on development and implementation of RPS and WRP policies, rules and consents. The activity is also a function council is required to perform under s30 and s35 of the Resource Management Act 1991. The activity also supports the Geothermal Peer Review Panels established under the consents for the Development Geothermal Systems and the moves towards coordinated management with BOPRC of the Taupo Volcanic Zone geothermal resource.

This work stream provides data and expert advice for the sustainable management of Development and Limited Development Geothermal Systems in the Waikato Region, and improved access to geothermal energy sources. This is achieved by (a) quantifying the committed and reserved resource of geothermal energy and fluid, the uses they are put to, and the rate of depletion; (b) Determining the links between ground and surface water systems and land use, and the links (if any) with other geothermal systems; (c) Obtaining and maintain independent high-quality data systems, inputs, and interpretations of geothermal reservoir dynamics; (d) Ensuring that data and information collected is in a usable form and publicly available; and (e) Creating and maintaining every Development and Limited Development Geothermal Systems in the Waikato Region a reservoir model that can assist in reservoir management and scenario predictions.

The subsurface geothermal resource is sustained and continues to contribute to Waikato's strong economy and vibrant communities.Impacts on surface featured from use of the subsurface resource are identified and minimised.

G1001 Geothermal Underground Resource

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Priorities AlignmentShape the development of the region so it enhances our quality of lifeIncrease communities understanding of risks and resiliance to changeForge and strengthen partnerships to achieve positive outcomes for the region

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The Waikato region has approximately 70% of New Zealand's geothermal resource. This resource consists of both surface features and underground thermal resources. Surface features can be impacted by use of the underground resource and by surrounding land uses. This activity assesses the state and trend of Waikato's geothermal surface features (e.g. hot pools, geysers, sinters, terraces but also geothermal fauna and flora) and is a function council is required to perform under s30 and 35 of the Resource Management Act 1991. These features have high economic, cultural and biodiversity value, and can be impacted by the use of geothermal energy and the surrounding land and water. The activity also provides information and advice to implement RPS and WRP policies and rules.

This work stream provides data on state and trend of geothermal surface features in the Waikato region and provides an improved access to information regarding the nature and condition of geothermal surface features in the Waikato Region. This is achieved by:- Monitoring and reporting on the state of geothermal surface features throughout the Waikato region, any changes to the features, and the reasons for those changes; -Identifying and responding to threats to the regional geothermal resource, and - Obtaining and making public, information that assists in understandingthe nature of the regional geothermal resource.

Geothermal surface features are able to be maintained and are recognised for their economic and cultural values. Surface features that have been impacted by land use practices are where appropriate restored and protected. There is no net loss of geothermal surface features.

G1201 Geothermal Mon/Investigations

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Priorities AlignmentShape the development of the region so it enhances our quality of lifeSupport communities to take action on agreed outcomesIncrease communities understanding of risks and resiliance to change

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $78,059.34 $78,625.13 $80,749.62 -$2,124.49 $80,875.92 $80,875.92Direct Costs $28,525.43 $66,120.00 $30,430.00 $35,690.00 $29,750.00 $29,720.00Allocated Costs $105,713.42 $105,666.88 $117,409.25 -$11,742.37 $121,839.79 $127,794.49Total Expenditure $212,298.19 $250,412.01 $228,588.87 $21,823.14 $232,465.71 $238,390.41


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Support communities to take action on agreed outcomesEnhance the values of the regions coasts and marine areaSelect





Peat Soils (Doc# 11202966)Business Case Reference

Soils are impacted by the use that land is put to, through this work council is able to assess trends in soil quality, and erosion. This activity is a function council is required to perform under s30 and 35 of the Resource Management Act 1991, providing SOE monitoring and reporting of soil erosion, soil quality, riparian stock exclusion and vegetation, nutrient use and other land resources. It supports proposed RPS policy 14, and advice underpinning consents, land management, catchment management and soil conservation implementation. This activity informs council of any trends in soil and land condition (e.g. peat and high class soils), and allows council to manage the land through policies and rules so that it retains the range of existing and foreseeable uses including agricultural use. This ensures the Waikato has a strong economy, healthy environment and vibrant communities.

This work provides state and trend data of: soil erosion, soil quality, riparian stock exclusion and vegetation, nutrient use and other land resources. This information is required to (a) support sustainable land management practices, (b) implement catchment management and soil conservation activities (c) develop soil and water management policy (RPS and WRP review) (d) implement of Healthy Rivers Wai Ora plan change; and (e) to assess of environmental effects of resource consent applications.

Waikato's soils are recognised and managed for their values and life supporting capacity for current and future generations. The state and trend of Waikato's soils is understood and taken into account in policy development, land management advice and catchment management planning.

L1408 Land and Soil Risks and Priorities

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Peat Soil business case spans the first three years of the LTP and is funded from reserves. $110,00 in year 1, $145,000 in year 2 and $135,000 in year 3. Additional staff input has resulted in higher labour and allocated costs to carry out increased sediment monitoring network tasks.



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S Maps (Doc# 11219524) and Healthy Rivers (Doc# 11336582)


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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionPositively influence future land use choices to ensure long term sustainabilitySelect

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Changing land use patterns including intensification and fragmentation have an impact on productive capability of soils. This work programme monitors these changes and determine catchment priorities for soil, biodiversity and water quality in the Waikato region. This activity is a function council is required to perform under s5 of the Resource Management Act 1991 and it supports the RPS policy 14. This work informs policy development, implementation and review. It focuses on land management solutions in sustainable agriculture and catchment management by identifying soils and their capability. Changes in land use pattern and intensity inform council on policy effectiveness.

Different soil and land types are economically important and are mapped to assist spatial planning and land use decisions. This work provides local data, spatial soil information (s-maps) and land and soil technical advice to support the implementation of Healthy Rivers Wai Ora . Innovative solutions for sustainable land management are developed and tested in collaboration with industry and science providers. This activity contributes to setting national direction for monitoring land and soil state and trends by leading national EMaR initiative to ensure consistency of data and reporting for land cover and land fragmentation.

Waikato's land use matches the capability of the soils on which they rely. Waikato's soils are recognised and managed for their values and life supporting capacity for current and future generations.

L1409 Land and Soil Management Solutions

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The Soil maps for farm plans business case includes work for Healthy Rivers Wai Ora implementation. $410,000 of direct costs for S map is required in year 1. S-map is a key component for the development of Farm Environment Plans. In year 2 and year 3 funding of $135,000 is required for Hauraki and Coromandel Catchments.



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The development of the soil strategy is a specific year long project to be undertaken in 2017/18 year. It is required to meet a corporate plan KPI.

To set a clear long term vision for our soil "Our soils are recognised and managed for their values and life supporting capacity for current and future generations."To assist in identifying any gaps in information and approaches within our current work programme.

Integration and implementation of the soil strategy across the organisation will improve understanding of risks and resilience of soils to particular pressures.+ our soils are recognised and managed for their values and life supporting capacity for current and future generations.

L1410 Soil Strategy

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Direct Costs $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Allocated Costs $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Expenditure $0.00 $0.00 $0.00 $0.00 $0.00 $0.00


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L1410 was a one year project undertaken in 2017/18 year.



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This activity is a function council is required to perform under s35(2) of the RMA. Many resource consents granted by the Council include conditions relating to the regular supply of data on the extent of the consented use, in particular with respect to water quantity and quality. This activity ensures that data on consented natural resource use are accessible and used to understand the consented pressures authorised in the environment. This information assists Council in determining the pressure of these takes or discharges have on the environment in comparison with the impacts of permitted activities to take resources or the diffuse general runoff from rural and urban land. This information ensures Council's policies are targeted to those impacts that have the greatest impact on the Waikato's natural and physical resources. Better policy effectiveness and review were key matters raised in the 2011 Office of the Auditor General's report.

This work stream supports the capture and improvement of reporting of consent holder water take and discharge data. Procedures and methods are developed and implemented for the collection, storage and processing of water quantity and quality data supplied in accordance with the requirements of consent conditions. Mechanisms are put in place to ensure all the required data are supplied. This work focuses on increasing the efficiency of resource use by enabling the analysis of the amount of water taken and the load of contaminants from point source discharges.

Work stream measures for are- Loading of water uses records in WRC database - Development of automated assessment of water use in WRC database focussing on the whole region- Analysis and reporting of water use compared to amount consented.

S1003 Pressure Analysis

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $29,436.67 $81,055.73 $101,557.06 -$20,501.34 $106,357.64 $115,739.36Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $49,259.67 $172,000.00 $172,000.00 $0.00 $172,000.00 $172,000.00Total Income $78,696.34 $253,055.73 $273,557.06 -$20,501.34 $278,357.64 $287,739.36

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $119,240.29 $121,114.26 $129,968.73 -$8,854.47 $129,968.73 $129,968.73Direct Costs $4,303.38 $3,000.00 $3,000.00 $0.00 $3,000.00 $3,000.00Allocated Costs $152,604.71 $128,941.47 $140,588.34 -$11,646.87 $145,388.92 $154,770.63Total Expenditure $276,148.38 $253,055.73 $273,557.06 -$20,501.34 $278,357.64 $287,739.36


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Priorities AlignmentIncrease communities understanding of risks and resiliance to changeEnhance the values of the regions coasts and marine areaSupport communities to take action on agreed outcomes

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This activity is a function council is required to perform under the RMA 1991 (ss 30 and 35) and the Hauraki Gulf Marine Park Act 2000 (s 7). Direction is also provided within the New Zealand Coastal Policy Statement (policies 3, 10, 11, 14 and 15). The activity supports RPS policies 4.1, 6.2, 7.1, 11.1, 11.4, 12.3 and 12.5. This activity informs policy development such as the Regional Coastal Plan and the Regional Plan changes and contributes to the integrated implementation of the Hauraki Gulf Marine Spatial Plan.

Habitats and ecosystems in the Waikato CMA are diverse, ranging from sheltered shallow estuaries to dynamic open coast beaches, intertidal and subtidal rocky reefs, and deeper water (about 50 to 500 m deep) offshore marine environments. The biodiversity that these habitats support underpins ecosystem functioning, and is highly valued for recreational, commercial, and cultural reasons. The CMA, particularly estuaries, is becoming increasingly under pressure from coastal development, activities on land and demand for resources for commercial and recreational use. These type of activities can lead to adverse effects on biodiversity values if not managed well. Changes may occur gradually or suddenly and can be difficult to detect.

This activity provides monitoring, investigations and research of the CMA to assess the state of, trends in and stressors on, biodiversity. This project also investigates ways to restore and improve habitats and biodiversity.This activity has the following objectives:• Monitoring changes in indicator species such as shellfish and other sediment-dwelling organisms in some estuaries• Monitoring changes in coastal vegetation (e.g. mangroves, seagrass and invasive weeds) in estuaries• Investigations into rare, threatened or at risk species, and the habitats that these and other indigenous species rely on• Identifying and informing protection of areas of significant indigenous vegetation and significant habitats of indigenous fauna• Research of ecosystem services provided by ecosystems in the CMA• Investigations of approaches to restore and improve habitats

Internal measures:• Progress on projects as planned• Incorporation of science outputs and outcomes into Council policy developments• Uptake of science outputs and outcomes by others in Council.

V1201 Biological Health of Estuaries

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $474,676.19 $457,017.19 $388,083.25 $68,933.94 $391,701.72 $396,704.03Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $97,020.81 -$97,020.81 $97,925.43 $99,176.01Total Income $474,676.19 $457,017.19 $485,104.06 -$28,086.87 $489,627.14 $495,880.03

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $91,814.54 $89,932.05 $88,275.97 $1,656.07 $88,674.55 $88,674.55Direct Costs $219,873.51 $253,609.00 $279,800.00 -$26,191.00 $279,800.00 $279,800.00Allocated Costs $133,670.89 $113,476.14 $117,028.09 -$3,551.94 $121,152.60 $127,405.49Total Expenditure $445,358.94 $457,017.19 $485,104.06 -$28,086.87 $489,627.14 $495,880.03


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Native ecosystems (habitat) have been significantly reduced since settlement of NZ by humans. This has resulted in extinction of many endemic (found only in NZ) species, as a result it is important to ensure that the remaining native ecosystems are identified and where possible protected and managed to preserve their biodiversity. This activity is a function council is required to perform under s30 and 35 of the Resource Management Act 1991. Regional councils have a duty to identify sites of indigenous flora and fauna and to maintain representativeness. This activity identifies and characterises significant natural areas (SNAs), provides information on the extent of indigenous habitats (including freshwater and saline wetlands) and the extent of protected areas. The work supports the development and review of regional and district plans and implements the RPS objectives 3.19. In undertaking this work we will in the future be able to assess what the impact of land use change and intensification of use has on biodiversity. We are also able to support the functions of WRC with respect to the RPMP.

Native ecosystems and the species that rely on them remain under threat due to land use change and management. This work ensures (a) Significant natural areas (SNAs) across the region are identified and their management is improved by making the information available for inclusion in district plans. (b) Waikato's biodiversity is able to be maintained, enhanced and restored by land owners and communities, (c) Waikato Regional Council is able to focus efforts on under-represented ecosystems. (d) Provide an inventory of native ecosystems within the Waikato to enable identification and prioritisation of ecosystems and (e) Enable changes in distribution of indigenous vegetation and habitat for indigenous fauna to be tracked over time, in the Waikato region.

The biodiversity inventory identifies native ecosystems and their biodiversity values, this forms a baseline from which the success of restoration efforts are able to be quantified over time. The ecosystems that have been most impacted are protected and restored where possible to enable the full range of Waikato's ecosystems to be preserved.

V1202 Manage priority habitats

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Biodiversity monitoring (Doc# 11219709)Business Case Reference


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Priorities AlignmentPositively influence future land use choices to ensure long term sustainabilitySupport communities to take action on agreed outcomesShape the development of the region so it enhances our quality of life

Forge and strengthen partnerships to achieve positive outcomes for the region

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $236,576 $239,083 $238,295 $789 $240,610 $240,610Direct Costs $167,298 $185,820 $196,100 -$10,280 $200,620 $200,590Allocated Costs $329,181 $220,412 $277,109 -$56,697 $290,793 $303,706Total Expenditure $733,056 $645,315 $711,504 -$66,189 $732,023 $744,906


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The health, abundance and diversity of aquatic ecosystems in the Waikato region are declining due to past and present unsustainable land uses. This activity monitors the condition of streams throughout the region and assess trends in the health of wadeable streams. This Regional Ecological Monitoring of Streams (REMS) programme also incorporates sites to assess the effects of Council's activities to maintain flood flow conveyance on Coromandel Peninsula. This activity is a function council is required to perform under s30 and s35 of the Resource Management Act 1991. Direction is also provided through the Freshwater National Policy Statement. This work supports the implementation of the WRPS (Policy 8 and 12) related to high value water bodies and biodiversity.

This work stream provides Council with information essential for sustainably managing the region’s stream and river resources, monitoring the condition of these resources, and developing effective policies. This is achieved by implementing new methods adapted for ecological monitoring of deep-water environments in the Waikato River; by developing new ecological health indicators; by understanding environmental pressures and their impacts on the health of running water ecosystems; by developing tools to develop remediation methods and prioritise sites for protection or remediation; and by supporting river co-management. Streams are sampled annually during summer and the programme has recently been redesigned to provide a more efficient and statistically rigorous approach to assessing the state of the region's streams.

LTP measure: Indicator Annual sampling of at least 120 sites for macroinvertebrates, aquatic plants and habitat is completed - Implementation of freshwater mussel/kakahi population assessment programme for wadeable streams- Implementation of non-wadeable river monitoring programme for 10 sites to be sampled annually- Stream macroinvertebrate database for the Waikato region is maintained and updated- Three-yearly report on ecological condition of wadeable streams is available on WRC web site and Stream and river health indicator is updated- Draft report on freshwater mussel monitoring protocols for wadeable streams completed for external review- Requests for data from external parties are provided upon requested

V1205 Stream & River Ecological Health

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $67,177.16 $63,256.57 $59,908.90 $3,347.67 $59,908.90 $59,908.90Direct Costs $56,110.20 $103,510.00 $103,910.00 -$400.00 $103,930.00 $103,890.00Allocated Costs $93,068.55 $88,033.29 $90,824.96 -$2,791.67 $94,092.28 $98,233.74Total Expenditure $216,355.91 $254,799.86 $254,643.85 $156.00 $257,931.17 $262,032.64


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Council initiated this fish monitoring programme in 2008/09 to develop a robust, standardised and cost efficient procedure for assessing fish communities in wadeable streams. This will expand our current routine monitoring of the region's ecological health including improved knowledge of freshwater migratory fish communities. Catchment scale information of freshwater fish communities is valuable when assessing the downstream effects of diffuse or point source discharges or for providing advice on consents relating to the effects of structures impeding fish passage. This activity enables the provision of data and expert advice to develop and test a consistent standard methodology for monitoring fish populations within the Waikato region. This activity is a function council is required to perform under s35 of the Resource Management Act 1991. Direction is also given through the Freshwater National Policy Statement and co-management of the Waikato River. This work supports the implementation of the RPS (Policies 8 and 12).

This work provides data and expert advice 1. to develop and apply a consistent standard methodology for monitoring fish populations/communities in wadeable streams within the Waikato region; 2. to determine if the RPS requirement of a net improvement in environmental quality is being met by assessing trends in ecological condition using long-term monitoring sites; 3. to measure the performance of and improve council policy goals by assessing the ecological outcomes of policies using selected sites, such as the Clean Streams and Project Watershed; and 4. to identify potential causes of human impacts and highlight future policy requirements using analysis of monitoring data in conjunction with underlying site and catchment characteristics, and anthropogenic pressures can be used. This will be achieved by: Reporting on the state of fish communities in the Waikato region at selected sites through time; Identifying environmental factors related to stream ecological condition, and assist with developing policies that mitigate adverse effects on stream ecosystems; Selecting and monitoring a core set of sites to be used for informing flow setting and consent conditions in streams across the region; Determining baseline reference condition metrics for fish and other physical and chemical parameters in a number of unimpacted and impacted streams for use in setting restoration/rehabilitation targets for similar streams elsewhere in region; Establishing whether structures (e.g. culverts) have negative effects on aquatic biota and then retrofitting these structures and quantifying resulting changes in abundance and/or biodiversity

SOE monitoring of fish communities across the region+ Standard method and local knowledge is applied for monitoring fish communities providing informed advice on resource consents and stream rehabilitation initiatives.+ Reference baseline conditions are established for additional sites and information used to evaluate preliminary departure from reference for a select number of streams+ Action Plan to improve riverine and floodplain connectivity for native aquatic organism is developed including use of innovative solutions.+ Quantified benefits of improved longitudinal fish passage and controlled flood plain reconnection. Information of improved river connectivity on native fish is prepared for WRP review.+ Contribution of lakes in native fish recruitment is investigated at Lake Waikare.

V1209 Fish and Fisheries Monitoring

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $137,933.63 $98,817.59 $98,454.11 $363.48 $100,023.12 $100,023.12Direct Costs $103,383.17 $96,280.00 $96,530.00 -$250.00 $96,550.00 $96,520.00Allocated Costs $192,275.21 $133,685.98 $142,082.49 -$8,396.51 $148,568.16 $156,505.24Total Expenditure $433,592.01 $328,783.57 $337,066.61 -$8,283.03 $345,141.28 $353,048.36


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Priorities AlignmentPositively influence future land use choices to ensure long term sustainabilityManage freshwater more effectively to maximise regional benefitIncrease communities understanding of risks and resilience to change







Some historical land uses resulted in a build up of contaminants that have the potential to impact human health and the environment, if they are not identified and managed . Over the last 10 years, significant efforts have been allocated to address legacy contaminated sites such as the Tui Mine. However, only 10% of the 6,000+ Waikato sites listed as potentially contaminated, have been investigated, of which 65% have been remediated or managed.This work contributes to the identification, characterisation and management of high-risk contaminated sites to ensure that discharges from these sites do not pose significant risks to people or the environment.. This activity is a function council is required to perform under s30 and s35 of the RMA, and contributes to the implementation of the RPS (Policy 14). It also supports the implementation of the NES for Assessing and Managing Contaminants in Soil to Protect Human Health.

This activity provides data, risk assessment and technical advice on potentially-contaminated and contaminated sites. Investigations of prioritised sites and hazardous activities are undertaken in coordination with other organisations. Remedial options for high-risk sites are developed and implemented where appropriate funding is available. Accurate and timely information on HAIL sites is recorded and made available to Territorial Authorities land owners, consultants and developers of land to inform decision making processes related to land use changes under the NES.

The risk posed by contaminated sites on human and ecological health is managed appropriately. A Land Use Information register is maintained and enquiries are responded to. Advice and information is provided in accordance with best-practice and the NES for Assessing and Managing Contaminants in Soil to Protect Human Health. A Contaminated Land Fund is available to contribute to the investigation, and in some cases, the remediation of high-risk sites with priority given to sites that have no identifiable owners (also referred to as orphan sites). Progress is made towards the clean-up of the Rotowaro Carbonisation Plant site.

W1601 Contaminated Land Project

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $558,035.76 $545,827.75 $622,821.38 ($76,993.62) $560,364.73 $511,638.20Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $47,754.93 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $605,790.69 $545,827.75 $622,821.38 ($76,993.62) $560,364.73 $511,638.20

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $141,121.99 $121,352.30 $129,616.96 ($8,264.66) $129,616.96 $129,616.96Direct Costs $263,103.68 $259,540.00 $159,770.00 $99,770.00 $164,770.00 $167,760.00Allocated Costs $196,385.92 $164,935.45 $200,434.42 ($35,498.96) $205,977.77 $214,261.24Total Expenditure $600,611.59 $545,827.75 $489,821.38 $56,006.38 $500,364.73 $511,638.20


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Contaminated Land Investigation business case funded from reserve ($133,000). This project provides for the establishment of a Contaminated Land Reserve of $400,000. Once this reserve target is met, funding required decreases.



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Soil resources can be impacted by discharge of contaminants from agricultural practices that occur over a wide geographic area and which can pose a risk to human health and the environment. These contaminants are known as diffuse contaminants which may in some cases involve contributions from multiple-sources such as fertiliser and animal health remedies. Examples of diffuse contamination include cadmium and zinc found in fertiliser and commonly used stock remedies. Emerging contaminants are those that have more recently been identified as having the potential to have an adverse effect on the environment, or to pose a risk to human health. Through this work stream diffuse and emerging contaminants are identified and state and trend within Waikato are monitored.This activity is also a function council is required to perform under s30 and 35 of the Resource Management Act 1991. It supports proposed RPS policy 14.

This work stream provides data, risk assessment and technical advice to contribute to the management of high-priority diffuse contamination issues that are not addressed in other work streams by: (a) determining the nature and extent of a suspected contaminant, (b) identifying or assisting in the identification of management or mitigation options, at national or regional level, (c) informing the development of policies in our regional plan, and (d) making evidence based accurate information available to communities to assist in decision making.

The Waikato's soils retain their long term capability to support the most appropriate and sustainable land use for that soil type. National initiatives are supported e.g. implementation of the national Cadmium Management Strategy, and these initiatives in turn increase Waikato's resilience to changing climate and conditions. The communities awareness and understanding of diffuse and emerging contaminants is increased and appropriate mitigation actions are identified and implemented over time.

W1602 Diffuse Contamination

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Priorities AlignmentPositively influence future land use choices to ensure long term sustainabilityIncrease communities understanding of risks and resilience to changeManage freshwater more effectively to maximise regional benefit

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The Land and Water portfolio provides oversight of work that is undertaken across directorates that relates to land and water, specifically water quality and quantity, biodiversity and soils. The portfolio ensures that there is a cohesive approach across the organisation and that each of the directorates have a formalised Forum through which to undertaken work. The portfolio approach enables sight across multiple projects to determine connections and efficiencies. The budget allocation ensures that where support is needed to support organisational projects this can be provided. Also, the Portfolio is able to be used to further priority projects in the Freshwater Strategy.

Organisational alignment and oversight of cross directorate projects to ensure consistency of approach, and to minimise any duplication or conflict between projects that may eventuate.

Better alignment and integration throughout the organisation on key projects related to land and waterIncreased ability to prioritise key projects.

L1231 Land and Water Portfolio

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $79,346.59 $209,133.83 $68,887.97 $140,245.86 $67,981.22 $67,981.22Direct Costs $47,893.65 $89,750.00 $89,860.00 -$110.00 $89,870.00 $89,860.00Allocated Costs $169,822.55 $386,418.11 $113,057.54 $273,360.57 $126,203.30 $130,983.13Total Expenditure $297,062.79 $685,301.94 $271,805.52 $413,496.42 $284,054.52 $288,824.34


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Supports the implementation, advocacy and oversight of the RPS and supports the implementation of other regional policy. Develops and maintains relationships with territorial local authorities and other key stakeholders through input into District Plan Reviews, plan changes and other statutory and non-statutory initiatives at a regional and district level. This budget code is often used to support the development of evidence and appearance at mediations and appeals.

Alignment of district plans with the RPS and other regional policy is a key objective supported by this budget code. Many of the territorial authorities have commenced the review of their district plans which requires WRC staff input and response ranging from technical policy support or legal response, sometimes requiring external expertise. This budget code supports the efforts of the policy implementation team to engage on an ongoing basis with councils and stakeholders across the region to ensure that the objectives, policies and rules in the RPS and other regional policy are understood and included in regulatory tools across the region.

RPS objectives, policies and methods are given effect to in District Plans throughout the regionBy working with other Council's we are able to support them to give effect to the RPSBuilds stronger relationships with our regional partners.

P1221 Statutory Promotions

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $146,176 $151,753 $168,964 -$17,211 $187,098 $186,484Direct Costs $42,422 $55,990 $51,590 $4,400 $51,590 $51,580Allocated Costs $265,308 $197,561 $228,137 -$30,576 $266,222 $277,649Total Expenditure $453,906 $405,304 $448,691 -$43,387 $504,911 $515,713


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In 2017/18 year General Rates were reduced due to $53,500 being funded from prior year surplus allocated through the 2015 LTP. Minor increases in labour and allocated costs in year 2018/19 due to the 3 year cycle of district plans.



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Each region is required to have a Regional Policy Statement under the RMA 1991. Its purpose is to provide an overview of the resource management issues of the region and policies and methods to achieve integrated management of the natural and physical resources within the region (s59 RMA). The Regional Policy Statement therefore provides a strategic framework to assist Council to achieve all three flagship goals. The purpose of the project is to implement the operative Regional Policy Statement and notify changes to the operative Regional Policy Statement for the Waikato Region to reflect settlement pattern updates from the review of the Future Proof Growth Strategy and the NPS Urban Development by end 2018.

* A high quality robust Regional Policy Statement that supports the work of local government agencies to achieve common outcomes for the Waikato region through integrated and sustainable resource management. * Align Waikato Regional Councils resource allocation function with the spatial planning functions of the 12 territorial councils within the region. * Integrate the policy mechanisms required from other acts of Parliament (e.g. transport, emergency management, biosecurity and local government legislation) in the promotion of sustainable management of natural and physical resources within the Waikato region. * Provide a framework for the consideration of resource consents that are subject to Ministerial call-in. * Guide the development of the next generation of regional and district plans within the region.

An operative Regional Policy Statement, Coastal Plan and Regional Plan at all times and review them within 10 years of becoming operative.

S1001 RPS 2G Review

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This activity is a function council is required to perform under the Resource Management Act 1991. Growth Management is an important part of managing the integration of natural and physical resources under the RMA, and specifically S(30)(1)(gb): Strategic integration of infrastructure with land use. The key work covered by this budget include Future Proof, Waikato spatial plan and work on pressures on the Waikato region from Auckland growth. The benefits are that it ensures development in the region integrates well with infrastructure, and that built environment pressures on natural and physical resources are well managed.

* Regional growth and development that supports achievement of key regional objectives, including those relating to transport, natural hazards, energy and environmental quality. * An integrated approach to development throughout the region, across regional boundaries and across the Upper North Island. * Directions for sustainable growth management are set in Waikato Regional Council's policy and planning documents. * Sufficient understanding of changing land use trends and pressures that affect our ability to achieve our objectives. * A good level of understanding about principles for sustainable growth and development that is promoted to growth management agencies. * Ability to actively influence content of growth strategies, local area plans, structure plans and other growth management initiatives. * Ensuring that provision of regional infrastructure is done so in an effective manner providing for existing and future communities.

This activity creates good partnerships and relationships with key partners. Ensures that growth happens in the planned and sustainable way. Ensures that consideration is given to regional issues and builds collaboration.

S1005 Growth Management

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Priorities AlignmentShape the development of the region so it enhances our quality of lifeIncrease communities understanding of risks and resilience to changeSelect

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This activity encompasses council's involvement in UNISA. Collaborating with this partner enables council to advocate on behalf of the region's households and businesses to achieve positive gains for the region.

Support collaborative work of UNISA to ensure a strategic approach is taken for regional planning and activitiesAddress key issues from a regional perspective

Positive relationships are established or strengthen with our key partners.Supports ensuring alignment across relevant councils strategies throughout the region.

S1021 UNISA

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $90,711.46 -$90,711.46 $92,355.94 $93,610.71Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $0.00 $0.00 $90,711.46 -$90,711.46 $92,355.94 $93,610.71

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0.00 $0.00 $20,971.90 -$20,971.90 $20,971.90 $20,971.90Direct Costs $0.00 $0.00 $40,000.00 -$40,000.00 $40,000.00 $40,000.00Allocated Costs $0.00 $0.00 $29,739.56 -$29,739.56 $31,384.04 $32,638.80Total Expenditure $0.00 $0.00 $90,711.46 -$90,711.46 $92,355.94 $93,610.71


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Project costs previously held as part of the Strategic Development budget



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This service provides research and management of information to support internal work. The service manages technical reports, keeps records up to date, manages subscriptions to journal and research material for the organisation, as well as responding to requests from the public for information.

The objective of this service is to provide support to the organisation in order to have information available for staff to inform their work and ensure that technical publications are classified correctly.

Efficient use of staff time, as well as having information available on hand when required to support the work of the rest of the organisation.

6230 Library

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $65,873.40 $58,650.43 $65,017.44 -$6,367.01 $65,017.44 $65,017.44Direct Costs $16,373.96 $19,100.00 $19,100.00 $0.00 $19,100.00 $19,100.00Allocated Costs -$82,247.35 -$77,750.43 -$84,117.44 $6,367.01 -$84,117.44 -$84,117.44Total Expenditure $0.01 $0.00 $0.00 $0.00 $0.00 $0.00


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There is an ongoing and serious loss of indigenous biodiversity in the Waikato Region. Extensive clearance of vegetation and drainage of wetlands have reduced the extent of indigenous habitats by 75% and 223 species of native animals and plants are threatened with extinction. This project implements the Waikato Regional Policy Statement Method 11.1.11. which signals a significant change in approach to biodiversity management which recognises the need to achieve ecological protection and restoration goals and realise economic and social benefits if we are to be successful. Phase one, a pilot programme testing the approach at a sub-catchment level has now been completed and the project is in year two of Phase 2 which is a regional roll out over three years.

At the end of Phase 2 we will deliver an implementation framework with associated processes and tools and a "how to" guide for biodiversity enhancement. The "how to" guide and toolbox is for internal and external use to enable other organisations and community groups to lead or plug-in to biodiversity projects and work together, supported by WRC's tested process.

Define method to delineate ecological networks/increase confidence in evidence base and improved consistency.Supporting a more strategic way of working with others/improved coordination, consistency and efficiency.Tested model delivered to TA's to assist them to deliver at district scale/More powerful advocacy and chance of success.Effective and targeted engagement of participants as part of strategic approach/Landowner (and industry) understanding they are part of the bigger picture.Development of a potential co-management model to inform all WRC work/More enduring partnerships, sharing of resources.Tested approach to hapu and marae-based engagement and capacity building/Co-management model with potential application elsewhere.Improved ability to monitor ecological change and effectiveness of biodiversity management/Investment is targeted and effective.Increased understanding and awareness of needs and aspirations of landowners, land managers and council/Increased understanding of landowner requirements.Improved co-ordination and efficiency of resources towards biodiversity management/Biodiversity dollar goes further.Increased support from participants, stakeholders and TAs for indigenous biodiversity/More powerful advocacy and chance of buy-in and success.A strategic, long-term approach linking partners' resources to needs/Increased efficiency.

S1022 LIBS

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Priorities AlignmentPositively influence future land use choices to ensure long term sustainabilitySupport communities to take action on agreed outcomesForge and strengthen partnerships to achieve positive outcomes for the region

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $175,000.00 $206,566.92 -$31,566.92 $0.00 $0.00Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $0.00 $175,000.00 $206,566.92 -$31,566.92 $0.00 $0.00

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0.00 $0.00 $85,589.36 -$85,589.36 $0.00 $0.00Direct Costs $0.00 $175,000.00 $165,000.00 $10,000.00 $0.00 $0.00Allocated Costs $0.00 $0.00 $120,977.56 -$120,977.56 $0.00 $0.00Total Expenditure $0.00 $175,000.00 $371,566.92 -$196,566.92 $0.00 $0.00


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No significant variances. This project is scheduled to be completed in year one of the LTP and is proposed to be funded via the investment fund.




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This service coordinates, writes and provide advice to others writing submissions on behalf of WRC to other organisations. As part of this a register of submissions is kept and reported to Council on a regular basis.This service also review and updates the submission guidelines.

To ensure that advocacy to other organisation occurs in the consistent and integrated way, and that WRC takes the opportunity to lobby for the best interest of our communities.

Submissions are written to other organisations on relevant topics to ensure that WRC is involved in decision making that affects or impacts our communities.

S1024 Submissions Coordination and Writing

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Priorities AlignmentPositively influence future land use choices to ensure long term sustainabilityIncrease communities understanding of risks and resilience to changeEnhance the values of the regions coasts and marine area


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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 0 157,756 157,756- 162,822 167,196 Targeted Rates 0 - Fees & Charges 0 - Total Income - 157,756 157,756- 162,822 167,196

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 0 66,587 66,587- 66,587 66,587 Direct Costs 0 - Allocated Costs 0 91,169 91,169- 96,235 100,608 Total Expenditure - 157,756 157,756- 162,822 167,196


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New project capturing staff time spent on this activity




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Priorities AlignmentSupport communities to take action on agreed outcomesShape the development of the region so it enhances our quality of lifeForge and strengthen partnerships to achieve positive outcomes for the region

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The Regional Public Transport Plan (RPTP) is a significant Waikato Regional Council planning document and is required by the Land Transport Management Act 2003 (LTMA). The current operative Regional Public Transport Plan was adopted by Council in July 2015. The importance of the PT Plan is the fact that NZTA will not provide funding to Council unless the services are specified in the Regional Public Transport Plan. A review of the RPTP commenced in 2016/17 in accordance with statutory timeframes. The RPTP review will incorporate the access and mobility outcomes of the 2015 Regional Land Transport plan which is also currently under review. In the intervening years between plan review the T1002 code is applied to public transport planning associated with the Plan implementation. This activity supports the new purpose of local government as set out in the LGA 2002 by enabling democratic local decision-making and action by, and on behalf of, communities and meets 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. It does this by following robust consultation processes with full public engagement through a submission and Hearings procedure.

The Regional Public Transport Plan is required to identify public transport services that will be provided by WRC over the next 10 years and the policies, procedures, information and infrastructure to support the delivery of these services. It is also an important instrument to engage with public transport operators, key stakeholders and the public on the design and operation of public transport services.

The 2015/18 LTP has a Level of Service Statement "To provide certainty to the regional community a through a robust, integrated and consistent transport planning framework". It also has a performance measure that states " Have an operative Regional Land Transport Plan and Regional Public Transport Plan in place at all times and review, monitor and report on them in line with statutory timeframes."

T1002 Regional Passenger Transport Plan

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $100,368.29 $246,536.63 $279,369.43 -$32,832.80 $148,222.44 $253,565.02Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $86,850.01 $180,000.00 $0.00 $180,000.00 $91,800.00 $91,800.00Total Income $187,218.30 $426,536.63 $279,369.43 $147,167.20 $240,022.44 $345,365.02



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No Significant Variances



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The Regional Land Transport Plan (RLTP) is required to be prepared by the Regional Transport Committee on behalf of WRC under the Land Transport Management Act 2003. The RLTP is the overriding plan for all land transport matters in the region. The RLTP must be consistent with the Government Policy Statement on Land Transport (GPS). The RLTP is also the funding bid for all transport activities in the region including state highways, local roads and public transport. As a result of the 2015 RLTP the region secured $1.8 Billion of transport investment over the 2015-18 period. In the intervening years between review the funding under T1003 is used for transport planning and projects associated with RLTP implementation. The RLTP is currently under its mid term review with a new RLTP expected to be adopted by WRC in June 2018. The RTC has followed a NZTA Business Case approach to the review

The RLTP sets out the strategic direction for land transport in the Waikato region over the next 30 years. The Plan focusses on the region's key problems and priorities over the next three years leading up to a major review of the Plan in 2020/21.

The 2015/18 LTP has a Level of Service Statement "To provide certainty to the regional community a through a robust, integrated and consistent transport planning framework". It also has a performance measure that states " Have an operative Regional Land Transport Plan and Regional Public Transport Plan in place at all times and review, monitor and report on them in line with statutory timeframes."

T1003 Regional Land Transport Plan (RLTP)

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Priorities AlignmentShape the development of the region so it enhances our quality of lifeSupport communities to take action on agreed outcomesForge and strengthen partnerships to achieve positive outcomes for the region


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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $292,973.98 $313,664.12 $297,660.57 $16,003.55 $297,534.04 $327,076.03Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $250,585.00 $320,329.98 $304,177.77 $16,152.21 $304,327.71 $334,679.34Total Income $543,558.98 $633,994.10 $601,838.34 $32,155.76 $601,861.75 $661,755.37

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $200,733.37 $224,998.34 $218,105.81 $6,892.53 $216,223.11 $216,831.52Direct Costs $51,440.80 $150,125.00 $121,620.00 $28,505.00 $121,620.00 $151,610.00Allocated Costs $245,769.94 $258,870.76 $262,112.53 -$3,241.77 $264,018.65 $293,313.85Total Expenditure $497,944.11 $633,994.10 $601,838.34 $32,155.76 $601,861.75 $661,755.37


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This project provides for staff labour to cover planning and engagement on regional rail activities in the region. The incoming Government has placed a high priority on mode neutrality and regional rail development and this project allows WRC transport staff to engage with KiwiRail and other significant rail stakeholders to progress rail planning and projects in the region. This area of work is expected to increase in importance over the next 3 years.

The project is intended to achieve regional collaboration on regional rail matters and ensures that freight and passenger rail matters are fully taken into account in regional transport plans.

The success measure for this project will be measured by integrated planning and increased investment for rail services and infrastructure in the region.

T2004 Regional Rail Transport

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Priorities AlignmentShape the development of the region so it enhances our quality of lifeForge and strengthen partnerships to achieve positive outcomes for the regionPositively influence future land use choices to ensure long term sustainability

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $5,520.63 $12,820.16 $8,517.36 $4,302.80 $12,041.20 $10,950.33Direct Costs $0.00 $760.00 $1,000.00 -$240.00 $1,000.00 $1,000.00Allocated Costs $6,478.77 $13,978.18 $9,100.22 $4,877.97 $13,568.57 $13,547.84Total Expenditure $11,999.40 $27,558.34 $18,617.58 $8,940.77 $26,609.77 $25,498.17


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This project provides for WRC Transport planning staff labour to cover planning and implementation of stock truck effluent facilities in the region. Whilst the main budget for stock truck effluent lies within the Community and Services Directorate this project code allows for future business case and Strategy development and implementation of stock truck effluent in the region. This area of work is expected to increase over the next 3 years as sites are developed in Tranche 1 of the implementation programme.

The objective of this stock truck effluent project is to provide planning and strategy advice to guide the implementation phase of site development.

The project will be measured against the successful implementation of the first Tranche of stock truck effluent sites construction (3 sites)

T2006 Regional Stock Effluent Strategy

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Stock Truck Effluent (Doc# 11278283)Business Case Reference


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Priorities AlignmentShape the development of the region so it enhances our quality of lifeForge and strengthen partnerships to achieve positive outcomes for the regionSupport communities to take action on agreed outcomes

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $6,645.64 $6,697.68 $5,773.81 $923.87 $5,773.81 $4,966.40Direct Costs $0.00 $1,100.00 $1,130.00 -$30.00 $1,140.00 $1,130.00Allocated Costs $7,477.66 $6,892.34 $5,876.79 $1,015.55 $5,989.42 $5,537.84Total Expenditure $14,123.30 $14,690.03 $12,780.60 $1,909.43 $12,903.23 $11,634.24


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This projects covers the direct costs of WRC's LASS shareholder contribution to the ongoing costs of the Waikato Regional Transport Model (WRTM). WRC is a 22.5% shareholder in LASS's WRTM as contributes to the ongoing maintenance of WRTM in proportion to its LASS shareholding. WRTM is the regional wide transport model used to examine impacts of land use on transport systems and identify areas of high congestion etc. through different levels if service.

The objective of this project is to have a functional working regional transport model that is up to date with population and land use projections in order to ensure effective integration of land use and transport planning.

The benefits of this project include having a recognised planning tool to ensure the best possible and use and transport planning is undertaken across the region and that transport organisations have access to the WRTM at all times.

T3003 Transport Policy Implementation

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $40,622.24 $22,472.44 $12,476.79 $9,995.65 $12,465.39 $12,460.34Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $22,950.00 $12,750.00 $10,200.00 $12,749.49 $12,750.00Total Income $40,622.24 $45,422.44 $25,226.79 $20,195.65 $25,214.88 $25,210.34

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $886.54 $0.00 $0.00 $0.00 $0.00 $0.00Direct Costs $10,565.56 $45,000.00 $25,000.00 $20,000.00 $25,000.00 $25,000.00Allocated Costs $1,602.33 $422.44 $226.79 $195.65 $215.39 $210.34Total Expenditure $13,054.43 $45,422.44 $25,226.79 $20,195.65 $25,215.39 $25,210.34


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As one of the three core problems identified through the review of the Waikato Regional Land Transport Plan, the Access and Mobility objective confirmed through the review has been strongly supported by the Regional Transport Committee as an area of significant focus for the 2018 - 2021 period. The proposed programme of work contributes directly towards achieving the outcomes and key benefits sought through the Plan. This project will deliver region wide walking and cycling initiatives driven by the Regional Cycling Programme Business Case and rural focused activities supporting the Regional Access and Mobility Programme Business Case.

A changing demographic profile of the region including both population growth in urban areas and both aging and declining populations in rural areas are driving different transport needs across the region. Limited transport choices and a lack of information about available options have an impact on community wellbeing. Addressing transport barriers may increase community connectivity, contribute to economic growth and improve the liveability of communities.

The Transport choices project will implement components of the regional cycling programme business case and activities to support regional partners to deliver walking and cycling activities. Areas of work include monitoring and evaluation, mapping and information to support promotion of active travel and regional cycle trails, supporting and improving planning for more and better cycling infrastructure, and supporting collaborative region-wide communications. Coordination of multiple organisation meetings to improve cross sector planning for active modes and development of better region wide monitoring tools and frameworks. This programme of work will include the development of the existing rural transport forum and the information, tools and networks available to assist rural transport providers to share best practice and develop their facilities. It will also involve the development of measures and monitoring tools to better enable the region to measure progress against RLTP access and mobility targets and objectives. A programme of activities and events will be developed to ensure that communities are optimising the transport opportunities available to them and that rural transport providers are optimising the resources and funding available to them. This will involve coordination of multi-org meetings to improve cross sector planning for active modes and development of better region wide monitoring tools and frameworks.

T3009 Transport Choices

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Priorities AlignmentShape the development of the region so it enhances our quality of lifeForge and strengthen partnerships to achieve positive outcomes for the regionSupport communities to take action on agreed outcomes


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Business case

This project seeks a small amount of funding to complete the final stages of the North Waikato Public Transport Business Case. Transport planning staff have been assisting the Transport Operations team in working with Waikato DC and NZTA and Auckland partners to identify and implement public transport operations for the North Waikato areas including Tuakau, Pokeno, Te Kauwhata and Huntly.

The objective of this project is to identify and provide public transport services to the rapidly expanding urban centres in North Waikato. A Business Case has been applied and solutions identified. Final stages now involve implementation through the 2018 LTPs

The benefits of this work will be measured by the implementation of new services and how they perform after the initial period .

T3014 North Waikato Public Transport Business Case

North Waikato Public Transport (Doc# 11327693)

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Priorities AlignmentShape the development of the region so it enhances our quality of lifeSupport communities to take action on agreed outcomesForge and strengthen partnerships to achieve positive outcomes for the region


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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $44,814.32 $25,478.95 $5,092.57 $20,386.39 $0.00 $0.00Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $44,814.32 $25,478.95 $5,092.57 $20,386.39 $0.00 $0.00

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $10,296.88 $0.00 $0.00 $0.00 $0.00 $0.00Direct Costs $52,425.20 $25,000.00 $5,000.00 $20,000.00 $0.00 $0.00Allocated Costs $12,974.22 $478.95 $92.57 $386.39 $0.00 $0.00Total Expenditure $75,696.30 $25,478.95 $5,092.57 $20,386.39 $0.00 $0.00


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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionPositively influence future land use choices to ensure long term sustainabilityShape the development of the region so it enhances our quality of life

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Background (what is it and why do we need to do it?)This project is put up in WRC 2018 LTP on behalf of the LASS Waikato Regional Transport Model (WRTM) partners. The scope of this work involves an update of Waikato Regional Transport Model (WRTM) which was originally developed in 2007 and 2010. Transport models typically have a lifespan of 10 to 15 years after which updated travel pattern data is collected and the model is rebuilt. The limited lifespan of these models is because travel patterns potentially change over time associated with changes in family units/household structures, impacts of congestion on travel choices, advances in technology etc. The WRTM user group have now requested that WRC put this project up in the WRC LTP with the other LASS WRTM partners contributing towards the model upgrade in accordance with their shareholding. WRC is a 22.5% shareholder on the model.

The objective of this project is to update WRTM to ensure that the region has a fully operative, up to date regional transport model

Completion of the WRTM upgrade within the 2018 LTP period.

T3019 WISE Waikato Regional Transport Model Integration

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $28,117.86 $37,648.81 $12,059.16 -$9,530.95 $86,919.73 $86,980.73Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $42,335.76 $0.00 $268,806.24 $268,962.25Total Income $28,117.86 $37,648.81 $54,394.92 -$9,530.95 $355,725.97 $355,942.98

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $193.83 $2,412.95 $1,937.79 -$2,219.12 $1,937.79 $1,937.79Direct Costs $4,000.00 $31,850.00 $50,000.00 -$27,850.00 $350,000.00 $350,000.00Allocated Costs $685.83 $3,385.86 $2,457.13 -$2,700.03 $3,788.17 $4,005.19Total Expenditure $4,879.66 $37,648.81 $54,394.92 -$32,769.15 $355,725.97 $355,942.98


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The Regional Road Safety Strategy was reviewed in 2016/17 and will be reviewed in the period of the 2018 LTP to inform the next Regional Land Transport Plan and to provide the blueprint for regional road safety stakeholders to address road safety issues in the region. The Strategy is developed under the guidance of the Regional Transport Committee and is implemented by WRC and other stakeholders through the Regional Road Safety Forum

The Regional Road Safety Strategy sets out a framework for the coordinated delivery of multiple agency road safety interventions overseen by the Road Safety Forum. The purpose is to identify short term priorities for the next 3 years for road safety partners and inform the development of the RLTP. It also provides signals for longer term priorities that could influence road safety culture change and a step change for road safety outcomes for the region.

Implementation of the Regional Road Safety Strategy will be measured by ongoing analysis of regional road safety statistics and trends as well as measuring progress against the actions outlined in the Strategy

T3022 Road Safety Strategy

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Priorities AlignmentSupport communities to take action on agreed outcomesForge and strengthen partnerships to achieve positive outcomes for the regionShape the development of the region so it enhances our quality of life

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This programme business case is to develop a coordinated approach to the provision of a regionally connected network to support the uptake of electric vehicles (EVs) in line with national targets. The PBC will also address current policy settings in the region with regard to EV uptake. Within the draft of the 2018 RLTP, the problem relating to economic development and strategic corridors is: "Growth in the upper north island is impacting on strategic corridors and hindering economic development".

Electric vehicles represent a significant advance in technology and are likely to become an increasingly important component of the transport system. If planning for their participation is not coordinated, the region could miss opportunities in which EVs might enhance regional productivity and support green tourism. Additionally, action point 2.1.5 'Encourage electric and driverless vehicle uptake' in the Waikato Plan provides specific reference to electric and autonomous vehicles: "Support options and infrastructure development that works to increase the uptake of electric vehicles and driverless cars. Of special interest is an increase in the number of electric car recharge points in the Waikato". There is insufficient information currently available about electric vehicles and the regional charging network to enable planning for electric vehicle movements in the Waikato region. This project is expected to receive NZTA funding support as a transport planning activity.

The success of the project will be measured against completion by the agreed date and within budget as well as acceptance by the Regional Transport Committee and key stakeholders.

T3026 Regional Electric Vehicle Strategy

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 18,664 18,664- 38,906 26,479 Targeted Rates - Fees & Charges - 22,950 22,950 Total Income - - 18,664 18,664- 61,856 49,429

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 8,504 8,504 7,330 1,661 Direct Costs - 45,000 45,000 Allocated Costs 10,160 10,160 9,526 2,768 Total Expenditure - - 18,664 18,664 61,856 49,429


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This programme business case will look at resilience risks within the Waikato Region that may impact on the ability for people and communities to access essential services in the event of a significant network disruption. This will produce a prioritised hierarchy of transport resilience locations, helping to guide and influence investment decisions for improvements, mitigation or remedial works. This work will ultimately guide the development of the 2018 RLTP by identifying at risk corridors and giving them priority within the RTLP for funding. The 2018 RLTP has an action " WRC and transport partners to prepare a programme business case based on the Greater Wellington RC example to guide prioritisation of regional resilience projects on the regional land transport network to inform the next RLTP.

There are many districts within the Waikato Region that are showing an increased susceptibility to environmental conditions affecting their networks. In order to minimise the effects of a network disruption it is necessary to understand the resilience risks that corridors may be subject to.

Proposed in the draft 2018 review of the Regional Land Transport Plan is the following issue relating to the underpinning issue of Environmental Sustainability and Resilience: "The regional land transport system is vulnerable to a range of external pressures that can cause disruption and present challenges for ensuring efficient and resilient networks. Over the longer term, climate change is likely to cause more severe weather events, which have the potential to severely disrupt parts of the regional land transport system.

The transport system can also have significant local and regional effects on the environment and given the long-lived nature of transport infrastructure, decisions made today can have long term implication for the environment. There is a need to strive for a more energy efficient transport system for both environmental and economic reasons".

The success of the project will be measured against completion by the agreed date and within budget as well as acceptance by the Regional Transport Committee and key stakeholders.

T3027 Regional Transport Resilience Strategy

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 50,214 50,214 44,574 1,896 Targeted Rates - Fees & Charges 25,500 25,500 25,500 Total Income - - 75,714 75,714 70,074 1,896

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 11,343 11,343- 8,761 807 Direct Costs 50,200 50,200- 50,000 Allocated Costs 14,171 14,171- 11,313 1,089 Total Expenditure - - 75,714 75,714- 70,074 1,896


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Funding required to deliver the Regional Transport Resilience Strategy.



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The Resource Management Amendment Act 2003 clarified that managing biodiversity is an explicit function of both regional councils and TAs, and that they must provide for the maintenance of biodiversity in regional and/or district plans. The review of the biodiversity section of the Regional Policy Statement has raised expectations about the Council's contribution in this area, particularly in terms of assisting landowners and managing significant natural areas. There also is a substantial need for WRC to influence and advocate with Government to protect our regional interests and ensure any new Government policy on biodiversity reflects the needs of the Waikato Region. This project code is the primary funding centre for this advocacy work. Finally, there is a need to liaise with district councils to ensure that the policies, rules and work programmes pertaining to significant natural areas are aligned with work undertaken by the Council.

Overall, this is part of the Council's efforts to protect and enhance indigenous biodiversity in the region. Healthy ecosystems are the foundation of a prosperous, healthy region. More specifically, this programme engages with central and district governments to support WRC's policy positions. For example, it provides an ability to influence proposed legislative changes and Government policy relating to biodiversity that will affect regional councils. It also allows staff to report to council on gaps and issues regarding biodiversity and recommend solutions.

There is an internal measure around the degree of alignment between the Waikato Regional Policy Statement and district plans. Success also can be measured by how well WRC influences national policy direction in this area.

V1401 Advocacy/Policy Development

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $4,760.50 $23,372.66 $4,973.77 $18,398.88 $4,973.77 $4,973.77Direct Costs $7,560.00 $65,500.00 $111,600.00 -$46,100.00 $109,600.00 $206,600.00Allocated Costs $8,956.38 $33,252.07 $7,671.38 $25,580.69 $7,297.72 $9,137.53Total Expenditure $21,276.88 $122,124.73 $124,245.15 -$2,120.42 $121,871.50 $220,711.31


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This activity provides for council's work with central government on issues which have an impact and influence our work programmes.

Having a direct link to central government enables council to advocate and influence on behalf of households and businesses to ensure that their interests are considered. It also ensures that WRC resource management policies are provided for in national planning so additional cost is not incurred reworking policy. The work stream also ensures that WRC implements central government RMA policy in a coordinated way.

• Waikato Regional Council is kept informed of all central government initiatives which can affect the activities of the Council.• Central government initiatives which affect the social, cultural, economic or environmental wellbeing of the Waikato region and which relate to the Waikato Regional Council's functions are appropriate with respect to the nature of the region and support the work of the Council rather than add costs and frustration.• Waikato Regional Council is highly visible to national level organisations related to resource management, and maintains excellent working relationships with such organisations at all levels. Waikato Regional Council implements government policy effectively.

• Waikato Regional Council is highly visible to relevant national level organisations • Waikato Regional Council policies are implemented effectively.

C1801 Central Government Advocacy

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The increase in labour, allocated costs and direct costs is for consultation on Kaiaua Services.



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This activity provides for council's facilitation of the Forestry Industry Liaison Forum.

WRC is most appropriately placed to facilitate this forum. It allows council to engage with the forestry industry and to inform on policy, regulatory and political issues. This role also allows council to advocate for the best outcomes for businesses that will ensure maximum benefits for the community. Engagement over Healthy Rivers Plan Change and the role of afforestation in terms of land use change will be an important area of dialogue over the next three years, particularly for the Waipa and Upper Waikato catchments. Developments on the regional carbon forestry principles and framework occur within this activity area.

This programme aims to achieve better relationships between the council and a significant industry group. It provides an opportunity to front foot issues of mutual interest.

No LTP measures- Positive relationship established and maintained with regional key partners and stakeholders. - Forestry sector interests are understood and advocated for in relevant fora, regional and national.

L1403 Forestry Industry Liaison Forum

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Priorities AlignmentPositively influence future land use choices to ensure long term sustainabilityForge and strengthen partnerships to achieve positive outcomes for the regionShape the development of the region so it enhances our quality of life

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $485.46 $5,277.04 $8,758.70 -$3,481.66 $8,758.70 $8,758.70Direct Costs $2,236.20 $3,110.00 $2,510.00 $600.00 $2,510.00 $2,510.00Allocated Costs $1,234.35 $5,069.01 $8,782.72 -$3,713.71 $9,023.73 $9,493.65Total Expenditure $3,956.01 $13,456.05 $20,051.42 -$6,595.37 $20,292.43 $20,762.35


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This work stream links to functions and responsibilities of council under the Resource Management Act 1991 and the Local Government Act 2002. It provides a service in response to the community's identified needs for information, by developing, analysing and reporting on a set of economic, social and environmental indicators, the Waikato Progress Indicators (WPI) - Tupuranga Waikato. The WPI measures the overall 'health' of the Waikato region and assesses Council’s performance and achievements to contribute to regional outcomes by: reporting on the current state of 32 measures; identifying changes and trends over time; and comparing the Waikato with other regions and NZ overall. Additional information is gathered to track progress towards Council's Strategic Direction (annual reporting), highlighting Council's successes, identifying any gaps and reviewing the Strategic Direction (every three years). This work stream also includes work on ecosystem services, i.e. the benefits natural resources provides to the economy and communities (RPS Objective 3.8).

This project aims to undertake the cost-effective collection, analysis and reporting of robust, good quality and consistent indicator data and share this with other agencies, our stakeholders and the community. The Waikato Progress Indicators (WPI) are used for a number of statutory processes, such as LTP/Annual Report, RLTP, Environmental Reporting as well as non-statutory reporting such as for the Waikato Plan, Waikato Means Business and Council's Strategic Direction. This work streams closes the loop for the Strategic Direction cycle, by identifying key drivers of change, identifying strategic priorities and long term outcomes, tracking and reporting its implementation and finally to review and evaluate its success. Maintaining links to other regional and national indicator initiatives (MfE, Treasury, SNZ etc.) and international trends (e.g. OECD "Better Life Index") helps to align WRC's indicator work with best practice. Through web-based data management, dissemination, presentation and visualisation tools Council provides easy and interactive access to information.

• The 32 WPI indicators are regularly up-dated, analysed and reported by 30 April, and published on WRC website (www.waikatoregion.govt.nz/community/waikato-progress-indicators-tupuranga-waikato/)• The Quality of Life Survey is designed and implemented jointly with Hamilton City Council every two years• Regional, national and international networks for development and use of progress and wellbeing indicators are maintained• Collaborative and innovative work on new concepts and sustainability measures and ecosystem services results in leveraged funding support for WRC, e.g. MfE's Natural Capital Project and Treasury's Investment Statement• Providing guidance on applying the concept of ecosystem services for WRC by developing a framework and applying it for relevant projects.

P1224 Waikato Progress Indicators

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Priorities AlignmentShape the development of the region so it enhances our quality of lifeIncrease communities understanding of risks and resilience to changePositively influence future land use choices to ensure long term sustainability


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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $35,976.16 $31,247.11 $31,891.32 -$644.21 $31,891.32 $36,288.23Direct Costs $33,690.60 $29,510.00 $29,830.00 -$320.00 $29,840.00 $29,830.00Allocated Costs $25,963.40 $31,048.05 $32,370.55 -$1,322.50 $31,992.98 $37,742.82Total Expenditure $95,630.16 $91,805.15 $94,091.87 -$2,286.72 $93,724.30 $103,861.05


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Priorities AlignmentShape the development of the region so it enhances our quality of lifePositively influence future land use choices to ensure long term sustainabilityIncrease communities understanding of risks and resilience to change

Manage freshwater more effectively to maximise regional benefitSupport communities to take action on agreed outcomesSelect






This work stream is a function council is required to perform under both the Resource Management Act 1991 and the Local Government Act 2002. This work stream identifies, maps and projects current and future land use, population, economic indicators and infrastructure (and increasingly also our natural capital assets and associated ecosystem services). It supports strategy and policy through assessment of emerging issues, exploring new developments and associated trade-offs and consequences of policy options through integrated spatial analysis and planning. This work stream enables the identification and assessment of interdependencies and trade-offs between environmental, economic and social/cultural aspects. The tools and knowledge from this work stream support the development, implementation and review of Council’s Strategic Direction.

This project aims to: • Use scenario analysis to identify key drivers of change and emerging issues• Develop and apply computer-based tools (e.g. WISE) to assist spatial planning and to identify and select effective interventions and policies to address issues• In collaboration with all TAs, NZTA etc. develop and regularly update a set of projections (next 50 years) for land use, population/households and economic/employment • Enable long term, integrated spatial planning and evaluate the consequences of alternative policy options• Apply WISE to support WRC's Strategic Direction and statutory resource management processes (LTP/Community Outcomes, RPS/Regional Plans, RLTS) and non-statutory partnerships (Future Proof, Waikato Plan, Economic Development/WMB)• Investigate and implement further enhancements of the WISE model, e.g. incorporate the regional Transport model, include ecosystem services, coastal and marine models• Promote the development and use of interregional spatial models for the Upper North Island.

P1622 Waikato Futures

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $244,963.10 $220,523.29 $227,163.45 -$6,640.17 $229,753.45 $225,337.24Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $43.00 $8,000.00 $0.00 $8,000.00 $0.00 $0.00Total Income $245,006.10 $228,523.29 $227,163.45 $1,359.83 $229,753.45 $225,337.24

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $75,638.38 $80,710.85 $82,343.97 -$1,633.12 $83,809.60 $80,145.51Direct Costs $81,711.73 $90,510.00 $90,040.00 $470.00 $90,040.00 $90,040.00Allocated Costs $55,714.08 $57,302.44 $54,779.49 $2,522.95 $55,903.85 $55,151.73Total Expenditure $213,064.19 $228,523.29 $227,163.45 $1,359.83 $229,753.45 $225,337.24


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This activity encompasses council’s involvement in regional and interregional initiatives, including on freshwater and climate change. Collaborating with strategic initiatives with external partners enables council to advocate on behalf of the region's households and businesses to achieve positive gains for the region. Initiatives within this activity include: - Involvement in the Waikato Mayoral Forum. - Considering resource management and Local Government reform. - Leading and assisting the development and implementation of Council's key strategies, such as freshwater, land use and climate change. In addition, this activity includes the work council undertakes to identify drivers of change and emerging issues relevant to the region and gives consideration to council's response to these changes.

• Support collaborative work of Mayoral Forum, Future Proof, UNISA to promote a strategic approach to regional planning and activities• Collaborate on management of regional issues with territorial authorities, neighbouring councils, central government, iwi, industry and other key stakeholders to support the development of the Waikato region• Address key issues from a regional perspective, such as freshwater, land use and climate change.

Percentage of relevant council strategies that align with Triennial forums regional priorities. Target: 100%Implementation of Council's Freshwater Strategy is proceeding as plannedClimate change roadmap completed by 2019, and implementation plan approved by 2020New strategies identified, prioritised and developed as agreed (e.g. Land Use Strategy).

S1009 Strategic Development

Increase communities understanding of risks and resilience to changeEnhance the values of the regions coasts and marine area







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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $415,154.34 $300,303.06 $238,419.72 $61,883.34 $271,338.70 $305,854.00Direct Costs $204,290.88 $3,533,259.00 $147,530.00 $3,385,729.00 $147,550.00 $147,520.00Allocated Costs $368,712.76 $303,095.39 $238,713.04 $64,382.35 $270,623.47 $322,715.23Total Expenditure $988,157.98 $4,136,657.45 $624,662.76 $3,511,994.69 $689,512.17 $776,089.23


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In 2017/18 year direct costs of $3,482,749 assumes a draw down from the Regional Development Fund, with costs met by reserves. In year 1 (2018/19) $100,000 to address infrastructure sustainability is proposed to be funded from the Investment Fund Reserve.




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The Waikato Plan is a spatial plan that sets the region's course for the next 30 years. It has brought stakeholders together on agreed issues and objectives for our region. It is designed to be a catalyst for a step change in regional social and economic performance, enabling councils, business, community funders and others to speak with one voice on key issues in discussions with central government and other entities. It will help the region leverage additional resourcing because of collaborative action. The Plan is based on two principles: together we are stronger, and all parts of the region must be as successful as they can be for the region to succeed.

The five key aspirations for the Waikato Plan are: 1. A stronger, resilient region which is responsive to the changing needs of our people and communities. 2. A region with the right infrastructure in the right place at the right time to enable success and prosperity. 3. Iwi with a powerful voice so that Maori aspirations are expressed and integrated through successful joint initiatives. 4. Our land, water and natural environment and heritage places are recognised as precious and finite. 5. The Waikato is nationally and internationally connected so we can continue to contribute to New Zealand and the world.

The Waikato Plan implementation plan outlines the recommended projects for the next 10 years and their success measures. A monitoring framework is being developed. Three main types of monitoring and evaluation activity will be undertaken: 1. Monitoring of progress of actions. Success is when milestones are achieved as stated in the Plan. 2. Implementation/process evaluation. Success is medium-term changes in behaviours, practices and investments. 3. Impact evaluation. The Waikato Progress Indicators will be used to track the region's progress.

S1012 Waikato Spatial Plan

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Priorities AlignmentIncrease communities understanding of risks and resiliance to changeShape the development of the region so it enhances our quality of lifeForge and strengthen partnerships to achieve positive outcomes for the region

Postiively influence future land use choices to ensure long term sustainability

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A different mix of staff resulting in an increase in labour and allocated costs.




Financials

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To provide partial OPEX funding support from Waikato Regional Council, alongside a number of other agencies to a total of $2.095m p.a., to establish a new regional economic development agency for the Waikato (WREDA) because:Strategy and prioritisation: Limited alignment of economic development strategies and frameworks across the region. Limited buy-in to Waikato Means Business strategy/plan and process. Business community seeking stronger voice and ambition for the region.Delivery of services: Overall - fragmented and uneven services. Limited reach of some services to some districts and groups. Demand for improved investment attraction & facilitation, innovation and industry/major project support.Resourcing: Limited local government resourcing of economic development in the Waikato (excluding Taupo 1.1% of opex) relative to other regions (2.1% of opex nationally). Potential to leverage resources from other sources.

OPEX would be provided to the WREDA to address the problem description and rationale for proposed changes, deliver regional economic development activity to meet the goals of Waikato Means Business and secure central government funding through the Regional Growth Programme, specifically: Investment and talent attraction and facilitation; Industry development; Business development and innovation; Regional economic intelligence, research and monitoring. The WREDA would operate with a hub and spoke model around the region (probably excluding Taupo which is served by Bay of Connections). The WREDA would have relationships with each of the Regional Tourism Organisations. The WREDA would have its own governance group, with the current WMB steering group being dis-established. Economic development strategy would be driven by the Waikato Plan Leadership Group.

Achieving the two goals of Waikato Means Business, the region’s economic development strategy:• By 2034 household median incomes are above the New Zealand average• By 2034 value added per capita will grow by 2.8% per annum so that the Waikato region is in the upper third of regions in New Zealand for economic performanceSecuring the region’s share of the government’s Regional Development (Provincial Growth) Fund ($1.0billion p.a.). Estimated at approximately $100m p.a. based on Waikato's share of NZ's population. Attracted from the previous government's Regional Growth programme $582,000 in 2017/18 (and $511,000 pledged from other sources) up from $85,000 in 2016/17.

S1018 Waikato Means Business

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $103,143 $144,343 $421,243 -$276,900 $429,486 $431,094Targeted Rates $0 $0 $0 $0 $0 $0Fees & Charges $383,950 $337,000 $0 $337,000 $0 $0Total Income $487,093 $481,343 $421,243 $60,100 $429,486 $431,094

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $70,676 $56,797 $55,850 $947 $37,315 $37,315Direct Costs $546,558 $368,771 $303,500 $65,271 $350,840 $350,840Allocated Costs $78,011 $55,775 $61,893 -$6,118 $41,331 $42,938Total Expenditure $695,245 $481,343 $421,243 $60,100 $429,486 $431,094


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Reduction in direct costs relating to Waikato Region Economic Development Agency.




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The Waikato region includes several large rivers (e.g. Waikato, Waipa, Waihou, and Piako rivers) that have been highly modified by human activities over the last decades. These rivers are in poor condition at many locations with high levels of nutrients, bacteria, and/or sediments. Integrated, multi-disciplinary research and teaching that focus on river science are required to re-design current catchment management and improve water quality across the Waikato region. In 2016, the University of Waikato and NIWA established Te Waiora, Joint Institute for Freshwater Management to formally pool their relevant capabilities, infrastructure and financial resources. In support of Te Waiora, WRC approved funding to enable the establishment of a Chair of River Science at the University of Waikato.

The aim is to enhance research on the region’s waterways, catchments and flood plains. The River Science Chair will a) Actively participate in the establishment and development of Te Waiora, Freshwater Institute and, in particular, provide leadership for multi-disciplinary research on river and catchment science and management; b) Be available to provide input into, and review of, the Council’s river and catchment research and monitoring programmes, including attendance at relevant meetings; c) Be able to assist the Council in responding to issues related to river and catchment management and restoration; d) Encourage cooperation between the University, central and local government agencies, industry groups, and iwi in river and catchment science issues; e) Carry out integrative/multi-disciplinary, systems level research and teaching that would provide a focus for river and catchment science and management in New Zealand, with emphasis placed on the Waikato region; and f) Actively seek and obtain external research funding.

Benefits to WRC include: • Improve the way WRC manages rivers, catchments and flood plains by understanding the rivers natural functioning• Gain a confident ability to re-design Waikato flood management scheme• Address freshwater quality, quantity and ecological health issues through access to new ideas and innovation in river management• Ensure succession through the formation of a new generation of freshwater scientists (postgraduate programme).

S1019 UoW Freshwater Institute

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River Science Chair (Doc# 11124774)Business Case Reference


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Priorities AlignmentManage freshwater more effectively to maximise regional benefitForge and strengthen partnerships to achieve positive outcomes for the regionSelect

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Direct Costs $0.00 $12,500.00 $150,000.00 -$137,500.00 $150,000.00 $150,000.00Allocated Costs $1,914.60 $239.49 $2,776.97 -$2,537.48 $2,637.40 $2,575.59Total Expenditure $1,914.60 $12,739.49 $152,776.97 -$140,037.48 $152,637.40 $152,575.59


20%80%

Due to delays this new contract work is now starting mid 2017/18. Budget carried over to fund 2017/18. 2018/19 reflects first full year of contract costs.




Financials

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The Regional Development Fund was established by the council as part of its 2015-2025 Long Term Plan. The Fund Policy assumes a partnership approach and provides for the council to invest up to 50 per cent of project costs on a case-by-case basis for: strategy development, feasibility assessment or business case development; capability building; capital expenditure; or operating expenditure for a finite period of time. In general terms, the mechanisms that the council may use to provide support through the Fund are grants, loans, equity, underwriting or a combination of these. When the Fund was established, investing in regional economic development projects was considered important for the council because the Waikato region showed mixed economic performance relative to New Zealand, particularly in the areas of household incomes, GDP per capita, exports and investment. Over the first ten year period, it is expected $18.9 million would be available to inject into regional-scale projects with intergenerational benefits.

To help position the Waikato region well for the future, the council considered that the Regional Development Fund could be used to make strategic investments to address this mixed performance as well as responding to natural resource constraints, the effects of climate change and mixed social outcomes. As such, the Regional Development Fund is a key tool to deliver on council’s priority of regional development as part of its Strategic Direction. The focus of the Fund is on enabling economic development in a way that also supports environmental, social and cultural outcomes.

The Fund allows council to make strategic investments in regionally significant economic development projects with intergenerational benefits. The shorter term benefits of the Fund could be both direct and direct:-By leveraging other funding sources (such as central government), the fund can attract investment in the region that would not occur otherwise;-The Fund can provide local government funding to address particular opportunities, including those identified as part of the Waikato Plan and ‘Waikato Means Business’; and-It is expected that projects funded by the Regional Development Fund could result in an immediate increase in productive value through the construction of new rateable commercial property.

S1023 Regional Development Fund

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General RatesTargeted RatesFees & ChargesTotal Income

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3LabourDirect Costs 4,638,241 Allocated CostsTotal Expenditure


0%100%


Financials

Budgeted direct costs occur every three years, starting 2020/21 year



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SelectEnhance the values of the regions coasts and marine areaSelect






This project links into the RMA statutory requirement for a Regional Coastal Plan and Council's involvement under the Hauraki Gulf Marine Park Act 2000. It follows on from a collaborative stakeholder process ('Sea Change') and information base to develop the Hauraki Gulf Marine Spatial Plan which will inform the statutory review of the Regional Coastal Plan. This activity provides for implementation of the Hauraki Gulf Marine Spatial Plan (HGMSP). The HGMSP project was developed collaboratively with Auckland, Department of Conservation, Ministry of Primary Industries, Hauraki Forum, and mana whenua iwi. The project is in its implementation phase with a draft WRC Implementation Plan endorsed by Council in June 2017. This code provides for WRC's management support in implementing the HGMSP, with specific implementation actions coming under project-specific codes.

Allocation of marine space in the Hauraki Gulf (including the Firth of Thames, eastern Coromandel and contributing catchments) through a collaborative process involving key stakeholders, and identification around land discharge and activities impacting the coastal marine area. A robust and defensible level of information to directly inform coastal planning, the regional aquaculture strategy (RPS commitment) and WRCs Regional Coastal Plan review. Identification of key risks and opportunities to manage WRC's Hauraki Gulf Marine Park coastal marine area. Identification of key issues and opportunities for the coastal marine area to ensure the productive capacity of the project area is maintained and enhanced. Mana whenua aspirations are a cornerstone of the HGMSP. Alignment of complementary uses, provide for various sectors needs (such as aquaculture, recreation and tourism), and match environmental needs with appropriate development primarily by directing future terrestrial and marine activities.

Through the implementation of the HGMSP a document that: is built on evidential based science; informs the work of the partner agencies including mana whenua; is an agreed starting point for improving the state, governance and mana of the Hauraki Gulf Marine Park.

C1003 Marine Spatial Planning

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Priorities AlignmentForge and strengthen partnerships to achieve positive outcomes for the regionEnhance the values of the regions coasts and marine areaSelect

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This codes supports coastal planning which is a core statutory function of the Council, and this codes provides a labour code for staff to allocate non-project time to this function. The code is principally for policy staff but is able to be used by any WRC staff associated with coastal policy planning.

Provision of research and investigation into coastal planning options and providing policy advice in relation to the coastal environment.

Up to date information and knowledge is available for use in coastal planning policy development.

C1301 Coastal Planning

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $38,100.18 $44,119.39 $41,217.89 $2,901.50 $41,217.89 $41,217.89Direct Costs $1,504.75 $2,330.00 $1,760.00 $570.00 $1,760.00 $1,760.00Allocated Costs $51,239.54 $41,868.67 $45,040.80 -$3,172.13 $47,011.85 $49,599.51Total Expenditure $90,844.47 $88,318.05 $88,018.68 $299.37 $89,989.73 $92,577.40


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Priorities AlignmentSupport communities to take action on agreed outcomesForge and strengthen partnerships to achieve positive outcomes for the regionEnhance the values of the regions coasts and marine area

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This code provides funding to support the Regional Aquaculture Forum; contributes to development of the Regional Aquaculture Strategy and RPS requirement; implementation of parts of the regional plan (e.g. fin fish tender and allocation of aquaculture space) and attendance at national forums. This recognises the aquaculture sector's contribution to the regional economy (jobs and revenue) with Waikato being the second largest aquaculture region in NZ and contributing around 25% of the sector's value. Preparedness and understanding of the Aquaculture sector in the Waikato.

Implementation of Council's response to aquaculture management, implementation of the RPS and the pending National Policy Statement for aquaculture.

Aquaculture management and development in the region (including land based aquaculture) is coordinated integrated, and enabling while mitigating adverse effects on the environment.

C1302 Aquaculture

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This activity is a function council is required to perform under the Resource Management Act 1991. Section 35 places an obligation on WRC to monitor the efficiency and effectiveness of policies rules and other methods, and to compile and make available the results of the monitoring every 5 years. In addition, MfE have a National Monitoring System which requires a mandatory response. Policy effectiveness reporting is undertaken in-house as issues arise or by specific topics, and is also contracted out for independent review by specific issue or topic. In addition to statutory requirements, policy effectiveness monitoring enables WRC to assess how well its resource management plans and policies are working, which policies or rules aren't working, and how effective the RMA policies and plans are in achieving the purpose of the RMA. This project code relates mainly to labour to undertake policy effectiveness reviews. There is some provision for direct costs to provide for independent reviews of policy effectiveness reports.

• RMA section 35 monitoring is undertaken on an issue by issue basis due to budget restraints. In light of the Council's long term outcomes in Our Strategic Direction 2016-2019 relating to land and water and the new national policy directions, policy effectiveness reviews of issues in the regional plan and coastal plan will continue. • We need to ensure science state of the environment monitoring is current, relevant, and aligned with the s35 RMA requirements and RPS.

This code/activity enables plan effectiveness in achieving environmental objectives to be better understood, and informs regulatory amendments that might be required to better fulfil Council's statutory environmental outcomes.

S1004 Policy Effectiveness

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $803 $68,513 $17,653 $50,860 $17,653 $17,653Direct Costs $27 $2,110 $2,130 -$20 $2,140 $2,130Allocated Costs $4,666 $74,403 $19,466 $54,937 $21,137 $22,260Total Expenditure $5,496 $145,026 $39,249 $105,777 $40,930 $42,044


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Financials

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This activity links to policy-related functions council is required to undertake under the Resource Management Act 1991 and Local Government Act 2002. This activity provides for planning, programming and management relating to the statutory requirements of the RMA and LGA. It funds the business processes which are required to implement the legislative requirements and ensure legislative compliance. Systems used include the Project Management Framework, ComplyWith, Contracts Management Systems, ProMapp, and other business related systems. It also funds submissions and proactive input into legislative changes, such as the RMA amendments and national direction. The activity is specific to policy legislation which has specific legislative and process requirements which are not generic to the wider organisation.

Policy development is undertaken in accordance with statutory requirements and best practice and in a way that responds to legislative changes. Procedures are reviewed to remain current and in accordance with best practice and statutory requirements. Council policies are consistent in development and content.

All plans/statutory policies are maintained, current and publicly available. Accurate advice is provided on all policy enquiries. The community is regularly updated on Council's policy development. Legal advice is obtained/or provided effectively and efficiently.

S1007 Business Planning and Compliance

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $17,239.19 $38,063.68 $21,687.83 $16,375.85 $21,687.83 $21,687.83Direct Costs $486.25 $20,630.00 $0.00 $20,630.00 $0.00 $0.00Allocated Costs $26,163.76 $41,849.42 $23,109.44 $18,739.98 $24,120.15 $25,489.84Total Expenditure $43,889.20 $100,543.10 $44,797.27 $55,745.83 $45,807.98 $47,177.67


60%40%

No significant requests for advice over previous few years so direct costs not needed plus reduced labour.




Financials

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This activity is a function council is required to perform under Part 5 of the Resource Management Act 1991 (statutory plans). This activity provides for the mandatory reviews of the Waikato Coastal Plan (review commenced 2015) and Regional Plan (review statutorily required to start by 2017). The activity funds the statutory review process, but also funds pre-review preparation, work programming, and commitments in the RPS that will feed-into the regional plan review. Future Funding will be required for a number of out-sourced services, such as specialist consultancy services, additional capacity during appeals processes, and court and hearings costs.

To provide an operative regional plan and/or plans that give effect to central government directions via NPS and NES, the Vision and Strategy and the revised Waikato Regional Policy Statement. The plan/s will strike the balance between enabling the use and development of natural resources whilst ensuring that the environmental sustainability outcomes are achieved. High quality plan/s to provide clear directions for regulatory implementation and plan users. Clear, unambiguous policy and regulation for resource use contributes to the achievement of Council's strategic direction, and statutory functions.

An operative Regional Policy Statement, Coastal Plan and Regional Plan at all times, that gives effect to national direction and legislation as required, and to review them within 10 years of becoming operative.

S1008 Plan Reviews

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331

Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $2,717,909 $2,764,952 $2,457,370 $307,582 $2,877,509 $3,625,050Targeted Rates $0 $0 $0 $0 $0 $0Fees & Charges $0 $0 $0 $0 $0 $0Total Income $2,717,909 $2,764,952 $2,457,370 $307,582 $2,877,509 $3,625,050

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $242,732 $836,977 $957,272 -$120,295 $959,770 $1,034,842Direct Costs $194,201 $926,010 $295,320 $630,690 $668,840 $1,182,150Allocated Costs $368,813 $1,001,965 $1,204,777 -$202,813 $1,248,898 $1,408,058Total Expenditure $805,745 $2,764,952 $2,457,370 $307,582 $2,877,509 $3,625,050


60%40% (through WRC's discretionary choices)

Direct costs of $200,000 used to fund new Policy roles. Also assumption that $200,000 of carry overs available from 2017/18 year (due to anticipated project timeline).




Financials

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Increase communities understanding of risks and resilience to changeForge and strengthen partnerships to achieve positive outcomes for the regionSelect






This activity is a function Council is required to undertake in order to ensure that the Regional Plan gives effect to the Waikato Regional Policy Statement, the Vision and Strategy for the Waikato River and the National Policy Statement for Freshwater Management. Apart from the Lake Taupō catchment, the current regional plan does not adequately address how to manage activities on land to protect water quality and appropriately manage the effects of sediment, bacteria and nutrients entering water bodies. The plan change will set limits and targets for the Waikato and Waipa river catchments which might include limits and targets on contaminants entering water directly or via land and specific outcomes for ecological health and recreation, fisheries and mahinga kai (food gathering). Contaminants will include point source and non-point sources of sediment, bacteria and nutrients (nitrogen and phosphorus), entering water bodies in the Waikato and Waipa catchments. This activity includes the withdrawn Hauraki portion of Plan Change 1, which will be re-inserted as Variation 1 to Plan Change 1.

The plan change will result in policies to help sustain land and water resources in the Waikato and Waipa catchments. We will work with stakeholders, including the wider community, to achieve the best overall outcome for the river management and to improve water quality. The Healthy Rivers Plan Change was developed using a collaborative, evidence based framework to provide for management of diffuse discharges in the Waikato and Waipa catchments. The plan change is now going through the RMA statutory process of submissions, hearings, decisions and appeals. The plan change will result in changed regulatory and implementation business models.

Success will be measured through an overall improvement in water quality of the Waikato and Waipa rivers. This is an 80 year project, and because of the possibility of Nitrogen lag times (the "load to come"), this is expected to be a lag between land management improvements and water quality improvements.

S1010 Healthy Rivers Plan for Change

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $1,323,921.46 $1,681,741.83 $1,757,595.79 -$75,853.96 $1,419,792.19 $860,941.52Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $11,421.06 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $1,335,342.52 $1,681,741.83 $1,757,595.79 -$75,853.96 $1,419,792.19 $860,941.52

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $959,471.70 $310,878.06 $428,699.91 -$117,821.85 $392,089.21 $253,842.13Direct Costs $1,218,521.60 $881,750.00 $680,230.00 $201,520.00 $408,000.00 $118,220.00Allocated Costs $1,575,589.79 $489,113.76 $648,665.87 -$159,552.11 $619,702.98 $488,879.39Total Expenditure $3,753,583.09 $1,681,741.83 $1,757,595.79 -$75,853.96 $1,419,792.19 $860,941.52


60%40% (resulting from WRC's discretionary processes choices, e.g. collaborative process)


Financials

Reduced direct costs as the plan has now been notified so policy work is expected to taper off as the implementation stage gets underway.



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This code provides a contingency for any private plan changes that might be received by Council. Anyone is entitled to initiate a private plan change to the regional plans or RPS, at any time. Once received, Council must follow a prescribed statutory process for evaluating and assessing private plan changes. Costs of these are mostly recoverable under the RMA, however there will be some processing costs (staff or contractor) that may not be able to be recovered. Direct costs are intended as a contingency to cover the initial costs of scoping of a request and any low level assessment that is required.

This code provides a contingency to enable a response and statuary process in the event Council receives a private plan change.

Facilitates Council staff response to private plan changes.

S1011 Private Plan Changes

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Priorities AlignmentPositively influence future land use choices to ensure long term sustainabilityManage freshwater more effectively to maximise regional benefitForge and strengthen partnerships to achieve positive outcomes for the region


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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $9,410.98 $9,353.13 $57.85 $9,525.92 $9,754.09Total Income $0.00 $9,410.98 $9,353.13 $57.85 $9,525.92 $9,754.09

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0.00 $3,870.25 $3,625.80 $244.45 $3,625.80 $3,625.80Direct Costs $0.00 $2,000.00 $2,000.00 $0.00 $2,000.00 $2,000.00Allocated Costs $0.00 $3,540.73 $3,727.32 -$186.59 $3,900.11 $4,128.29Total Expenditure $0.00 $9,410.98 $9,353.13 $57.85 $9,525.92 $9,754.09


100%0%





Financials

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Enhance the values of the regions coasts and marine areaForge and strengthen partnerships to achieve positive outcomes for the regionSelect






This activity relates to Healthy Rivers Hauraki Coromandel (Hauraki catchments plan change 2). This is a specific project code, providing for labour and direct costs associated with developing policy for the Hauraki and Coromandel catchments. It will be supported by separate science work, and will also positively impact on the coastal receiving waters of the Firth of Thames and eastern Coromandel. This activity will help implement the Hauraki Gulf Marine Spatial Plan, NPS on Freshwater Management, NZ Coastal Policy Statement, relevant NESs and Pare Hauraki Treaty Settlement.

Development of effective and integrated policy relating to the management of freshwater and land use in the Hauraki and Coromandel catchments.

Better informed communities, improvements in freshwater quality, improvements to coastal receiving environments, more sustainable land uses, legislative requirements are met.

S1013 Hauraki Catchment Plan Change 2

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $1,702,168.65 $1,547,038.07 $670,484.95 $876,553.12 $1,313,465.93 $1,031,551.52Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $1,702,168.65 $1,547,038.07 $670,484.95 $876,553.12 $1,313,465.93 $1,031,551.52

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $48,675.22 $377,723.35 $311,408.03 $66,315.32 $374,925.39 $374,581.17Direct Costs $490,952.27 $887,250.00 -$78,870.00 $966,120.00 $399,740.00 $88,550.00Allocated Costs $59,915.16 $525,064.72 $437,946.92 $87,117.80 $538,800.55 $568,420.35Total Expenditure $599,542.65 $1,790,038.07 $670,484.95 $1,119,553.12 $1,313,465.93 $1,031,551.52


80%20%


Financials

The majority of the Hauraki Plan change policy work is being deferred to later years with project completion anticipated in 2022/23. The assumption is that approximately $300,000 of direct costs will be available to carry over into the 2018/19 year.



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Increase communities understanding of risks and resilience to changeEnhance the values of the regions coasts and marine areaSelect






This case supports the implementation of RPS agreements with Territorial Authorities, and the provision of policy advice where required. This is predominantly a labour code to provide for the RPS agreements and policy advice.

Ensuring that the organisation has access to policy advice when required, and that the RPS agreements with other Councils are implemented.

Building stronger relationships with our regional partners.Working with other Council's we are able to support them to give effect to the RPS.

S1014 SS Policy Implementation

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0.00 $12,188.98 $45,096.67 -$32,907.69 $45,096.67 $45,096.67Direct Costs $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Allocated Costs $187.68 $11,598.34 $50,307.36 -$38,709.02 $52,647.70 $55,477.73Total Expenditure $187.68 $23,787.32 $95,404.03 -$71,616.71 $97,744.37 $100,574.40


50%50%


Financials




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This activity is to facilitate and progress policy relating to the management of mangroves. This activity provides some funding, to develop appropriate policy solutions, and enhance integration and relationships with Thames Coromandel District Council in achieving integrated management of mangroves.

Facilitate and enable to effective and integrated management of mangroves across the region with a particular focus in the Coromandel and Firth of Thames.

Management of mangroves is improved with more informed communities.

S1017 Mangroves Plan Review

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Priorities AlignmentPositively influence future land use choices to ensure long term sustainabilityEnhance the values of the regions coasts and marine areaSupport communities to take action on agreed outcomes


341

Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $263,899.48 $0.00 $82,223.01 -$82,223.01 $82,229.43 $52,161.94Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $263,899.48 $0.00 $82,223.01 -$82,223.01 $82,229.43 $52,161.94

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $13,163.28 $0.00 $37,025.38 -$37,025.38 $37,025.38 $25,269.67Direct Costs $33,034.04 $0.00 $0.00 $0.00 $0.00 $0.00Allocated Costs $20,701.68 $0.00 $45,197.62 -$45,197.62 $45,204.05 $26,892.27Total Expenditure $66,899.00 $0.00 $82,223.01 -$82,223.01 $82,229.43 $52,161.94


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New project for LTP.




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342

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This activity is a function council is required to perform under the Local Government Act 2002. This activity supports the delivery of a consistent approach to engaging with council's stakeholders. This enables council to engage with people who directly or indirectly contribute to council's objectives and are potential beneficiaries of the action or activity and supports strengthened relationships with key stakeholders and iwi partners. Costs are predominately for staff labour.

Council requires developed frameworks for partnering with iwi and engaging with key stakeholders in order to strengthen information flows, encourage uptake of behaviour change models and reach enduring solutions for the future. This activity supports improved information flows, shared understanding about cost effective solutions by understanding the impact of our future plans and priorities on others, hastening uptake and reducing risk.

Specific stakeholder engagement event are evaluated.Stakeholders are satisfied with our engagement events and their opportunities to participate.

P1223 Stakeholder Coordination

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Priorities AlignmentShape the development of the region so it enhances our quality of lifeEnhance the values of the regions coasts and marine areaSupport communities to take action on agreed outcomes


343


Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $10,031.90 $21,497.78 $19,735.74 $1,762.04 $22,170.22 $22,170.22Direct Costs $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Allocated Costs $13,163.93 $40,941.63 $20,712.54 $20,229.09 $24,234.89 $25,733.92Total Expenditure $23,195.83 $62,439.41 $40,448.28 $21,991.13 $46,405.11 $47,904.14


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Provide Council with information, expertise and advice as required under RMA and sections 14 and 77 of the LGA to ensure Council is aware of community views and opinions and can make balanced, evidenced based decisions for the benefit of communities in the region. This work provides an understanding of community views, actions and the context in which people live. It is important to Council because the way people interact with the environment is central to achieving the implementation of its policies for environmental outcomes. It provides social science information and advice, including tools, methods and models to support informed decision making in priority projects such as sustainable agriculture, regional policy and plan development and implementation, permitted activities, coastal management, co-management and community engagement.

The objective of this work stream is to support Council decision making by: 1) Collecting, analysing and disseminating social and demographic information about the region and its communities 2) promoting understanding of community views, values and attitudes on social, and cultural dimensions of policy 3) Providing community impact assessments and analyses of policy choice and implementation options 4) Providing social indicators of well being and environmental perspectives making; 5) Provide guidance and support in the development and application of techniques to undertake, develop and report on community participation and consultation processes 6) Undertake evaluation of projects and programmes to provide evidence based reporting on Council processes.We do this by: 1) Undertaking focused investigations and reports on community use and values in key environmental areas including land, water and coasts 2) Provide research, analysis and insights on landholder responses to regulation and farm system changes, how to promote behaviour which can lead to more sustainable use of land, air, water, energy and the coast 3) Updating indicators that measure and report on community well being and environmental perspectives e.g. attitudes to environmental regulation 4) Supporting community engagement through design and evaluation of consultation processes Examples: 3 yearly environmental awareness survey, evaluation of warm homes cleanair project, landholder response analysis e.g. farm grazing practices, design and analysis of consultation, land use change impact assessment, permitted activity monitoring, analysing and disseminating census information, agricultural statistics relating to farm systems.

A series of community and economic indicators have been developed, these indicators are updated regularly as per a schedule and form part of the LTP performance measures for the level of service for the social and economic information activity.

P1613 Citizen Research and Engagement

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This activity is a function council is required to perform under the Resource Management Act 1991 and Local Government Act 2002.This activity provides economic evaluation and assesses policies for effectiveness and efficiency. The activity uses tools and models to deliver economic analysis and provide economic advice to Council. Council needs to integrate social and economic information and frameworks into decision making by continuing to develop an integrated approach to analyse resource use.

To provide economic information and advice, using tools, including models, across the organization to support informed decision making in priority projects. Assesses full cost of resource use, cost effectiveness, ability to pay, analysis of regional economy and advises on policy options. Council is able to account for the full cost of resource use and make informed decisions based on cost effectiveness and the relative non-market costs and benefits.

A series of community and economic indicators have been developed, these indicators are updated regularly as per a schedule and form part of the LTP performance measures for the level of service for the social and economic information activity.

P1614 Economic Information and Advice

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To respond to requests for advice and information by the public, and to provide advice on social and economic tools, methods and models across the organisation to support key strategy and policy processes and development of tasks by: Responding to requests for information, advice and support on key policy and project work; Advising on the use of tools, data, models and approaches to inform decision making; Providing guidance on research strategies and methods in support of consultation and stakeholder relationships; Providing an information resource available to key stakeholder groups and to the regional community; Responding to requests for input to, and where appropriate initiate, public consultation and participation processes. Costs are mostly for labour - direct costs are limited.

The objectives of this work stream are to: Implement a best practice advice and information support role within the organisation ; Enhance in-house capacity to deliver quality social and economic information and analysis to guide policy, strategy and decision making ; Reduce turnaround time in responding to client requests, including those from the public: Make requested social and economic information available to inform policy and strategy development: Respond to an increasing work focus for Waikato Regional Council to integrate social and economic information and frameworks into decision making: Provide guidance and support in the development and application of techniques to undertake, develop and report on community participation and consultation processes.

Guidance and support is provided to the organisation as required to ensure that community participation and consultation processes are undertaken in a meaningful way, and that the correct social and economic information is gathered to support decision making.

P1615 Requests for Input into Policy and Strategy

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Priorities AlignmentShape the development of the region so it enhances our quality of lifeSupport communities to take action on agreed outcomesSelect

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $31,292.56 $54,340.34 $50,155.49 $4,184.85 $50,155.49 $53,704.13Direct Costs $26.10 $0.00 $0.00 $0.00 $0.00 $0.00Allocated Costs $40,884.18 $54,054.16 $52,637.86 $1,416.30 $54,826.39 $62,336.68Total Expenditure $72,202.84 $108,394.50 $102,793.35 $5,601.15 $104,981.87 $116,040.80


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This activity is a function council is required to perform under the Resource Management Act 1991. This activity will collect data, develop knowledge and provide the tools for an integrated assessment of freshwater ecosystems in the Waikato region. The Regional Policy Statement includes an Ecosystem Services objective (Objective 3.7) that addresses five of the six key resource management issues with links to many policies (27 out of 62 policies). Initial focus will be on the Waikato/Waipa river systems. Building on national research (LCR - Ecosystem Services for Multiple Outcomes), we will characterise, classify and map ecosystem types and their associated services, including water regulation and purification, flood control, erosion control, provisioning of food and fibre, climate regulation, carbon sequestration, recreation and ecotourism, cultural heritage etc. In a second step, the project will look at historic changes of high priority ecosystem services and use this knowledge to develop methods to explore and assess likely future changes in ecosystem services, e.g. as a result of land use change and development scenarios.

Ecosystem services are benefits people derive from nature and are particularly important for the Waikato where our natural resources underpin economic prosperity. Understanding the value of ecosystem services will assist Council in making policy decisions in response to RPS objective 3.7 and in the development of Plan Change 1. In the short to medium term we are targeting outputs such as: list of freshwater ecosystem services, classified using international standards and prioritised for Waikato - description of freshwater ecosystem services - maps of ecosystem services (geospatial layers in GIS) - utilising links to the WISE project P1622- measures and simple indicators of ecosystem services (extent, condition) - templates and checklists for applying ecosystem services approach for policy and decision-making (S 32, consents, asset management plans, etc.).

The ultimate success will be to demonstrate the effective achievement of relevant Regional Policy Statement policies related to ecosystem services (indicators as per implementation plan), and the incorporation of ecosystem services in the Biodiversity Strategy/Implementation Plan and any other relevant strategies and plans (Water, Economic Development, Iwi Management Plans etc.). The short to medium term success measures include outputs such as: list of freshwater ecosystem services, classified using international standards and prioritised for Waikato - description of freshwater ecosystem services - maps of ecosystem services (geospatial layers in GIS) - utilising links to the WISE project P1622 - measures and simple indicators of ecosystem services (extent, condition) - templates and checklists for applying ecosystem services approach for policy and decision-making (S 32, consents, asset management plans, etc.).

P1616 Freshwater EcoSystems Services

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This activity is a function council is required to perform under the Resource Management Act 1991. The activity supports the development of policy instruments by assessing the feasibility, effectiveness, cost-effectiveness and efficiency of a range of funding methods, or economic instruments including targeted rates, user charges or cap and trade schemes.

Proposed changes to the RMA S32 regarding an evaluation of the efficiency and effectiveness of each policy objective and whether these are most appropriate for achieving the policy objectives, will place a greater requirement for proof of the relative merits of potential policies and methods to be implemented through the plan change. This project will:- identify economic instruments that may be useful in the pursuit of water quality objectives - collate and analyse information based on the current situation regarding incidence of costs and funding requirements- identify potential for RMA and LGA tools to be used in a more integrated way; and- identify any plan/policy changes that would be required by the various funding mechanisms covered.

A report detailing suitable economic instruments, their pros and cons will be provided. Improved data will be available regarding the spatial distribution of costs and funding. Sub-optimal interactions between RMA and LGRA instruments, if any, will be identified. The efficiency and effectiveness of council policies and methods will improve. The output of this work will be valuable input to policy development for the Waikato Regional Plan Change 1 - Waikato and Waipa River Catchments in relation to water quality. In particular, it will provide data and analysis to inform decisions about policy instruments, and their subsequent design. Note that MfE and Treasury are seeking opportunities for joint work to examine the economic impacts of water policy reform. This may present opportunities to expand the scope of this project but no financial contribution from Government is expected. Nevertheless, a close association with government water policy development could be beneficial to this Council.

P1617 Economic instruments

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Priorities AlignmentManage freshwater more effectively to maximise regional benefitShape the development of the region so it enhances our quality of lifeSelect

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0.00 $25,825.99 $22,478.80 $3,347.19 $22,478.80 $22,478.80Direct Costs $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Allocated Costs $735.84 $21,030.42 $20,677.15 $353.26 $21,532.04 $22,859.65Total Expenditure $735.84 $46,856.41 $43,155.95 $3,700.46 $44,010.84 $45,338.44


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This project reflects the repayment of the internal loan to fund WRC's $6m financial contribution towards the development of the Cycling Centre of Excellence. As a region there are limited regional facilities and infrastructure that the public are able to draw on for their use. The Cycling Centre has enabled high performing athletes, including those from the region, to access superior training facilities. It has also enabled the Waikato region to successfully hold regional, national and international cycling events. This contributes to the advancement of the economic interests of the Waikato by providing direct benefits to businesses and indirect benefits to households. The facility also provides for Community (cycling clubs, schools and individuals) and other sport use. Latest information form the trust shows community use at 82%

Following the establishment of the national cycling centre of excellence, this project code tracks the repayment of the funds advanced to the Home of Cycling Charitable Trust.

Internal measure: Compliance with the funding deed conditions.

S2000 Cycling Centre of Excellence

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Priorities AlignmentSupport communities to take action on agreed outcomesForge and strengthen partnerships to achieve positive outcomes for the regionShape the development of the region so it enhances our quality of life

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Direct Costs $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Allocated Costs $297,361.12 $285,440.67 $178,678.37 $106,762.30 $168,707.48 $158,367.66Total Expenditure $297,361.12 $285,440.67 $178,678.37 $106,762.30 $168,707.48 $158,367.66


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This project will be funded via external borrowing from 1 July 2018 for the remaining loan term.




Financials

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One Page Summaries

Corporate Services

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Facilitate and enable a culture of continuous improvement and innovation, implementing and coaching in staff to use a toolbox of practices, tools and techniques to support continuous improvement and innovation and contribute to a customer centric quality focused culture. As a corporate support function within council, this work is aligned with the requirements of the Local Government Act 2002 Amendment Act 2014, which includes a focus on good-quality local infrastructure, local public services, and performance of regulatory functions. Good quality is defined as infrastructure, services, and performance that are (a) efficient; (b) effective; and (c) appropriate to present and anticipated future circumstances.

Benchmarking current council performance using best practice and relevant performance frameworks to identify areas of strength and opportunities for improvement in the business performance of council, developing improvement plans and monitoring progress towards achievement of these. One example of this is the Local Government Excellence Programme, another is the SOLGM Australasian benchmarking programme. Council is a foundation member of the Local Government Excellence programme established by LGNZ in response to the findings of the 2015 New Zealand Local Government Survey. The survey found residents and businesses had a low awareness of the full services councils provide and the value they bring. The programme seeks to increase the public's knowledge of the work councils are doing, and to support councils to further improve and demonstrate the value they provide to their communities. Council undertook its first assessment in 2017 and plans to undertake assessments every three years.

Data is available for Council to benchmark it's performance against and to inform the creation of improvement plans which will result in ongoing continuous improvement of business performance.

6017 Corporate Planning & Development

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $22,468.36 $0.00 $0.00 $0.00 $0.00 $0.00Direct Costs $20,536.57 $36,000.00 $36,000.00 $0.00 $60,000.00 $36,000.00Allocated Costs -$43,004.94 -$36,000.00 -$36,000.00 $0.00 -$60,000.00 -$36,000.00Total Expenditure -$0.01 $0.00 $0.00 $0.00 $0.00 $0.00


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Centre of excellence focused on building and sustaining portfolio and project management capability across the organisation by providing portfolio and project management best practice advice and guidance to the organisation. As a regional council, and across government agencies, we are expected to continually increase our efficiency and effectiveness; to demonstrate our value to our communities, our customers and stakeholders. As a corporate support function within Council, this work is aligned with the requirements of the Local Government Act 2002 Amendment Act 2014, which includes a focus on good-quality local infrastructure, local public services, and performance of regulatory functions. Good quality is as defined infrastructure, services, and performance that are (a) efficient; and (b) effective; and (c) appropriate to present and anticipated future circumstances.

Continuing to invest in portfolio and project management best practice and establishing an enterprise project management office will enable more effective and efficient outcomes from our projects, programmes and portfolios by increasing our ability to more effectively plan, align, monitor and deliver the work we do and maximise achievement of strategic outcomes. This is achieved through building capability (coaching, support, toolsets and processes) and creating improved ways of planning, decision making and reporting in order to improve the overall delivery of the work we do and achievement of strategic outcomes - we have the right people, tools and processes and we are doing the right things and getting the best results.

All projects, programmes and portfolios (P3) will easily demonstrate direct alignment to strategic or business outcomes.Increased maturity in P3 will drive more consistent success that underpins strategic outcomes.The “right sizing” of the P3 approach maximises efficiency and effectiveness of delivery.

6018 Project Management Framework

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $50,076.89 $123,377.34 $178,341.00 ($54,963.66) $232,822.59 $232,822.59Direct Costs $20,850.45 $27,500.00 $41,000.00 ($13,500.00) $41,000.00 $41,000.00Allocated Costs -$70,927.30 -$150,877.34 -$219,341.00 $68,463.66 -$273,822.59 -$273,822.59Total Expenditure $0.04 $0.00 $0.00 $0.00 $0.00 $0.00


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Supporting the organisation to deliver effective and efficient services by building a culture of continuous improvement and innovation. Implementing and coaching staff in the use of a toolbox of improvement focused practices, tools and techniques to enable staff to continually improve and innovate the way we work. Undertake business, process, and data analysis with business areas to identify ways to improve a business issue or problem, and to implement the most appropriate business process or, in conjunction with IS, software solution. As a corporate support function within council, this work is aligned with the requirements of the Local Government Act 2002 Amendment Act 2014, which includes a focus on good-quality local infrastructure, local public services, and performance of regulatory functions. Good quality is defined as infrastructure, services, and performance that are (a) efficient; (b) effective; and (c) appropriate to present and anticipated future circumstances.

Lead an organisational focus on continuous improvement by developing capability across the organisation and implementing a toolbox of practices, tools and techniques to enable continuous improvement and transformation of business processes, the way we work at an individual and team level, and maximise the value we provide to our customers. Customers expect more for less, high quality, excellent customer service and fast delivery, all against lower prices. Lean thinking is a customer-centric approach to work that seeks to achieve small, incremental changes in processes in order to improve efficiency and quality.

Improved performance, staff engagement and customer satisfaction. Lean thinking seeks to maximise customer value by making the work we do easier, better, faster, cheaper – the expectation being that if we get the first three right the fourth (cheaper) occurs, and throughout is a consideration of safety. Lean thinking seeks to ↑ quality; ↑ service delivery; ↑ staff morale, health, safety and environment; and ↓ cost - with an assessment of risk throughout. The QDC aspects are focused on our customers and MS aspects are focused on our people. This translates most frequently to releasing capacity – time saved by shifting effort from low value to high value tasks, and improving staff and customers satisfaction with the process/service.

6245 Business Excellence

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $212,508.34 $297,004.14 $313,918.49 ($16,914.35) $313,918.49 $313,918.49Direct Costs $0.00 $49,000.00 $30,000.00 $19,000.00 $30,000.00 $30,000.00Allocated Costs ($212,508.35) ($346,004.14) ($343,918.49) ($2,085.65) ($343,918.49) ($343,918.49)Total Expenditure ($0.01) $0.00 $0.00 $0.00 $0.00 $0.00


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Provide a strategic and planned approach to internal communications. There will be a focus on:• simplifying the structure of internal communications, channels and messaging • capturing key events and communications for forward planning• reviewing measurement tools and introducing new ones as required • supporting two-way communication between staff and leadership• running experiential events that build social collaboration and knowledge sharing, and support improved culture initiatives.

Develop and implement an internal communications strategy that builds pride, connects staff to our strategic direction and celebrates success.

1. Staff have a clear understanding of Waikato Regional Council’s strategic direction and values. 2. Staff know the Waikato Regional Council story and understand it. 3. Staff are well informed and receive consistent messages about organisational issues. 4. Staff understand what their colleagues are doing (inside and outside of their own directorates).5. Staff feel part of the organisation and are its best brand ambassadors. 6. Improved scores are recorded in future Best Places to Work surveys.

6350 Internal & Corporate Communications

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $210,113.76 $192,030.11 $275,960.97 ($83,930.86) $306,863.25 $320,471.19Direct Costs $16,073.62 $9,000.00 $25,000.00 ($16,000.00) $25,000.00 $25,000.00Allocated Costs ($226,187.40) ($201,030.11) ($300,960.97) $99,930.86 ($331,863.25) ($345,471.19)Total Expenditure -$0.02 $0.00 $0.00 $0.00 $0.00 $0.00


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Increase communities understanding of risks and resilience to changeSelect






Sustainability is integral to Waikato Regional Council's strategic direction, its customer and stakeholder relationships and approach to risk management. It is inherent in the organisational values of doing the right thing for people and place, and making a positive difference to Waikato and New Zealand by making sure our activities add value environmentally, economically and socially. In 2015, New Zealand, along with other countries, adopted a set of goals developed by the United Nations to end poverty, protect the planet and ensure prosperity. These 17 Sustainable Development Goals (SDGs) shaped the development of Waikato Regional Council’s 2016-2019 Strategic Direction and our internal corporate activities.

• Reduce financial costs and enhance environmental and social values through strategic planning and procurement, and efficient resource use • Build greater community resilience to hazards and economic shocks sparked by resource depletion and climate change• Reduce risk exposure by phasing out unsustainable practices • Develop meaningful reporting across environmental, economic and social outcomes• Increase staff capacity to add value to the Waikato region by integrating sustainable thinking and action into all work activities• Build expertise in sustainability in the Waikato and share knowledge.

• Waikato Regional Council’s attains and maintains certification under the Certified Emissions Management and Reduction Scheme (CEMARS) • Staff leading key projects are trained and competent in the Adding Sustainable Value approach to strategy/project implementation• WRC staff work in a healthy, fit for purpose environment • WRC travel smarter plan is implemented • Waikato Story aspirations are supported by promoting sustainability success stories (ongoing)• Quarterly sustainability forums are held, including procurement expo and workshops on resource efficiency, resilience, emissions reduction, waste to resource, impact investment.

CS801 Corporate Sustainability

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $17,439.92 $52,248.19 $48,164.72 $4,083.47 $48,164.72 $48,164.72Direct Costs $53,191.09 $24,900.00 $14,900.00 $10,000.00 $20,900.00 $24,900.00Allocated Costs -$70,631.02 -$77,148.19 -$63,064.72 -$14,083.47 -$69,064.72 -$73,064.72Total Expenditure -$0.01 $0.00 $0.00 $0.00 $0.00 $0.00


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This service provides meaningful support to the rest of the organisation to improve their interactions with customers. Besides improving efficiency, this ensures staff have more positive experiences themselves which supports a safer, happier working environment. For the time period September 2015 to March 2016 there were 11,895 recorded customer interactions by foot, phone and email. As the region changes, so do the customers of Waikato Regional Council. The council must adapt the way we engage in order to meet the needs of our customers and the Customer Engagement Team will lead this evolution. Changes to the council’s customer base include: increasing multicultural diversity, growing inequality, and an ageing population. Additionally, continuing advances in technology mean that the council must keep abreast of developments that could provide increased accessibility for our customers as well as improved rate-payer value. These issues will all be key drivers for the Customer Engagement strategy.

A significant driver for the Customer Engagement team is to meet the changing values, perceptions and ideas of our communities. This means we need to streamline the end-user experience for those interacting with Council. This will include increasing the number of services provided online, integrating all the various customer databases and tools into one centralised customer relationship management tool, and improving efficiencies and rate-payer value wherever possible. All of the work being undertaken by the Customer Engagement team will help provide support for the rest of the organisation to deliver the priorities outlined in the strategic direction.

Improved service deliver, increased customer satisfaction, better use of technology, streamlined processes and updated systems. These in turn will improve staff morale. These will be measured by customer feedback and complaints, net promoter score surveying (Ask Nicely), mystery shopping results, and internal staff surveys (Pulse, etc.)

6300 Customer Services

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $301,589.43 $264,140.01 $287,232.61 ($23,092.60) $287,232.61 $287,232.61Direct Costs $149,406.55 $240,800.00 $205,000.00 $35,800.00 $205,000.00 $205,000.00Allocated Costs ($450,996.02) ($402,740.01) ($492,232.61) $89,492.60 ($492,232.61) ($492,232.61)Total Expenditure ($0.04) $102,200.00 $0.00 $102,200.00 $0.00 $0.00


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The variance in annual plan 17-18 is funded from IRIS reserve.




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This activity reflects costs and revenues associated with the council's Treasury function. To date, this function has comprised the administration of working capital funds and the council's investment fund. Moving forward, this cost centre will also include the impacts of the proposed external borrowing programme that the council is looking to commence from 1 July 2018.

To ensure that funds are managed prudently and in accordance with the council's Treasury Risk Management Policy, to maximise the available return available on funds invested.

5900 Treasury

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates ($3,393,756.11) ($2,863,673.23) ($3,399,354.88) $535,681.65 ($3,430,876.31) ($3,285,612.22)Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $8,007,068.32 $7,431,441.67 $6,867,789.00 $563,652.67 $6,980,925.00 $6,871,284.00Total Income $4,613,312.21 $4,567,768.44 $3,468,434.12 $1,099,334.32 $3,550,048.69 $3,585,671.78

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour ($9,089.97) $22,280.44 $8,890.25 $13,390.19 $6,772.54 $6,772.54Direct Costs $152,185.57 $86,000.00 $753,281.43 ($667,281.43) $1,245,833.80 $1,494,134.37Allocated Costs $1,027,735.16 $1,167,139.00 ($480,855.56) $1,647,994.56 ($1,013,387.65) ($1,298,904.13)Total Expenditure $1,170,830.76 $1,275,419.44 $281,316.12 $994,103.32 $239,218.69 $202,002.78


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Financials

The net interest impact of moving to an external borrowing programme commencing 1 July 2018 is reflected in the $667,000 direct cost variance above. These costs are on-charged to those activities that incur borrowing.



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This project tracks the costs associated with the administration of the council's rating function, including the issuing of annual rates invoices, penalty income and remissions granted.

This activity aims to ensure the effective collection of rates revenue from regional ratepayers, while also providing a customer support / service function.

5950 Financial Rates

373

Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $146,672.36 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $885,079.06 $925,000.00 $880,000.00 $45,000.00 $880,000.00 $880,000.00Total Income $1,031,751.42 $925,000.00 $880,000.00 $45,000.00 $880,000.00 $880,000.00

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $707,874.38 $682,779.72 $712,829.06 -$30,049.34 $711,770.20 $711,770.20Direct Costs $1,503,276.41 $1,525,904.01 $1,523,100.00 $2,804.01 $1,523,100.00 $1,523,100.00Allocated Costs -$2,431,054.85 -$1,283,683.73 -$1,355,929.06 $72,245.33 -$1,354,870.20 -$1,354,870.20Total Expenditure -$219,904.06 $925,000.00 $880,000.00 $45,000.00 $880,000.00 $880,000.00


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This cost centre captures the costs of the Chief Financial Officer and the Procurement function of the council

The objective of this area is to provide leadership to the financial management of the council, and to promote prudent financial management at all levels. In support of this objective, the council's procurement function aims to achieve best value for every contract dollar expended by the council, and to ensure compliance with procurement processes and policies

M3000 FIN - Finance Office

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $264,142.58 $289,242.51 $298,293.17 -$9,050.65 $297,144.45 $293,698.31Direct Costs $26,296.57 $33,707.36 $34,224.75 -$517.39 $34,314.75 $34,144.75Allocated Costs -$290,439.13 -$322,949.87 -$332,517.91 $9,568.04 -$331,459.20 -$327,843.05Total Expenditure $0.02 $0.00 $0.00 $0.00 $0.00 $0.00


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This budget code reflects the resourcing and associated costs for the provision of general financial services to the organisation. These services include Payroll, Accounts Receivable and Payable, Fixed Asset Management, Management and Council reporting. These activities are required to be undertaken in accordance with Accounting Standards and Generally Accepted Accounting Principles (GAAP).

These services aim to ensure that the council is managing its finances in a prudent manner. Good processes and controls ensure compliance with legislative requirements and help to mitigate the potential for any fraud risk.

M3010 FIN - Financial Services

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $5,007.33 $0.00 $0.00 $0.00 $0.00 $0.00Total Income $5,007.33 $0.00 $0.00 $0.00 $0.00 $0.00

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $1,344,128.85 $1,286,678.83 $1,392,113.66 -$105,434.83 $1,395,290.23 $1,382,736.46Direct Costs $161,547.92 $228,050.03 $192,347.27 $35,702.76 $192,347.27 $192,347.27Allocated Costs -$1,498,687.50 -$1,514,728.86 -$1,584,460.93 $69,732.08 -$1,587,637.50 -$1,575,083.73Total Expenditure $6,989.27 $0.00 $0.00 $0.00 $0.00 $0.00


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Person Responsible

The corporate system replacement project follows a review of councils financial systems that was undertaken in 2016 which identified a significant number of issues concerning the current system, particularly relating to risk, age, complexity, inconsistency of data, poor alignment with others in local government and poor fit with the IS strategy. Similar concerns have been raised regarding the future fit of council's asset management and HR solutions.The project aims to enable better business outcomes by replacing our dated and poorly performing corporate systems and processes (finance, HR, payroll and asset management) with modern, efficient technology that will support LEAN, consistent, standard, best practice business processes and that is aligned with the IS strategic direction.

The project aims to transform the core internal business processes at council through the implementation of an integrated software platform that will drive the adoption of standard, simplified and efficient processes and provide staff with easy access to consistent, timely and high quality management information. A more integrated software solution will enable council to better integrate the processes that operate across the different areas of our business, and ultimately enable us to become a more integrated organisation. The project will also address the growing risk associated with the current aging systems and the fragmentation of business processes operating across numerous technology solutions, bringing our overall technology platforms closer to 'the line of good practice' as outlined in the IS strategy (SISP).

The benefits associated with this project can be summarised as follows: streamlined, standard and efficient business processes, enhanced planning and forecasting, improved reporting and analysis, better decision-making, mobility and self-service, improved user experience, reduced technology risk, replacement of up to 15 fragmented software solutions and the avoidance of large scale and costly upgrades to existing systems.

6280 Corporate Info System Replacement

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Corporate System Replacement (Doc# 11152342)Business Case Reference


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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General RatesTargeted RatesFees & ChargesTotal Income

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 175,993 (175,993) 175,993 0Direct Costs 2,500,000 (2,500,000) 1,750,000 0Allocated Costs 99,012 (99,012) 173,937 (411,720)Total Expenditure 2,775,005 (2,775,005) 2,099,930 (411,720)


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This new project is related to the procurement and implementation of a new corporate information system. It is intended that the costs of the procurement and implementation of the new corporate information system (18/19 & 19/20) will be spread across the expected ten year life of the solution, The indicative repayment cost to Council per year for 10 years is $615,000 per annum inclusive of principal and interest payments from 20/21 onwards.




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Background (what is it and why do we need to do it?)The legacy project is a continuing project to appraise and digitise Waikato Regional Council's legacy records to improve accessibility and ensure the longevity of this information. This historical and archival information is both important and relevant to the organisation but accessibility is a challenge because so much of the information is only physically based, and therefore is very difficult to access and disseminate to those that need it, when and where they need it. Furthermore some of this material is not well housed and is vulnerable to deterioration or damage. The Waikato Regional Council (WRC) has a responsibility to ensure all records created, or acquired, and under its control are maintained in an accessible form so as to be able to be used for subsequent reference, until such time as they are approved for archival transfer or appropriate disposal.

• Information and data should be accessible and available. The legacy project will provide all staff with searchable access to legacy information regardless of where the actual hard copy material is physically stored.• Information is a valuable, strategic asset and therefore needs to be well managed. The legacy project will reduce the risk of damage or loss of valuable historic information and put in place appropriate processes in line with statutory requirements for the appropriate management of legacy information sources.• The project also aims to rationalise the storage of physical information to reduce on-site storage and to ensure effective use of off-site storage.

• Increased availability and accessibility of historical information for staff.• Accurate information and greater context will improve and support decision making processes.• Ensuring WRC compliance with legislative and regulatory obligations.• Reduced risk of information and data loss due to deterioration or damage.• Reduced need for space to store physical files.

CS803 Legacy Digitisation

Legacy Digitisation

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $40,096.27 $0.00 $1,571.56 ($1,571.56) $1,571.56 $1,571.56Direct Costs $146,820.99 $125,000.00 $125,000.00 $0.00 $105,000.00 $85,000.00Allocated Costs ($186,917.24) ($125,000.00) ($126,571.56) $1,571.56 ($106,571.56) ($86,571.56)Total Expenditure $0.02 $0.00 $0.00 $0.00 $0.00 $0.00


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The Information Services section provides information and technology services across all WRC directorates. This involves the provision of ICT infrastructure (including data storage, data networks, telephony, desktop computing and mobile devices), technology support through the IS service desk, business solutions analysis, solutions architecture, sourcing and implementation of software to meet business requirements, business intelligence, records management and IT project management. These services are essential in enabling day-to-day business functions across the organisation, as well as enabling ongoing business improvements, major projects and WRC strategic objectives.

As well as providing the information and technology enablers, information services provides the overall strategic direction for information technology and provides leadership, co-ordination and guidance across the organisation. By leading the organisation-wide approach to information and technology we ensure that WRC gets the best value from get the best value from our IT investments, that our overall technology solutions fit together and that we achieve the appropriate balance between cost, risk and opportunity.

In providing the information and technology services we enable the organisation to deliver on its current and future requirements through the use of effective technology solutions and access to information and insights to support decision-making.

M2050 CS - Information Services

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 0 0 0 0 0 0Targeted Rates 0 0 0 0 0 0Fees & Charges 1,887 0 0 0 0 0Total Income 1,887 0 0 0 0 0

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 2,415,834 2,414,447 2,668,402 (253,955) 2,857,768 2,869,219Direct Costs 3,412,911 3,479,186 3,878,862 (399,676) 4,020,089 4,305,039Allocated Costs (5,819,146) (5,783,633) (6,369,658) 586,025 (6,877,857) (7,174,258)Total Expenditure 9,600 110,000 177,606 (67,606) 0 0


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The increase in direct expenditure is driven primarily by two business cases; Technology Growth ($250k) and Business Intelligence ($125k). The Technology Growth request is for additional funding to cover the increasing technology operating costs resulting from organisation growth, increasing prevalence of technology across all WRC functions and the ongoing shift of IT expenditure from capital investment to consumption-based operating costs. this is coupled with an ongoing reduction in capital expenditure. The Business Intelligence request supports the achievement of the Corporate Plan priorities of Information Led and Transformational Technology, and it enables Information Services to deliver one of the desired outcomes of the SISP. This business case is supported by an additional FTE.




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Increase communities understanding of risks and resilience to changeSelectShape the development of the region so it enhances our quality of life






Risk management is the planned and systematic approach to the identification, evaluation and control of the many risks that can affect WRC's ability to achieve its strategic objectives, positively and negatively. WRC’s risk management framework is used for risk assessment at both corporate and project levels. Risk management plans are regularly reviewed, updated and reported to the Audit and Risk Committee to ensure risks are appropriately identified and that controls and risk mitigations are effective. Internal and external audits provide independent assurance of effectiveness. The full Council reviews its corporate risks annually to ensure:• that significant risks have been appropriately identified and assessed in light of current and forecast megatrends, internal/external operating environments and council strategy • a clear articulation of the Council’s risk tolerance and appetite for risk.

To understand and manage risks that might affect WRC's ability to meet its strategic goals and obligations to protect people, property and the environment. Failure to effectively manage risk can result in harm to people and assets with consequential reputational damage and financial cost. We aim to: - integrate risk management into existing management systems - maintain corporate, directorate and project risk registers - develop and maintain tools, processes and templates to help build capability throughout WRC - implement effective legislative compliance and business continuity management programmes throughout WRC - drive an internal audit programme that provides assurance that controls are appropriate and ensures continuous improvement.

Corporate, directorate and project risks are identified, evaluated and controlled- Independent review of the risk management framework indicates increasing organisational maturity- risk management training programme for staff is implemented.

6170 Internal Audit & Risk

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Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $27,850.51 $115,358.16 $164,190.02 -$48,831.85 $162,285.83 $162,285.83Direct Costs $135,422.41 $175,500.00 $153,000.00 $22,500.00 $153,000.00 $153,000.00Allocated Costs -$163,272.92 -$290,858.16 -$317,190.02 $26,331.85 -$315,285.83 -$315,285.83Total Expenditure $0.00 $0.00 $0.00 $0.00 $0.00 $0.00


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The People and Capability section is accountable for council's health and safety, and human resource services, systems, policies and procedures. Our role is to ensure WRC fulfils its obligations as a good employer. In addition this service ensures that risk associated with our role as an employer is well managed and our health and safety, and people initiatives are aligned with the LTP and strategic direction. Our services include recruitment, change management, workforce development (training), people management (policies, remuneration, industrial relations) and health and safety management (advisory, systems, reporting).

The People and Capability section has three main goals, these span the HR and H&S responsibilities for the team (1) simple efficient processes, (2) capable people and (3) enhancing our culture. Each of the goals are complementary, representing the need to balance our focus areas – from process improvement/efficiency, to building internal capability, to growing our culture. Collectively they represent an intent to run good systems to support progressive HR and H&S practice, recognition that the intellectual property held by WRC employees is integral to our success and, that the culture of the organisation will enable WRC to hold onto valuable employees and support delivery to the strategic priorities of council for our region.

The focus of health and safety is ensuring everybody is Safely Home, Every day. This includes providing training to new staff, notifying staff of safety alerts, monitoring our safety management system (including reporting), managing Vault and coordinating the wellness group. In the people area the focus is development of a Positive, Engaged and Capable Workforce. Areas of benefit include our influence on organisational design, strategic workforce training and development, coaching support to line managers (particularly around leadership and change) and the delivery of simple and efficient procedures and services. The section also creates and delivers effective and efficient HR processes and services. These include employment law, bargaining, conflict management, employee master data and ensuring we adapt to changes in legislation, regulations etc. At a strategy level initiatives are developed to be well balanced and build staff engagement. To enable this we run culture or engagement surveys to identify gaps in culture, HR and managerial practices and monitor our good employer obligations and fair processes (e.g. recruitment).

M2060 CS - Human Resources

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates (100,000) 0 0 0 0 0Targeted Rates 0 0 0 0 0 0Fees & Charges 1,550 2,500 0 2,500 0 0Total Income (98,450) 2,500 0 2,500 0 0

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 1,013,458 774,909 855,128 (80,219) 854,276 854,276Direct Costs 586,760 767,809 841,519 (73,710) 874,275 848,349Allocated Costs (1,698,668) (1,540,218) (1,696,647) 156,429 (1,728,551) (1,702,625)Total Expenditure (98,450) 2,500 (0) 2,500 0 0


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The increase in direct cost budget is largely driven by an increase in the corporate training budget ($35k). This is a direct result of the proposed increase in FTE's as this budget is calculated as a percentage of salary costs. Recruitment Costs ($25k) have also been increased in line projected levels.



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Tristram Precinct (Doc# 11236041)Business Case Reference

Waikato Regional Council provides buildings at 15 locations throughout the region for staff to perform their daily work duties. As well as owning the office building at 401 Grey Street, and the nearby site of 319 Grey Street, the Council also leases six other office properties in Hamilton East and space in the Hamilton Transport Centre. Region-wide the Council owns offices/depots in Paeroa, Te Aroha and Kerepehi and leases offices/depots in Gordonton, Taupo, Tuakau and Whitianga. These buildings are all maintained to ensure there is appropriate air-conditioning, heating, ventilation, access, facilities, meeting rooms, equipment, and parking, and that the buildings are safe for occupation and compliant with relevant legislation. Regular monitoring is undertaken to ensure that health and safety and fire regulations are adhered to and that equipment is available and maintained in the case of an emergency.

These activities ensure that the working environment is fit for purpose, secure and clean, the buildings meet health and safety legislative requirements, building compliance and other regulations, and that aids and equipment are available in the event of an emergency.

Buildings, grounds, furniture and fixtures are all maintained to ensure that they are compliant with regulations as well as providing a fit-for-purpose working environment. Contracts for cleaning, consumables, patrols, alarm monitoring and access control are all managed so that buildings are clean, safe and secure. Fire and first aid equipment is available. Fire and emergency evacuation procedures are in place and staff adhere to these.

Property and Facilities (total)

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $230,889.13 $235,100.00 $226,000.00 $9,100.00 $226,000.00 $0.00Total Income $230,889.13 $235,100.00 $226,000.00 $9,100.00 $226,000.00 $0.00

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $407,720.38 $336,422.31 $361,629.89 ($25,207.58) $361,629.89 $361,629.89Direct Costs $2,754,176.28 $2,456,354.23 $2,438,240.67 $18,113.56 $2,433,270.67 $896,860.67Allocated Costs ($2,891,011.98) ($2,557,676.53) ($2,573,870.55) $16,194.02 ($2,587,933.07) ($1,298,191.97)Total Expenditure $270,884.68 $235,100.00 $226,000.00 $9,100.00 $206,967.48 ($39,701.42)


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No significant variances. Income and expenditure reducing from year three in line with commencement of Tristram Precinct lease and vacation of Grey St properties.



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Council provides fleet services for staff to use to travel for work related purposes, including 117 fleet vehicles, 43 trailers and 3 all-terrain utility vehicles. Management of these fleet vehicles including servicing/maintenance, licensing and insurance requirements and responsibility for parking and vehicle policy implementation.

Provide a fit-for-purpose fleet suitable for the various roles throughout the Council which will also see the introduction of more hybrid and electric vehicles in the future.

Provision of a safe, greener, cost effective and fit-for-purpose transport fleet for Council staff. Fleet vehicles have a higher 5 star ANCAP safety rating. Reduction in the disposal life criteria and selling at the optimum time would result in an increase in the residual value of our fleet.

SF720 Vehicles

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates (23,059) (34,025) (15,640) 10,966 (41,407) (53,960)Targeted Rates 0 0 0 0 0 0Fees & Charges 0 0 0 0 0 0Total Income (23,059) (34,025) (15,640) 10,966 (41,407) (53,960)

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 55,615 32,285 64,948 23,330 64,948 64,948Direct Costs 746,344 737,995 746,910 8,349 747,100 746,760Allocated Costs (896,077) (804,305) (827,498) (91,772) (853,456) (865,668)Total Expenditure (94,118) (34,025) (15,640) (60,093) (41,407) (53,960)


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Oracle to SQL Server upgrade (Doc# 11220619)Business Case Reference

The Spatial Information Strategy Refresh 2016-19 sets out the direction, goals and tasks for this work stream. The work stream is needed to deliver spatial information services across the organisation to support the legislative functions and responsibilities of council as well as providing support for external requests. The legislative responsibilities that this activity supports in part for the council are for the Local Government Official Information and Meetings Act 1987, Resource Management Act 1991 and Local Government Act 2002.Activities include: - Data - acquisition, quality assurance, update and maintenance, creation and maintenance of metadata records about the data; - Spatial analysis, outputs and modelling undertake from relatively simple to very complex - Technical administration tasks to support the geographical information system (GIS) on which these activities depend.

This activity enables the delivery of spatial information such as maps, data and interactive maps on the intranet and internet, as well as spatial analysis and the development of decision making models. This occurs across all of the organisation so that data and models to make decisions, support for every day activities such as land use development, infrastructure development, flood hazard modelling and knowledge of consent locations can occur.

It also involves working regionally and nationally to collaboratively undertake projects that are not constrained by council boundaries such aerial photography capture and the creation of a regional data portal. Collaboration on these sorts of activities can create economic efficiencies as well as enabling smaller councils to have coverage in their area that would otherwise be cost prohibitive. WRC takes a lead in this collaboration.

The activity provides the public with information using interactive maps on WRC's website. This can enable wide ranging decision making such as economic potential development for consents, information to assist river iwi trusts' decision making, provision of source data to be reused in innovative ways and flood inundation modelling. It also provides a public benefit as the public want to know where consents are located, to use property based aerial photography and to study changes in land cover to name a few uses. Success measures: increase in statistics on site visited for the web map, and other apps; use of the models and analysis incorporated in particular strategy development; increase in data downloads; engagement with iwi about data needed to support their work; increased capability of staff to be able to use the toolsets due to training; feedback on service provided.

D1201 Spatial Information

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates -$9.66 $0.00 $0.00 $0.00 $0.00 $0.00Targeted Rates $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Fees & Charges $4,011.25 $4,000.00 $4,000.00 $0.00 $4,000.00 $4,000.00Total Income $4,001.59 $4,000.00 $4,000.00 $0.00 $4,000.00 $4,000.00

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $331,379.02 $540,022.34 $625,721.74 -$85,699.40 $623,568.62 $638,566.33Direct Costs $69,313.30 $111,014.00 $112,610.00 -$1,596.00 $112,610.00 $112,610.00Allocated Costs -$396,690.73 -$647,036.34 -$734,331.74 $87,295.40 -$732,178.62 -$747,176.33Total Expenditure $4,001.59 $4,000.00 $4,000.00 $0.00 $4,000.00 $4,000.00


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Council Controlled Organisations

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In 2007 Waikato Regional Council, the Crown and Taupo District Council (the funding partners) entered into an agreement to establish a public fund to reduce nitrogen in Lake Taupo by 20%. The fund was to be administered by a council controlled organisation known as the Lake Taupo Protection Trust (LTPT) and report to a Joint Committee of WRC and TDC. Now that the public fund has been collected by the funding partners and expended by the LTPT, the project is entering a new phase. This new phase involves determining how the nitrogen contracts the LTPT has entered into with landowners will be managed following the dissolution of the Trust in June 2019 (as per the current Project Agreement). WRC has responsibility for funding and administering the Joint Committee and for working with its partners (the Crown, TDC and the Tuwharetoa Maori Trust Board) to resolve the future governance, management and ongoing funding of the project to protect the public's investment in the nitrogen contracts.

Reduction of nitrogen levels in Lake Taupo by 20 per cent in perpetuity in accordance with the Waikato Regional Plan.

The future governance and management of the project is determined to protect the public's investment in the health of Lake Taupo .

E1001 & E1002 Lake Taupo Protection Trust

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Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates 39,128 4,959 18,633 (13,674) 18,618 20,296Targeted Rates (2,161) 0 0 0 0 0Fees & Charges 11,149 0 0 0 0 0Total Income 48,117 4,959 18,633 (13,674) 18,618 20,296

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour 11,525 4,866 13,297 (8,431) 13,297 14,953Direct Costs 163,444 0 5,000 (5,000) 5,000 5,000Allocated Costs 21,855 93 336 (243) 320 343Total Expenditure 196,824 4,959 18,633 (13,674) 18,618 20,296


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WLASS is a CCO solely owned by the 12 Waikato local authorities – Waikato Region, Hamilton City, Hauraki District, Matamata-Piako District, Otorohanga District, Rotorua District, South Waikato District, Taupo District, Thames-Coromandel District, Waikato District, Waipa District and Waitomo District.

The company was established in 2005 to promote shared services between local authorities across the Waikato region. By encouraging and enabling the councils to work together, WLASS helps councils to reduce costs, achieves effectiveness and efficiency gains, reduces duplication of effort, eliminates waste through repetition, promotes and contributes to the development of best practice, and helps to improve customers’ experiences.

Much of the work of WLASS is undertaken by Working Parties or Advisory Groups made up of staff from the shareholding councils, with expertise and interest in particular services. WLASS provides a legal entity representing all of the shareholding councils, and can enter into contracts and agreements with external suppliers. The WLASS CEO facilitates and co-ordinates the various Working Parties.

Member councils pay a small annual levy, depending on their size, to run the WLASS. Services obtained by members are funded on a user pays basis, whereby each council pays for and receives the financial benefit of its share of any particular service. The decisions about potential projects or services are made by the Directors, who make up the WLASS Board.

The WLASS Board has 12 Directors; each Director being the Chief Executive, or nominee, of one of the local authorities representing the shareholding Councils. The Directors do not receive any fees or expenses for the work undertaken on behalf of WLASS.

More detailed information about WLASS can be found at http://www.waikatolass.co.nz

• Improved level and quality of service• Co-ordinated approach to the provision of services• Reductions in the cost of services• Development of new initiatives• Opportunities for all Councils (irrespective of their location or size) to benefit from joint initiatives• Economies of scale resulting from a single entity representing all Councils and leveraging procurement opportunities.

E2002 LASS Administration & Mgmt

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Procurement Joint procurement initiatives for goods and services for WLASS councils will be investigated and implemented. Collaborative Projects Priorities for collaboration are identified, business cases are developed for the highest priority projects, and the projects are implemented. Existing WLASS Contracts Existing contracts are managed and renegotiated as required. Cashflow The company shall maintain a positive cashflow position. Cost Control Administration expenditure shall be managed and monitored. Reporting Six monthly reports provided to Shareholders. Waikato Mayoral Forum The company shall provide administrative support to the Mayoral Forum work streams and to the Mayoral Forum. Shared Valuation Data Services (SVDS) The SVDS is reliable, well maintained and available to all users.Insurance Achieve the relevant KPIs in Appendix 4 of the Insurance Brokerage contract with Aon. RATA¹ All stakeholders are kept informed about RATA’s projects and achievements. Sub-regional data collection contracts deliver good quality data on roading assets.Waikato Regional Transport Model (WRTM) The WRTM is reliable, well maintained and available to all users. Waikato Building Consent Group Provide strategic direction and actively pursue improvements in Building Control across the Waikato region. Future Proof All stakeholders are kept informed about Future Proof’s projects and achievements. Shareholder Survey Shareholders are satisfied with the performance of WLASS.

Benefits / Success Measures400

Income Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3General Rates $41,625.41 $73,173.48 $85,695.18 -$12,521.70 $86,003.55 $86,386.20Targeted Rates $0.00 $0.00 $0.00Fees & Charges $95,683.78 $50,560.00 $50,000.00 $560.00 $50,000.00 $50,000.00Total Income $137,309.19 $123,733.48 $135,695.18 -$11,961.70 $136,003.55 $136,386.20

Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $61,489.20 $49,499.63 $28,152.12 $21,347.51 $28,152.12 $28,152.12Direct Costs $57,184.46 $33,000.00 $83,000.00 -$50,000.00 $83,000.00 $83,000.00Allocated Costs $105,063.98 $41,233.86 $24,543.06 $16,690.80 $24,851.43 $25,234.08Total Expenditure $223,737.64 $123,733.48 $135,695.18 -$11,961.70 $136,003.55 $136,386.20


0%100%




Budget / Project Outline - LoS / LTP RequirementsFinancials

401

Hyperion Name

Regional Software Holdings Ltd (RSHL) is a shared service CCO providing shared software services to six shareholder regional councils and one customer council. RSHL owns, operates and manages the ongoing functionality improvements to the IRIS regulatory management information system.

Delivering fit for purpose software services to shareholders that are cost effective.

SOI performance measures are achieved.

Regional Software Holdings Ltd E2006, 6225, E5501

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402


Expenditure Actuals 16 / 17 AP 17 / 18 LTP Proposed Year 1 Variance LTP Proposed Year 2 LTP Proposed Year 3Labour $113,519.87 $169,182.05 $132,192.96 $36,989.10 $132,192.96 $132,192.96Direct Costs $97,042.52 $0.00 $62,000.00 -$62,000.00 $62,000.00 $62,000.00Allocated Costs $252,946.53 $16,497.03 $13,344.40 $3,152.63 $13,362.11 $13,392.10Total Expenditure $463,508.92 $185,679.09 $207,537.36 -$21,858.27 $207,555.07 $207,585.05


0%100%

No significant variances. Budget in line with actual results.




Financials

403

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