Waitakere City News
Long Term Council Community Plan 2006 - 2016 Edition
Waitakere City continues to
grow at one of the fastest rates in New Zealand. So, if we want to keep going forward, the
City needs a new plan. That new plan is the Long Term Council Community Plan (LTCCP). The Annual Plan 2006/2007 is part
of this document. The LTCCP builds on work the Council started last year in its
10-year
review. During that time we talked to a number of our communities about what was important to
them and how we could make the City we all want. That work was a part of writing the
draft LTCCP.
Going Forward
This special issue of the Waitakere City News provides a summary of the major
aspects of Waitakere’s draft Long Term Council Community Plan 2006-2016 (LTCCP).
As the name suggests, an LTCCP is written by the council in consultation with
the community, to plan the kind of city that the residents want to see
developing over the next decade. It also describes the work that will be done to
achieve the vision and estimates the costs.
The draft LTCCP is open for public consultation until May 19. Following
hearings and further deliberation by the council the final Long Term council
Community Plan 2006-2016 - will be adopted on 30 June 2006. Both the draft and
the final versions incorporates the Annual Plan for the next year (2006/ 2007).
The LTCCP is updated every three years and three more years are added to
ensure that every LTCCP covers 10 years into the future.
This is the second Waitakere LTCCP and it contains an important development
from the original (written in 2003). This development is “Community Outcomes”
and how we propose to contribute to them.
From the consultation for the original LTCCP 2003-2013, the council developed
five Strategic Priorities and nine Strategic Platforms to guide all its work
programmes. The priorities are critical needs that must be taken into account in
all council work. The platforms are made up of “bundles” of similar activities
used to develop different aspects of the city (Integrated Transport and
Communication, Strong Innovative Economy, etc). Each has a vision to be achieved
over time.
To these we have now added the Community Outcomes. These describe what the
local community thinks is important to achieve social, economic, environmental
and cultural well-being in the present and in the future. They were developed by
the community during an extensive consultation process.
We summarise the Community Outcomes here and alongside each, we state the
Activity Plans that will contribute towards the outcomes. There are 19 Activity
Plans; Parks is one, as is Arts and Culture, Housing for Older Adults and so on.
We then state how we intend to measure progress in those Activity Plans. Next
we summarise the key Levels of Service the public can expect from us (for
example, we will respond to 95% of complaints about dangerous dogs, within 1
hour). These levels of service were decided after city-wide public consultation
in late 2005.
You may make submissions on any aspect of the draft LTCCP but in the final
pages of this summary, we describe the four major areas that the council
believes are the key issues for consultation. We also provide essential
financial information and include a submission form
6.85 % rate increase 2006/2007
The draft Long Term Council Community Plan (LTCCP) 2006-2016, also
incorporates the draft Annual Plan and budgets for the 2006/2007 financial year.
Councillors debated these draft plans for over two weeks and the plans are
open to public submissions from April 20 to May 19. After that, hearings will be
conducted and the final plan adopted in June.
The draft budgets show a council-controlled rate increase of 6.85% for the
2006/2007 financial year, with similar figures indicated for the next 10 years.
Council-controlled costs do not include the statutory levies that council is
obliged to collect on behalf of the Auckland War Memorial Museum and the Museum
of Transport and Technology. These levies represent an additional 1.36%.
The major cost drivers are depreciation and interest charges arising from
asset creation. The council’s internal support costs have been kept to a
minimum.
In the 2006/2007 year, the council is planning to spend the bulk of its rates
money (78%) on stormwater, wastewater, parks, libraries, leisure and roading.
Your Community Outcomes
In this section we summarise the Community Outcomes that were identified by
the community, as being key to achieving the social, economic, environ-mental
and cultural outcomes necessary for them to enjoy well-being. These are
presented in the green panels.
Alongside each Community Outcome, in the orange panels, are the council’s
Activity Plans that will contribute towards achieving these outcomes. Activity
Plans group together routine work the council does on developing or maintaining
different aspects of the city. All Parks work, for example, makes up one of the
19 Activity Plans.
The others are: animal welfare; arts and culture; cemetery; city heritage;
consents, compliance and enforcement; democracy and governance; emergency
management; Housing for Older Adults; leisure; libraries; city promotion;
stormwater; transport and roads; vehicle testing station; wastewater; water
supply; waste management and; the West Wave Aquatic Centre.
The community felt it appropriate for certain outcomes to represent the Maori
“world view”. These are included here and are identified by the title being in
Maori first and English second.
Other council activities that support the Community Outcomes are all the
planning and support functions that underpin all of the council’s work and;
strategic projects – which are not everyday council work but are being
undertaken to build aspects of the city (for example, placing the railway below
street level in New Lynn contributes to success with Integrated Transport).
Strategic Projects are also identified beside the Activity Plans, below
| The Community Outcomes are: |
Activities contributing to Community
Outcomes The following shows, in brief, how council
Activity Plan projects contribute to each community outcome. Full details
are in the draft Long Term Council Community Plan Volume 2: Council
Activities. |
Strategic Projects |
Green Network
- He tuituitanga kakariki
|
- People are in harmony with and have a strong sense of stewardship,
of kaitiaki of the natural environment
- We are all actively managing our growth and minimising ecological
threats particularly through increased local participation in decisions
and action.
|
- Parks - Keep Waitakere Beautiful, re-vegetation, Bethells Beach &
Karekare Beach services upgrade, reserve management plans, eco-sourced
plants
- Stormwater – stream restoration, Enviroschools
- Cemetery – weed control, remedial tree work
- Consents, compliance & enforcement - District Plan administration,
environmental compliance
- Emergency Management – Civil Defence & Rural Fire
- Waste management - Harbour Cleanup Trust, litter control, abandoned
vehicles, stream clean-ups, illegal dumping, education, Zero Waste
advocacy
- Wastewater – overflows, infiltration control and treatment &
disposal
- Animal Welfare – animal control.
|
- low impact urban design for new developments, Waitakere Ranges &
foothills protection.
|
Mauri
Ora - Access to Maori resources
|
- Live as Maori
- Celebrate being Maori
- Celebrate ethnic cultural diversity
- Celebrate the city’s unique and rich tribal and Maori history
- Cultural knowledge within a traditional and contemporary context is
valid and relevant.
|
- Arts & culture - Waitangi Day festival, Matariki celebrations
- City promotion - Te Taumata Runanga Awards
- Democracy & governance - Te Taumata Runanga
- Leisure services - leisure & community database
- Libraries - Maori programmes, digitisation project, oral history
recordings, conservation & preservation
- Parks - re-vegetation, reserve management plans
- Consents, compliance and enforcement - resource management, District
Plan
- Stormwater - streams protection.
|
- Te Henga Marae, Treaty of Waitangi framework, urupa working group,
Heritage strategy, Deeds of Acknowledgement for recognising sites of
significance to tangata whenua.
|
Nga Manukura - Maori Leadership
|
- Maori determination and integrity
- Sustained iwi Maori leadership in Waitakere.
|
- City promotion - Te Taumatua Runanga Awards
- Democracy & governance - Te Taumata Runanga
- Arts & culture - Waitangi Day festival, Matariki celebrations
- Libraries - Maori events & programmes, digitisation project, oral
history, conservation & preservation
- Emergency management - Civil Defence & Rural Fire
- Stormwater – Project Twin Streams.
|
- Treaty of Waitangi framework, marae open days, Te Ropu Puawai o
Waitakere (Maori youth forum), Te Henga Marae, Urupa support, Citizens
Advice Bureaux, Maori economic strategy.
|
Strong Communities - He Iwi Kaha
|
- Waitakere has a strong sense of connection and networks of community
and people feel safe and have a sense of belonging
- We are civil and respectful of each other and have a good work life
balance and contribute to our city, community, friends and family.
|
- West Wave Aquatic Centre – provision of leisure facilities
- Arts & culture - Corban Estate and Lopdell House development,
Christmas festivals
- Consents, compliance & enforcement - District Plan land use
framework, building & resource consents processing
- Leisure - community centres, houses, facilities, assistance &
funding
- Emergency Management - Civil Defence & Rural Fire
- Animal Welfare - public education on animal welfare
- Housing for Older Adults - affordable rental accommodation
- Libraries - Waitakere CAB, library development
- Parks - weed and pest management, litter & graffiti control, street
refurbishment, town centre maintenance
- Stormwater - Project Twin Streams, flood protection
- Water Supply – quality, reliability, affordability, minimise waste,
pressure.
|
- Safe Waitakere (injury prevention, alcohol and crime, community
action/youth & drugs), Pacific Islands Advisory & Waitakere Ethnic
Boards, leisure planning, Ranui & McLaren Park community projects,
Massey community building, Waitakere Ranges & foothills protection,
Wellbeing & Education Strategies.
|
Strong Economy - He tupuranga kaha ihi wana
|
- Our local economy is sustainably prosperous with abundant local
jobs, strong businesses, high quality education and training
opportunities and contributes to a sustainable regional economy
- Waitakere City is an attractive place to work and do business where
people have choices
- People have a good work life balance, quality of life and
participate in family and community life.
|
- City promotion – events bidding to benefi t city
- Transport & roads – better transport for travel to and from work
- Arts & culture – Trash to Fashion & Literary festival.
|
- Creative industries strategy, Waitakere Enterprise Board, attracting
business, migrant settlement support, city image/marketing, Swanson,
Ranui, Titirangi & Glen Eden town centre planning, strategic land
purchases, Waitakere business sustainability, cadetship programme, town
centre development.
|
Sustainable Integrated Transport - Kauneke Tauwhiro me te Whakaurunga
Waka
|
- Sustainable transport systems provide fast, effective movement of
people, goods and services within - as well as in and out of - the city
- The transport network is integrated, innovative, safe and
environmentally responsible and supports excellent lifestyles and
quality urban and village design
- Public transport services are appealing, reduce car dependency and
match local need.
|
- Transport & roads – implement transport strategy, road maintenance,
development & safety; rail double tracking & below-street-level section
at New Lynn, alternative transport, town centre development, Lincoln
Road & Te Atatu Road corridors, footpaths & cycling, park & rides, land
use planning, contribution to State Highways 16 & 18, New Lynn,
Henderson, Fruitvale, Glen Eden, Swanson & Sunnyvale rail station
upgrades.
|
|
Sustainable Environment - Kauneke Tauwhiro Taiao
|
- We manage our growth in a way that increases our sustainability and
enables a healthy living environment
- We are a leader in sustainable housing and building practices
- We have access to good quality water and air and we manage our
energy, waste and water innovatively and responsibly.
|
- Waste management - Harbour Cleanup Trust, stream clean-ups, litter
control, abandoned vehicles, illegal dumping, education, Zero Waste
advocacy
- Wastewater - overflows, infiltration control and treatment and
disposal
- Consents, compliance & enforcement – resource consents & management,
environmental compliance, building & resource consents processing
- Stormwater – treatment, flood prevention, streams restoration
- Parks - weed & pest management, litter & graffiti control, planting
maintenance
- Vehicle Testing Station – emissions testing
- Transport & roads - better transport for travel to and from work
- Water supply – quality, reliability, minimise waste, pressure
- Animal Welfare – animal control
|
- Beacon Project & Now Home, Cleaner Production, Eco Matters
Environment Trust, energy efficient council buildings, climate change
initiatives, energy efficiency, conservation & generation, Waitakere
Ranges Heritage Area Bill.
|
Te Mana Whakahaere - Autonomy
|
- Active protection of Maori interests in accordance with the Treaty
and recognition of iwi Maori.
|
- Democracy & governance - Te Taumata Runanga
- Libraries – Te Aka Kumara advisory group oral history & reading;
encouraging bilingual & Maori total immersion schools to participate,
Waitakere Citizens Advice Bureaux
- Arts & culture - Waitangi Day festival, Matariki celebrations
- Cemetery – Urupa Working Group
- City heritage – heritage buildings & heritage assistance
- Consents, compliance & enforcement – resource consents and
management, environmental compliance.
|
- Treaty of Waitangi framework, marae open days, Te Taumata Runanga
Awards, Te Ropu Puawai o Waitakere (Maori youth forum), Maori economic
strategy.
|
Toiora - Healthy lifestyles
|
- Good health, education and increased participation in a healthy and
positive lifestyle.
|
- West Wave Aquatic Centre - Learn to Swim programme
- Libraries – Te Aka Kumara advisory group, Oral history and reading
programme, Waitakere Citizens Advice Bureaux
- Stormwater – flood prevention
- Wastewater – overflows, infiltration control and treatment &
disposal
- Water supply – quality, reliability, affordability
|
- Safe Waitakere (injury prevention, alcohol & crime, community
action-youth & drugs), leisure planning, Ranui & McLaren Park community
projects, Massey community building, Waitakere Ranges & foothills
protection, Maori community injury
|
Urban and Rural Villages - Nga kainga taone tuawhenua
|
- Henderson is the key central town centre, with Westgate and New Lynn
as major centres and a network of smaller villages and neighbourhoods
- Thriving well connected town and neighbourhood centres where people
want to live, play and work
- The centres reflect local character and foster pride
- People feel connected to their local place and to each other
- Villages have an identified centre, are safe and have accessible
common areas
- Homes are healthy and environmentally responsible.
|
- Consents, compliance & enforcement - District Plan framework for
land use development, building and resource consent processing
- Arts and Culture – public art, events, concerts
- Cemetery – provision of cemetery & crematorium
- City Heritage – heritage buildings & heritage assistance
- Leisure – community centres, houses, facilities, assistance and
funding
- Parks – open spaces, litter & graffiti control, street
refurbishment, town centre maintenance.
|
- Henderson & New Lynn development, Swanson, Ranui, Titirangi & Glen
Eden town centre planning, strategic land purchases, West Park Marina
development, public art collaboration/community facility development,
community arts projects, Hobsonville & Whenuapai planning, Waitakere
Ranges Heritage Area Bill.
|
Vibrant Arts and Culture - Toi me nga Tikanga Taketake
|
- Waitakere City’s arts and culture is reflected and appreciated
in our everyday life and the city is itself a work of art
- We participate in creative pursuits and have a deep and wide
perception of arts and cultures in our city.
|
- Arts & culture – public art, events, concerts, artwork/construction
projects, Corban Estate & Lopdell House development, Community Arts
councils
- Libraries - oral history recordings, historical collection, Te Aka
Kumara advisory group
- City heritage – heritage buildings & assistance
- Cemetery - Chapel of Faith in the Oaks, burial records.
|
- Dalmatian Centre investigation.
|
Waiora - Environmental protection
|
- Replenishment of nature’s food chain of Tiriwa, (the fl ora and
fauna)
- Maori and non-Maori respect and appreciate the city’s natural taonga/wonders.
|
- Consents, compliance & enforcement - District Plan administration,
environmental compliance
- Parks – parks strategy, asset management, revegetation, litter &
graffiti control
- Stormwater – treatment, flood protection, streams restoration•
Vehicle Testing Station - emissions testing• Animal Welfare – animal
control
- Waste management - litter control, Harbour Cleanup Trust, abandoned
vehicles, stream clean-ups, illegal dumping, education, Zero Waste
advocacy
- Wastewater overflows, infiltration control, treatment & disposal
|
- Low impact urban design/new developments, Waitakere Ranges &
foothills protection, climate change action plan, energy action plan.
|
Whaiora - Participation in society
|
- Comprehensive participation of iwi Maori in the affairs of Waitakere
City, Aotearoa and the world
- Sustain positive growth of innovative Maori economic development
|
- Democracy & governance - Te Taumata Runanga.
|
- Treaty of Waitangi framework, Maori economic development and
strategy, iwi consultation.
|
Working Together - Te mahi tahi
|
- We have a culture of working together as a city, as neighbourhoods
and as a family, efficiently utilising our time, people and resources
- We mobilise local energy and empower people to participate through
providing information people need and open transparent decision-making.
|
- Democracy & governance - Te Taumata Runanga, Long Term Council
Community Plan & Annual Plan.
|
- Treaty of Waitangi framework, Maori economic development & strategy,
iwi consultation, Waitakere Ethnic Board, Pacific Islands Advisory
Board, information booth, Wellbeing Collaboration, Civics Education.
|
Measurement
It is not enough to just state goals and objectives – or even Activity
Plans – we must also develop ways to measure progress.
We have identified what success might look like and how we might measure
progress. However, we recognise that as we discuss these outcomes with the
many agencies and organisations who have a contribution to make, new
indicators of progress will be identified.
In respect of Maori outcomes, measures have been developed in
collaboration with Te Puni Kokiri and other key stakeholders.
The council will report on progress approximately every two years and in
the next LTCCP.
Full details are in Volume 3 of the draft LTCCP |
Levels of Service for Council Activities
The council has, in the past, stated the levels of service residents can
expect to receive from its various services. The Levels of Service that can be
expected for the 19 Activity Plans quoted in the LTCCP, have been re-examined
and a summary of them is given here. An indication is given as to whether these
will stay as they presently are, or increase. The only identified possible
decrease is the level of service for traffic congestion which may arise from the
effect of third party activities on travel times on city roads. No other
decreases are predicted. Where specific targets are mentioned, they are targets
to be achieved no later than 2016 (although a proportion will be achieved before
2016). A full list of levels of service and measures is contained in
Volume 3 of
the draft LTCCP.
| Animal Welfare: No change: respond
to 95% of resident complaints about dangerous dogs within 1 hour. |
| West Wave Aquatic Centre: No
change: closures at less than 5% a year. Attendances are expected to
increase to 750,000 visits or more by 2016. Coaching - to average 2,200
enrolments a year. |
| Arts and culture: No change: Public
arts – 70% or more of council projects a year have an art component.
Community Arts – 85 programmes a year. Increase Events: to 30 events &
at least 200,000 attendees a year by 2016. |
| Cemetery: No change: burials &
cremations – 98% a year occur within appropriate times to accommodate
cultural requirements. Increase: Heritage sites – to 100% compliance for
restoration work for all heritage features by 2016. |
| City heritage: No change: heritage
advice – respond to 95% of public enquiries within two working days.
Property management – minimum six inspections and six maintenance plans
completed a year. Heritage material – respond to 95% of archival
requests within five working days. |
| City promotion: No change: external
communications – 95% of media enquiries dealt with, within one working
day; 95% of council decisions communicated to media within 24 hours and;
90% of public information posted to website within 24 hours. |
| Consents, compliance & enforcement:
No change: processing building and resource consents; inspections at
liquor-licensed premises; and enforcement, inspecting and grading food
premises each year (these have statutory levels of service which the
council aims to meet 100%); responding to 80% of all inspection and
enforcement complaints within five days.Increase: swimming pool
inspections from 95% a year of due inspections to 100% by 2016. |
| Democracy & governance: No change:
100% compliance with the Local Government Official Information and
Meetings Act |
| Emergency Management: No change: 25
courses for at least 350 staff and volunteers a year; all personnel
responding to emergency exercises within one hour; responding to 95% of
community enquiries within 48 hours; at least one council representative
at Regional Civil Defence Emergency Management meetings. Increase:
number of qualified volunteers a year from 12 to at least 15 by 2016;
increase the number of school and community visits from 10 to 15 by 2016
for each type of visit. |
| Housing for Older Adults: No
change: 70% occupancy each year; 95% response within stated times, to
requests for service.Leisure: No change: 80% of targets set for
contractors such as YMCA, The Trusts Stadium, etc, are met each year;
100% of all funding arrangement contracts are in place each year.
Visitors to the Massey Leisure Centre are expected to increase to
220,000 per annum by 2016, while users of community houses, centres and
halls will remain at 550,000 per annum. |
| Libraries: No change: 200 items
acquired for community archive and 85% average active use of learning
centre computers and; 44,000 enquiries received and processed each year
at Waitakere Citizens Advice Bureaux. Increase: by 2016 - 1,500,000
visits to libraries and 100,000 library website visits; 2.47 books per
resident and 2,500,000 issues made. |
| Parks: No change: 95% of all
queries responded to within 48 hours; 150 open space clean-ups by
community; minimum of 100,000 eco-sourced native plants planted each
year. Increase by 2016: 34 reserve management plans completed; at least
3,500 residents engaged in Green Network projects; |
| Stormwater: No change: at least 90%
response to flood callouts within three hours (1-in-1-year events); 10
fish species and six bird species at monitored sites a year. Increase:
28% of urban areas have stormwater treatment |
| Transport and roads: Decrease:
there may be a possible decrease on the level of service for traffic
congestion arising from the effect of third party activities on travel
times on city roads. No change: 95% of requests for service are
responded to within 30 days; 100% of roads reopened after maintenance
within target time; 33% of the Accident Investigation Study completed
each year. Increase: public transport - 2,056 buses and 180 trains
operating in the city by 2009 and 3,221 buses and 312 trains by 2016. |
| Vehicle Testing Station: No change:
6,000-8,000 vehicles emissions – tested each year; 32,000 vehicles
tested. |
| Waste management: No Change: Solid
Waste - 95% removal of illegally dumped rubbish upon complaint; 300
enforcements against illegal dumpers; Cleaner Production – minimum of 60
new businesses adopting sustainable practices each year; Aftercare
(closed council landfills) – no breaches in compliance. Increase: 30,590
tonnes of bagged residential waste collected at curbside; 18,700 tonnes
of recyclable and re-useable materials collected each year; 6,600 tonnes
of green waste deposited for composting. |
| Wastewater: No change: 98% response
to overflows within two hours; 95% of blockages cleared within six hours
and; 98% response to health-related septic tank complaints within two
working days. Increase by 2016: Less than 12 overflows or blockages per
1,000 properties; reduce overflows to 25% each year. |
| Water Supply: No change: 100%
supply of A-grade water supply; adequate fire fighting flow and pressure
at hydrants 92% of the time; less than 12 major faults per 1,000
connections in network; 98% response to major faults within two hours;
98% restoration of supply within six hours of major fault; less than 75
litres lost per connection per day |
Key Issues for Consultation
While you are encouraged to make submissions on any aspect of the draft
LTCCP, the council has selected four areas that it believes are the key issues
for consultation.
Those four areas are summarised here: the
draft Waitakere City Transport
Strategy 2006 - 2016, Cycle-ways, a possible future targeted rate for the New
Lynn Transport Project and changes to the rating system.
Draft Waitakere City Transport Strategy
|
 |
The council has prepared a draft Waitakere City Transport
Strategy which covers the ten year period 2006 - 2016. This draft strategy
proposes three strategic options for transport in the city, by introducing
new programmes including bus priority measures, park and ride facilities,
cycleways and travel demand management measures.
|
| This strategy will guide the council’s
transport investment choices. A summary of many of these projects is covered
in a special transport issue of the Waitakere City News that has recently
been delivered to households. The draft Long Term Council Community Plan
2006 –2016 sets out the proposed programme to implement the strategy. The
council is seeking public feedback on the strategy.
The following option from the draft Waitakere City Transport Strategy
2006 - 2016 has been included in the draft Long Term Council Community Plan
2006 – 2016. This is:
Balanced road investment: travel choice
This option is the most closely aligned with the Auckland Regional Land
Transport Strategy 2005. New road connections would be made to generate new
businesses and to improve traffic flow in the network. Some arterial roads
would be widened to enable bus priority measures and traffic to flow. This
option aims to reduce congestion and to give people the choice to use
passenger transport. The net capital expenditure programme is expected to
cost $149 million over the duration of the Plan.
There are two other
options which are included in the draft Waitakere City Transport Strategy
2006 - 2016 for consideration.
Selected road investment: medium demand management approach
This option provides less investment in the arterial roads than
contemplated under the Regional Land Transport Strategy. Road investment
would include some new road connections. An existing lane on arterial roads
would be used for buses and high occupancy vehicles at peak times. This
option requires a shift to passenger transport in order for traffic to flow
on the road network. The net capital expenditure programme for this option
is expected to cost $125 million over the 10 year period ending 30 June
2016.
Minimal road investment: high demand management approach
This is a more accelerated approach to managing demand than that
contemplated in the Regional Land Transport Strategy. The aim is to reduce
the number of cars on the road. Current levels of traffic congestion would
continue in the long term. This option relies on a significant shift to
passenger transport. Road investment would be limited to new connections
which enable new businesses to be established rather than to make traffic
flow better. The net capital expenditure programme for this option is
expected to cost $91 million over the 10 year period ending 30 June 2016.
Submissions can be made on the draft Waitakere City Transport Strategy
alongside those on the draft Long Term Council Community Plan 2006–2016
using the process described on page 8.Submissions close on 19 May 2006.
The draft Waitakere City
Transport Strategy 2006-2016 will be available on 19 April.
|
Cycleways
|
|
In a compact city with increased residential densities,
more journeys will be local in nature and walking and cycling will be more
attractive as a transport choice than it is at present. |
| The council is committed to completion of the
Twin Streams walk/cycleways project, which is substantially funded by a
grant from Infrastructure Auckland. The council is planning to build
approximately 30% of the city’s cycle network over the next ten years. The
draft cycleways programme is
available from 19
April 2006.
The programme includes on-road cycleways and off-road walk/cycleways.
These have been prioritised because of their connection to town centres,
train stations, schools and leisure facilities. The programme does not
include a council-contribution to cycleways along the rail line or state
highways. A substantial increase in walking and cycling to work and to
school is expected as a result of implementing these projects. The net cost
to build these cycleways is approximately $8.3 million.
The council is seeking public feedback on the size of the programme and
the priorities of the cycle routes.
|
Targeted Rate for New Lynn Transport Project
|
|
The double tracking of the Western Railway Line is a
fundamental component of the council’s strategy to improve transport in the
city and to revitalise the New Lynn town centre. |
| The placement of the railway line below street
level will allow the town centre to grow and integrate a range of uses
across the corridor at ground level. The project also includes redevelopment
of bus facilities, additional road and pedestrian connections and some urban
redevelopment of properties near the railway corridor. This will also
improve the level of north-south access and allow pedestrians to get from
one side to the other more safely. This is a significant infrastructure
project which will require funding from a number of agencies outside of the
council. As part of the council’s strategy for funding it share of the
project, it was identified that a Targeted Rate could be explored.
The council is investigating the possibility, practicalities and benefits
of a Targeted Rate under Section 16 of the Local Government (Rating) Act
2002. This would be levied on business properties within an 800 metre radius
of the site for the proposed New Lynn transport project, as it is
anticipated that these businesses will receive a direct benefit from the
project.
A considerable amount of more detailed work is still required along with
further extensive consultation with the land owners and tenants of the
affected properties. Any targeted rate approved by the council would not
take effect until after July 1 2007
|
Changes to the Rating System
|
|
The council is recommending a change in its rating system
from calculating rates on the land value of properties to calculating rates
on their capital value. It is also recommending a change to the way
wastewater is charged. If adopted, both changes would apply from 1 July
2006.
|
| These changes will not increase the total
amount of rates that the council collects. The council can only collect the
amount it needs to fund its work programme for the year. The changes affect
how that amount is shared between properties. In general, properties with
an average level of development for the city will not be significantly
affected by capital value rating. Relatively undeveloped properties, should
have a reduction, while relatively highly developed properties should have
an increase in rates.
The change to the capital value system is being proposed because the land
value of a property is not seen as a good indicator of how a property uses
rates-funded council services. Capital value is considered to be a far
better indicator and therefore a more equitable basis on which to apportion
rates.
The change to wastewater charging is for a uniform annual charge for
residential properties that are connected to - or are able to be connected
to - the wastewater network. The business sector will continue to pay for
its wastewater usage as a targeted rate assessed against the value of the
property. It is further proposed that educational establishments pay for
their wastewater usage based on a pan charge. This change is seen as the
most equitable method that is permissible under the Local Government
(Rating) Act 2002. This Act does not permit charging by volume.
A letter will be sent to all ratepayers in April showing the indicative
rates that they will pay for the 2006/2007 year based on the proposed rating
system changes and incorporating that year’s rate requirement .
A table showing the indicative
rates payable for 2006/2007 by capital value, together with a
description of the proposed rating system is in
Volume 3 of the draft LTCCP. |
Summary of Policies for Consultation
Volume 4 contains the council’s draft policies that are being consulted on as
part of its draft Long Term Council Community Plan. These policies are:
- The Revenue and Financing Policy
- The Rates Remissions & Postponement Policy
- The Policy on Remission and Postponement of Rates on Maori land
- The Development Contributions and Financial Contributions Policy
- The Policy on Partnerships between the Local Authority and the Private
Sector
- The Liability Management and Investment Policy
- The Policy on Significance
The Revenue and Financing Policy
The Revenue and Financial Policy states the council’s policies in respect of
funding its operating and capital expenditure. It is based on the current policy
except that it is specific to those Activities detailed in Volume Two and
general for any other functions.
The Rates Remissions & Postponement Policy
The Rates Remissions & Postponement Policy details what rates remissions are
available and how rates can be postponed. There are changes to the postponement
of rates for farmland.
The Policy on Remission and Postponement of Rates on Maori land
This policy is a requirement of the Local Government Act 2002. This is
unchanged from the present policy.
The Development Contributions and Financial Contributions Policy
The Development Contributions and Financial Contributions Policy details what
contributions will be required from developers to fund growth related projects.
It is based on the current policy with additional sustainability rebates. But it
now reflects the new capital expenditure requirements in the draft Long Term
Council Community Plan 2006-2016.
The Policy on Partnerships between the Local Authority and the Private
Sector
The Policy on Partnerships between the Local Authority and the Private
Sectors states the policy in respect of the commitment of the local authority’s
resources to partnerships with the private sector. This is unchanged from the
present policy.
The Liability Management and Investment Policy
This policy combines the requirement for a liability management policy and an
investment policy. It is based on the current policy but the ratios have been
changed to reflect current market conditions.
The Policy on Significance
This policy is not part of the draft Long Term Council Community Plan as it
is a stand alone policy that is subject to a separate special consultative
procedure. This runs concurrently with that for the draft Long Term Council
Community Plan. The policy has been re-written to better explain the process
for determining significance, what needs to be considered and when it will be
invoked.
Key Financial Information
Rates funding for Activities & Functions 2006/2007
Note: For the following you will need to have 
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View the
graph of rates funding and
functions 2006/2007 (Size 349K)
The Council's Strategic Platforms and
Priorities
In the city’s first LTCCP (2003-2013), the council developed five Strategic
Priorities and nine Strategic Platforms to guide all its work programmes. The
Priorities are critical needs that must be taken into account in all council
work. The Platforms are made up of “bundles” of similar activities used to
develop different aspects of the city (Integrated Transport and Communication,
Strong Innovative Economy, etc). Each has a vision to be achieved over time.
These priorities and platforms are summarised here:
The five strategic priorities
The Council has confirmed that its five, unchanging, key priorities in developing the City, are:
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Treaty of Waitangi (Te Tiriti O Te Waitangi)
The Vision
People in the city are proud to uphold the Treaty of Waitangi.
Summary
This priority requires that the Treaty of Waitangi is upheld in all
council activities and planning.
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Sustainable Development
The Vision
Waitakere City development demonstrates ongoing progress towards a
sustainable society.
Summary
This priority requires that all major programmes demonstrate ongoing
social, economic, environ-mental and cultural benefit for current and
future communities. |
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Safe City
The Vision
Waitakere City -a safe place to be.
Summary
This priority requires that in addition to formal occupational health
and safety considerations, the general safety of the community is
integral to all of the council’s activities and planning and that the
council advocates for and supports safety initiatives with its planning
partners.
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Lifelong Learning
The Vision
A city where everyone can access affordable, flexible, creative and
inspirational learning and can participate in city life.
Summary
This priority requires that consideration is given to how programmes
support lifelong learning in the city. |
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First Call for Children
The Vision
A city where children and youth participate in the development of the
city; play and hang out safely; have good health care, education and
housing; are free from violence; develop their own cultural identity and
enjoy the city’s diversity; access integrated transport systems; enjoy
clean air, water and green spaces; are free from poverty.
Summary
This priority requires that consideration is given to the needs and
rights of children in all council activities, including planning, and
that the council advocates for and supports the prioritisation of the
wellbeing of children. |
The nine strategic platforms
Urban & Rural Villages
Nga kainga taone, tuawhenua
The Vision
town Centres are thriving places, providing exciting options for people to
live, work and play. Public facilities, places and spaces teem with people; the
streets are alive and busy.
Summary
This platform is about ensuring people have choices in housing, transport,
employment and recreation in their neighbourhoods and town centres. The
objective is to make the city a vibrant and enjoyable place to live, work and
play by creating attractive urban places that encourage growth and economic
development, with minimal environmental impacts.
Priorities
- Westgate – proposed new town centre development
- Hobsonville – redevelopment of airbase and village
- New Lynn and Henderson town centre redevelopment
- Improved youth facilities at Henderson
- Henderson Vineyards Business Campus development
- Re-development of the Glen Eden, Swanson and Ranui town centres
- Te Atatu Peninsula Community Centre redevelopment
Integrated Transport & Communication
Te Whakaurunga Waka. Te Whakawhiti korero
The Vision
public transport and communication systems provide fast, effective services
to the whole city. Transport systems are integrated, innovative and
environmentally responsible.
Summary
This platform is about developing an efficient communication and transport
system for information, goods, services and people that supports our growing
population. Improvements to the infrastructure, the services and our town
centres will provide accessible and attractive choices.
Priorities
- New Lynn town Centre – below-street-level railway and station
- Henderson town Centre - integrated road, rail and bus services
- Corridor improvements at Great North, Lincoln and Te Atatu Roads
- Westgate & Hobsonville – integrated solutions for road, bus, ferry,
walking and cycling
- Improved bus & train passenger services
- New cycleways
Strong Innovative Economy
He tupuranga kaha ihi wana
The Vision
Waitakere is a place of innovative economic activities, providing local,
quality work and development options for its people. Environmentally responsible
businesses are supported and flourishing.
Summary
This platform is about promoting local enterprise, jobs and economic growth
in high quality town centres designed for the task. It includes promoting
research and development; identification and development of business clusters
(organics, film etc); working with businesses to improve the environment;
increasing the city’s profile as a good place to do business; working with other
councils to develop the regional economy; maintaining our environmental
advantages; and providing the basis for sustainable economic growth
Priorities
- City marketing and attracting new business
- Economic Development Strategy implementation
- Enterprise Waitakere - support
- Cadetship project
Strong Communities
He iwi kaha
The Vision
People are active, informed healthy and content. They feel safe and there is
a strong sense of community. Our city is a great place for children. We enjoy
our diversity of lifestyles and people.
Summary
This platform addresses how we support the health and wellbeing of the city’s
residents.
- Strong communities that “connect” with (mix and understand) each other
- A safe and supportive environment for children
- Community safety and accessible health and support services
- Leisure facilities and services that people enjoy
- Library, education and information services that meet residents’ needs
- Access to appropriate housing.
Priorities
- Development of arts precinct at Corban Estate and Lopdell House
redevelopment (including building strengthening)
- Housing for older adults – retain & improve
- Civil Defence headquarters – new emergency centre
- Massey Library extension and Te Atatu Peninsula Library upgrade
including environs
- Safe Waitakere programme – including injury, alcohol & drug addiction
and crime prevention
- Wellbeing Collaboration Project – improved social wellbeing
- Westgate & Hobsonville – new areas and services
Active Democracy
He tikanga pai ki ta te iwi e hiahia ana
The Vision
People feel that they can make a difference. There are high levels of
community participation and respect for each other’s views.
Summary
This platform supports the involvement of citizens in the council’s
decision-making process, through education, removing barriers, developing
partnerships, improving information flows and supporting communities’ own ways
of interacting with the council.
Priorities
- Kiosk/information booth development
- Information Management - improving committee reporting
- Participating in democratic initiatives
- Civics Education programme
- Treaty of Waitangi framework
- Support for Pacific Islands Advisory Board, Waitakere Ethnic Board and
Te Taumata Runanga
Green Network
He tuituitanga kakariki
The Vision
The Waitakere Ranges will be permanently protected. There will be a network
of bush and trees, (the Green Network) from the Ranges, through town centres and
suburbs, to the coasts, bringing the natural world into people’s everyday lives
and filling the streams and forests with life.
Summary
This platform is about caring for natural areas. The city’s parks, bush and
streams form a “Green Network” that provides homes and “highways” for wildlife
and recreational areas for people. It also assists with managing and filtering
stormwater. Protection and enhancement is sought on both public and private
land, community involvement is encouraged, as is the protection of landscapes,
native plants, wildlife and ecosystems, while providing friendly green areas
throughout the city.
Priorities
- Waitakere Ranges Heritage Area Bill & action programme
- Titirangi Beach park development
- Keep Waitakere Beautiful - support
- Bethells Beach effluent treatment and water supply
- Project Twin Streams – improving wildlife habitats
- Karekare Beach toilet and effluent system
- Coastal structures ARC compliance
- Weeding and re-vegetation programme
Three Waters
Nga Wai e toru
The Vision
Waitakere takes an innovative approach to managing drinking water supply,
wastewater and stormwater together, under the heading of the three waters.
Summary
This platform is designed to ensure that services in all three areas are
efficient, reliable, of high quality and minimise impacts on the environment
over the long term. This will safeguard resources for future generations in line
with the principles of the Treaty of Waitangi.
Priorities
- Project Twin Streams – enhancing waterways
- Water supply, wastewater & stormwater system upgrades
- Rewarewa Stream restoration
- Babich Block Concept Plan Area - stormwater quality treatment
- Continuing Education initiatives
- Westgate & Hobsonville planning and design work
Sustainable Energy and Clean Air
He kaha motuhake He hau ora pai
The Vision
Waitakere City’s energy and emissions to air management demonstrates ongoing
progress towards a sustainable society.
Summary
This strategic platform will support work on:
- Policy, planning and advocacy
- Education and incentives
- Energy conservation efficiency and sustainable supply,
- Reduction of greenhouse gas emissions
- Cleaner Production in industry and schools.
Priorities
- Vehicle emissions testing
- Climate change initiatives
- Energy efficient projects for council buildings
Zero Waste
He whakakore otaota
The Vision
Waitakere’s Zero Waste strategy will produce a clean and attractive city that
increasingly turns its waste into resources.
Summary
Zero Waste does not mean that no rubbish will be produced. It means that we
will deal with it in such a way that to the greatest possible extent, it is
turned back into useful resources and not simply dumped in landfills. It works
on the principles of “reduce, re-use, recycle and recover” including combating
litter and illegal dumping. The council will continue to provide efficient, high
quality, collection services for recyclables and waste, as well as managing the
environmental and safety impacts of waste disposal. The council has a legal
obligation to produce a Waste Management Plan based on the hierarchy of “Reduce,
Reuse, Recycle, Recover and Residual Disposal”.
Priorities
- Aftercare - caring for closed landfills
- On-going waste reduction initiatives
- Continuing Education initiatives
Have Your Say
Copies of documents referred to in this issue are available from the council.
Submissions closed at 5pm on Friday 19 May 2006.
Visit the council during ordinary hours at the following:
Relevant documents are available online here:
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