ELECTED
MEMBERS
INTRODUCTION
YOUR GUIDE TO THE
ORGANISATION
WHAT YOU'LL FIND
INSIDE
What you'll Find Inside
3
Transport 30
Our strategic drivers
4
Three Waters
32
Our Vision
4
Stormwater 32
Our Community Outcomes
4
Wastewater
34
The Four Well-beings
5
Flood Protection / Land Drainage
36
Partnership with Māori
5
Water Supply
37
What we do
6
Corporate Group
38
Organisational activities
6
Finance 39
Chief Executive
6
Revenue 40
Operational structure
7
Information Services (ICT)
41
Corporate planning
8
Communications 43
People and Capability Group
12
Business Support
44
Community Group
14
Planning and Development Group 45
Customer Services
15
Health and Bylaws
46
Libraries 16
Building Control
48
Community Development
17
District Plan
49
Venues and Events
19
Resource Consents
50
Civil Defence
20
District Development
51
Infrastructure Group
21
Strategy and Democracy Group
53
Infrastructure Planning
23
Democracy and Assurance
54
Infrastructure Development
24
Māori Outcomes
55
Infrastructure Capital Programmes 25
Strategy Planning
57
Parks, Recreation and Solid Waste 26
Parks and Recreation
26
Solid Waste
28
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OUR STRATEGIC
DRIVERS
OUR VISION
An inclusive, resilient and sustainable District.
OUR COMMUNITY OUTCOMES
Everything Council does is guided by our four Community Outcomes – these are based on what our
community tells us is most important to them.
Efficient and resilient
core services
Caring for the environment
• it is easy and safe for everyone to travel
• communities work to keep the environment
around the District
clean and healthy
• there are opportunities to walk and cycle • access to the coast is protected
• the District is well prepared for growth
• open spaces in parks and streets are places
and can adapt to change
where nature thrives
• services are supplied in ways that benefit • the District is positively adapting to climate
the environment.
change.
Positive about the future
Proud to be local
• the District has productive land, people
• the District is neat, tidy and looks attractive
and a thriving City Centre
• public areas feel and are safe
• there is a fair urban/rural balance
• there is always something to do and see
• Council has clear, simple documents and • there are opportunities for people of all
rules
abilities, ages and life stages to be active
• the District embraces new technology and • all of our cultures are valued and
opportunities.
celebrated.
4
THE FOUR WELL-BEINGS
The four well-beings are outlined within the Local Government Act 2002. It sets out that as a
council we play a broad role in promoting social, economic, environmental and cultural well-
being of our communities. Each well-being is described below.
Social well-being
Environmental well-being
Involves individuals, their families, whānau,
Considers whether the natural environment
hapū, iwi, and a range of communities
can sustainably support the activities that
being able to set goals and achieve them,
constitute healthy community life, such as
such as education, health, the strength
air quality, fresh water, uncontaminated
of community networks, financial and
land, and control of pollution.
personal security, equity of opportunity,
and rights and freedoms.
Economic well-being
Cultural well-being
Looks at whether the economy can
Looks at the shared beliefs, values,
generate the employment and wealth
customs, behaviours and identities
necessary to provide many of the
reflected through language, stories, visual
requirements that make for social well-
and performing arts, ceremonies and
being, such as health, financial security,
heritage that make up our communities.
and equity of opportunity.
PARTNERSHIP WITH MĀORI
Whangārei District Council is working towards
its vision of enabling Māori participation in
decision making. In 2020 the Te Kārearea Strategic
Partnership Forum Standing Committee was
established after many years of work by hapū and
Council. Council also voted to establish a Māori ward
for the 2022 and 2025 triennial Local Government
elections. Partnership with Māori helps us deliver all
our collective aspirations for Whangārei – working
closely together on decision making, early project
planning and programme delivery.
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WHAT
WE DO
ORGANISATIONAL ACTIVITIES
The operations of Council are split into six groups.
People and Capability
Community
Infrastructure – including Transport delivered by the Northland
Transportation Alliance
Corporate
Planning and Development
Strategy and Democracy
Each of these groups contains functions that align to the Activities of Council as specified in
our Long Term and Annual Plans.
This document is intended to provide an overview of the
operational aspects of Council.
CHIEF EXECUTIVE
The Chief Executive is Simon Weston.
The Council appoints the Chief Executive, and then
the Chief Executive is responsible for appointment
of all staff who manage the operational activities of
the organisation.
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OPERATIONAL STRUCTURE
CHIEF EXECUTIVE
Simon Weston
PEOPLE AND CAPABILITY
General Manager
• People and Capability • Health and Safety
Jenny Antunovich
COMMUNITY
• Civil Defence
• Community
Development
General Manager
• Customer Services
• Venues and Events
Victoria Harwood
• Libraries
Whangārei
• Infrastructure
• Waste and Drainage
Development
• Water Services
• Infrastructure
INFRASTRUCTURE
• Transportation
Planning
- service provided via
Jim Sephton
• Infrastructure Capital
Northland Transportation
Programme
Alliance, General
• Parks and Recreation
Manager, Calvin Thomas
CORPORATE
• Business Support
• Revenue
General Manager
• Communications
• ICT
Alan Adcock (CFO)
• Finance
PLANNING AND
• Building Control
• Health and Bylaws
DEVELOPMENT
• District Development
• RMA Consents
General Manager
• District Plan
Dominic Kula
STRATEGY AND
• Democracy and
• Māori Relationships
DEMOCRACY
Assurance
Kaitakawaenga
General Manager
• Strategy
Māori
Aaron Taikato
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CORPORATE PLANNING
Community
Long Term Plan
Outcomes
(LTP)
Knowing the environment
Reviewed every
in which people live.
three years.
Knowing what the
Lets you know what
community and
Council is doing
people want.
The
and why.
Planning
Cycle
Annual Plan
Annual Report
Produced every
Produced every year.
non-LTP year.
Lets you know whether
Lets you know how Council’s
Council did what it
work is going to be paid
said it would do.
for each year, and any
variances from
the LTP.
The Long Term Plan
The Local Government Act 2002 (LGA) requires every council to
produce a Long Term Plan (LTP).
The LTP outlines our activities and priorities for the next ten years,
providing a long-term focus for decision-making. It explains how we
will raise funding and what that funding will be spent on.
VOLUME
ONE
Under the LGA, LTPs must be reviewed every three years with full
consultation with the public each time.
The LTP incorporates a ten-year Financial Strategy and thirty-year
Infrastructure Strategy, supplemented by defined service levels for
each ‘activity’ Council delivers. These three elements are effectively the
foundation for other parts of the plan, for example, capital projects,
and funding requirements.
The current 2021-31 LTP is due for review in 2024.
VOLUME
TWO
The Long Term Plan is the most important opportunity for the public to
influence Council’s funding priorities.
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Annual Plan
Councils prepare an Annual Plan every year (except the year the Long
ANNUAL
Term Plan is adopted). This means the next Annual Plan for the 2023-24
PLAN
year (1 July 2023 to 30 June 2024) will be the last one before the new LTP.
The Annual Plan sets out what Council plans to do in the next 12 months
to move towards achieving the goals that were set in the Long Term Plan.
These plans are adopted before the start of the financial year in July.
Each year Council needs to decide whether to formally consult with the public on the full
Annual Plan, or whether to only consult on Council’s Fees and Charges (as required by the
Local Government Act). Full formal consultation is required when the Annual Plan differs
significantly to what was set out in the Long Term Plan.
Annual Report
Our Annual Report is effectively our ‘report card’ or the way in which we
are accountable to the community. We produce one every year, looking
ANNUAL
back on the financial year that has just finished. It sets out what we have
REPORT
done in that year, why these things were done, how well we did them,
what they cost and how they were paid for. It shows our overall financial
position and performance. The Annual Report for 2021-22 has not yet
been adopted and will be adopted by the new Council before the end of
the Calendar year.
Financial Prudence Benchmarks
The Long Term Plan, Annual Plan and Annual Report all include a series of government-
prescribed benchmarks relating to income versus expenditure, rates, debt, cashflow and
assets. Results are shown over several years for each benchmark.
Funding
Council’s funding comes from a range of sources. Every three years Council must review its
Revenue and Financing Policy which identifies the most appropriate source of funding for
all our activities. A summary of the main sources of funding are outlined below, with further
detail in the 2021-31 LTP.
FUNDING SOURCES FOR OPERATING EXPENSES
General rates are used to fund those services where there is a benefit to the whole
community (public benefit) or where there is no practical method for charging individual
users. General rates fund a range of activities which are used by individual ratepayers to
varying extents.
Rates are regarded as a tax, as there is no direct link between the activity or service provided
and the individual ratepayer.
To maintain as simple rating as possible this council currently uses general rates to fund a
broad range of activities, rather than a number of targeted rates. This makes it easier for
ratepayers to understand how they are being rated and it is more cost effective to administer.
General rates are currently assessed based on a property’s land value and as a uniform
annual general charge.
9
Value-based general rates are assessed on land value and are differentiated by the category
of land use or land zoning. The rating categories to be applied are:
• residential, including remissions for high value properties
• rural
• multi-unit
• commercial and industrial
• miscellaneous
A uniform annual general charge (UAGC) is applied to each separately used or inhabited part
of each rating unit (SUIP). The UAGC is to be assessed by Council annually and set at a level
considered to be reasonable. The UAGC is used to fund the same activities as the general rate
and ensures every ratepayer contributes a base level of rates irrespective of property value or
services used.
Targeted rates are used where an activity benefits an easily identifiable group of ratepayers
and where it is appropriate that only this group be targeted to pay for some or all of a
particular service. The funds collected are used for the purpose for which they are rated.
Targeted rates are only used where Council considers it is an appropriate mechanism to
fund that activity or where Council wishes to make clear the purpose for which the rate
is collected. The revenue collected in any one year may result in a surplus, which is used
to repay debt or to fund capital expenditure in future. A reserve is maintained to ensure
any surplus or deficit is separately identified. This ensures targeted rates are used for the
purpose in which they are collected.
User fees and charges are used where the beneficiaries can be identified and charged. They
include consent fees, regulatory charges, parking revenue, licence fees, sales of goods, hire
fees and service charges. When setting fees and charges, Council will consider any indirect
benefit to the community, the distribution of those benefits and ability to pay. Some fees may
be limited by legislation, meaning full recovery of costs is not possible.
Grants, subsidies and other income apply to some activities when income from external
agencies is received to support that activity. Some items are unexpected and therefore
unbudgeted (eg insurance proceeds, legal settlements, other reimbursements). Each
year Council receives funding from Waka Kotahi as part of the overall roading programme
for the city’s roading infrastructure. Operational subsidies fund maintenance of roading
infrastructure. Council recognises the funding as income in accordance with GAAP. Council
expects to continue to receive substantial subsidies for road maintenance from government
or its agencies. In the event that the availability of external funding is reduced, Council would
consider alternative funding sources, and/or review it’s maintenance programme. Refer to
Council’s Financial Strategy for further information.
Borrowing is not generally used to fund operating expenses, but is used to smooth the inter-
generational benefits of the capital expenditure programme. Council may use borrowing
to give a capital grant to a community organisation to fund a community facility, or for
addressing unexpected external events such as storm damage, pandemics, and changes in
the availability of external funding (see below).
10
Enforcement fees are charged where possible. They are used to promote compliance rather
than to raise revenue and may not recover the full cost depending on the level of compliance
and the extent to which charges are limited by statute or the court. Any excess income from
enforcement fees is used to reduce the requirement from general revenue and is used to fund
activities in the same way that rates do.
FUNDING SOURCES FOR CAPITAL EXPENDITURE
General rates are primarily used to fund our everyday operating expenses, including
depreciation and interest costs on debt, however general rates may be used to fund a
portion of capital expenditure when it is considered appropriate to do so. This will be
balanced against affordability for current ratepayers and the current and future needs of the
community.
Targeted rates are used to fund operating expenditure but can be used to fund a particular
capital project benefiting a discrete and identifiable group of beneficiary ratepayers.
Borrowing is an appropriate funding mechanism to enable the effect of peaks and troughs in
capital expenditure to be smoothed and to ensure the costs of major developments are borne
by those who ultimately benefit from the expenditure. It is not appropriate or sustainable for
all capital expenditure to be funded from borrowings. In periods of low capital expenditure,
borrowing will be reduced.
Proceeds from property sales will be invested in the property reinvestment reserve and
the funds may be used to purchase other commercial properties in future. Any funds in the
reserve may be used to fund capital expenditure in other activities, via internal borrowing, to
smooth Council’s overall cashflow requirements.
Depreciation is an indirect source of funding as depreciation reserves are not created.
However, rates are set at a level that offsets the calculated non-cash depreciation cost.
Operating surpluses (where available) are then used to fund renewal capital expenditure.
Development contributions are used to fund the growth component of capital expenditure.
The growth in our District drives a portion of our capital work requirement to maintain Levels
of Service to a larger community. As the costs of growth are driven by development, Council
considers it equitable that a development should contribute to the costs that are being
imposed.
Council has a development contributions policy which sets out the level of contributions
required to fund infrastructure requirements.
Grants and subsidies are used when they are available. Waka Kotahi provide capital
subsidies (accounted for as operating revenue) to fund agreed roading capital projects. This
funding source also includes other contributions for various capital projects.
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PEOPLE AND
CAPABILITY
GROUP
The People and Capability Group Manager is
Jenny Antunovich
What we do
People and Capability works across the whole organisation
building strategies and processes, supporting and growing our
people, developing capability and fostering a work environment where people can be
their best.
Our areas of focus include:
• health and safety
• well-being
• payroll
• organisation development
• recruitment
• learning and development
• coaching
• scholarships and cadetships
Key assets
Our people are one of our biggest assets. We have 395 staff who have a wealth of experience
and knowledge in all aspects of our operational business, including specialist knowledge of
Local Government legislation and our obligations to our District.
12
Each member of the Council whānau is committed to provide excellent customer service
within our tikanga:
WHANAUNGATANGA
Whanaungatanga means fostering relationships and a sense of connection. We build on
relationships established through shared experiences and working together. We get to know
each other and take time to greet each other. We create opportunities to build relationships
and share knowledge with a diverse range of people. We value the people around us and
their unique contribution to the organisation.
MANAAKITANGA
Manaakitanga means showing respect and care for others, hospitality, kindness and support.
By showing manaaki we lift the mana (prestige) of all involved. We are part of the community
and care about outcomes for external and internal customers. Our interactions with
customers will respect and support their needs.
KOTAHITANGA
Kotahitanga means unity, solidarity, togetherness and collective action. We have one shared
direction and we all work together towards achieving it. We will stop doing anything that
strays us from the agreed path to success. Our processes lead us to unified outcomes for our
customers, and we speak as one voice.
ATAWHAITANGA
Atawhaitanga means protection, stewardship, trust, and a responsibility for longterm
outcomes. We deliver our responsibilities in the management and sustainability of our
District in a trustworthy way. We collaborate and establish partnerships that enhance our
role in the social, environmental, economic and cultural well-being of our communities.
Key issues for the next three years
CHANGE, CHANGE, CHANGE
With Three Waters, Resource Management Act and Local Government change anticipated
over the next three years we will have a significant focus on supporting our people through
this, ensuring everyone is kept informed and engaged as things shift and transform.
ATTRACTION AND RETENTION OF GOOD PEOPLE
We are competing for people in a very competitive employment market. Attracting people
from outside our District is becoming more challenging with the pressure on our services and
facilities (e.g. rental accommodation). If we want to deliver to our community as we plan to,
we will need more skilled people.
COST OF LIVING AND THE IMPACT THAT WILL HAVE ON RISING COSTS
This includes salaries, products and services.
DEVELOPING OUR INFORMATION SYSTEMS
Many of our processes are not automated. This means that people do not have easy access to
information and reporting is time consuming.
HEALTH AND SAFETY RISKS
Continuing to reduce health and safety risk in high-risk tasks.
13
COMMUNITY
GROUP
The Community Group Manager is Victoria Harwood. She starts with Council on
16 November 2022.
The group consists of the functions of Council that engage most closely with our
communities. This includes the following departments:
• Customer Services (including I-site and Claphams Clocks)
• Libraries
• Community Development (including pensioner housing)
• Venues and Events
• Civil Defence
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CUSTOMER SERVICES
The manager is Lesley Ashcroft
What we do
Customer Services ensure that the community
has access to Council’s activities and information
about our District, through our service centres,
contact centre and visitor information centre,
which provide a ‘first point of contact’ service.
This department is our interface with our customers
and visitors and is where transactions take place,
questions are received and requests for service logged to
the appropriate area of Council for action.
The Property Assessment team also belong in this department, with their role being
responsible for providing PIM/PA and LIM reports.
Claphams National Clock Museum is part of the Customer Services Department.
Key assets
Customer Services look after the following key assets on behalf of Council:
• Claphams National Clock Museum collection
• i-SITE – Tarewa Park
• Ruakākā Service Centre
Key issues for the next three years
• Adapt our service delivery model to ensure that the needs of our community are met
post-pandemic.
• Use emerging technology to provide information and better enable engagement with our
different communities.
• Support our teams across Council to increase efficient and effective request
management systems.
• Review our LIM and PIM content and business process to mitigate risk.
• Plan and deliver services for post pandemic tourism activity and introduction of cruise
ships to our District.
• Find ways to continue to provide services to those in the community struggling with mental
health issues, whilst keeping our team safe.
15
LIBRARIES
The manager is Paula Urlich
What we do
The Libraries Department’s guiding principle
and overarching objective for management of
the libraries’ activity is: to provide information,
education, recreation services and resources,
which are accessible and conveniently located, to
the people of the Whangārei District by:
• space for all – to provide safe, welcoming and
accessible multi-purpose spaces for a wide range of
community activities
• social connection – to contribute towards feeling of well-being and resilience by being part
of connecting with and enabling positive relationships within the larger community
• information access – to provide easy, free and equitable access to relevant collections and
databases while keeping pace with the rapid growth in eContent and digital media.
Key assets
Our libraries and our collection are the assets managed by the Libraries Department. We
have our wonderful Central Library on Rust Avenue in Whangārei and three branch libraries
one each at Kamo, Onerahi and Tikipunga.
The department runs the Mobile Library bus which travels around the District on a regular
route to provide library services to those in our more rural locations but also those living
within suburban Whangārei. The Mobile Library also delivers services to kindergartens,
kohanga reo, primary schools and rest homes throughout the District. We also administer
Council grants and offer support to the District’s eight community libraries.
Within our library across all locations we have a collection of 221,687 items including a large
collection of historic text in our Northland Room located in the Central Library.
Key issues for the next three years
COVID-19 has had a significant impact on service delivery, so recovering from that is one
of the main challenges for our department. This, and community engagement, are at the
forefront of our minds when looking to the future.
We are constantly looking to ensure that our IT services, and systems are upgraded and
appropriate for our customers and at the same time need to consider our staff issues as we
are looking to ensure good succession planning for the department, including recruiting
good staff.
16
COMMUNITY DEVELOPMENT
The manager role is currently vacant
What we do
Community Development exists to help enhance and strengthen our communities rather
than simply providing 'services' to the community as in historic local government and
Council models.
Council adopted a 'Community Development framework' in 2017 that seeks to support
communities to work collectively to make positive impacts on the issues, needs and
aspirations which they have identified are important to their community. The CD team walk
alongside them.
This is achieved through various initiatives including:
• community-led development programmes
• grants and community funding
• crime reduction and community safety programmes such as CitySafe
• support for our Positive Ageing, Disability and Youth Advisory Groups.
Our department includes:
• Community Development Advisors who promote community engagement and community
action to achieve Council’s strategic outcomes with the community through collaborative
relationships, capacity building, advice and liaison
• Community Funding Coordinator who promotes community engagement, coordination and
operation of Council’s community grants in accordance with Council Grants, Concessions
and Loans Policy and to seek and support external funding opportunities. This role
administers Council's community funding of circa $3 million across different ‘funds’.
• Community Property Advisor who provides customer liaison and community property
advice for community-owned buildings including lease negotiation and oversight of
asset management.
• Community Safety Officer who supports Council’s role in community safety by building and
maintaining key relationships with community safety groups and contractors, delivering
on contracts and action plans and increasing the perception and actuality of safety across
the District. This role works with contractors such as CitySafe and Summer Safe car park
ambassadors. They also look at CCTV procurement and monitoring.
17
Key assets
Community Development manage key community assets including:
• Pensioner housing – asset maintenance and contract supervision (Tenancy management
contract)
• Community properties – community buildings and Council-owned community halls, asset
maintenance and tenancy management (leases and licenses)
• Community organisations on Parks and Recreation land – supporting the Infrastructure
Group with administration of leases and licenses for community organisations on Parks and
Recreation land
• Residential property for future use – supporting the Infrastructure Group with asset
maintenance and tenancy management.
Key issues for the next three years
• Translating the new overarching Housing Strategy into tactical pensioner housing
development on the ground.
• Community safety challenges exacerbated by the increase in social angst and anti-social
behavior being seen around the District.
• Threat of inertia to Council outcomes if resources, including staff, are under resourced,
particularly given anticipated local government reforms outcomes around social impact.
The next three years should focus on expansion of Community Development Model through
Community Embedded Coordinators (CEC) and increased community funding to enhance
community capacity and capability
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VENUES AND EVENTS
The manager is Bea Mossop
What we do
Venues and Events Whangārei, as part of Council,
manages, operates and promotes Forum North
Entertainment Centre while managing a portfolio
of community and major events for the District.
Within our cities Event Strategy we want to redefine
what ‘events’ mean in Whangārei, placing ‘local
experiences’ at the centre of our event development
to better connect people to our place and amplifying the
value of being and living local.
Key assets
Our asset is the Forum North Entertainment Centre, located in the heart of the City Centre, it
is home to Capitaine Bougainville Theatre and Te Kotahitanga Expo hall, hosting many local
and touring performances, conferences and events.
Key Issues for next three years
• Whangārei has a siloed event sector lacking in a shared vision and strategy to support and
uplift our communities wairua. This creates an opportunity to build a shared framework
that helps community events achieve broader impact and focuses on value add events
that grow community capability, with a vision and strategy to support and strengthen arts,
culture and creativity in the region.
• Whangārei's Forum North Venue has extended its expectancy life and is limited in catering
for the growing events and conference market. This is an opportunity to develop a new
theatre and conference centre for Whangārei. Why we should invest in this city is simple;
the arts contribute to New Zealand's economic, cultural and social well-being.
We know and have proof that the arts:
And the arts:
• contribute to the economy
• rejuvenate cities
• improve educational outcomes
• support democracy
• create a more highly skilled workforce
• create social inclusion
• improve health outcomes
• are important to the lives of
• improve personal well-being
New Zealanders.
Whangārei’s urban centre is split between the City Centre and Town Basin. The Waterfront to
City Centre Project provides an opportunity to build the city through James and Johns Street
to connect both precincts
Whangārei lacks high-end accommodation to cater to tourism, large conferences and
major events.
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CIVIL DEFENCE
What we do
Civil Defence activities in the Whangārei District are delivered by two full time (FTE)
Emergency Management Specialists who operate under the Northland Civil Defence
Emergency Management (CDEM) Group based out of the Northland Regional Council (NRC);
the NRC being the administrating authority for the Group per Service Level Agreement
arrangements.
The key priorities of the Whangārei Emergency Management Specialists are to build resilience
and partnerships, improve capability and capacity to respond to emergencies, improve
community readiness and support reduction activities. This is being delivered through
community engagement and education, Community Response Group support and planning,
development and nurturing of iwi partnerships and support with Marae Preparedness
Planning, capacity and capability building for Council staff to effectively support emergency
responses, maintaining Council Emergency Operations Centre capability; as well as ongoing
risk reduction initiatives – such as guidance and advice for Council to consider hazard risk
reduction in their planning, policies, standards, consents, infrastructure and developments.
Key assets
The Northland Tsunami Siren Network is made up of 205 sirens, 121 of these being in the
Whangārei District. As these sirens are nearing the end of life, a project is underway to
replace the network with new tsunami warning sirens which have greater reach and greater
redundancies – such as backup solar power and voice messaging functionality.
Key issues for the next three years
REPLACEMENT OF THE TSUNAMI SIREN NETWORK
The $5 million project is being funded by the region’s four councils as agreed through Long
Term Plan processes. The project is being coordinated by Northland CDEM and is expected to
take place over the next three to five years – starting early 2023.
THE CONSTRUCTION OF A MULTI-AGENCY EMERGENCY COORDINATION CENTRE ON
BANK STREET
The majority of funding for this project has been confirmed, with a remaining $1 million
being sought.
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INFRASTRUCTURE
GROUP
The Infrastructure Group Manager is
Jim Sephton.
The group consists of the functions of Council that
provides the key infrastructure services across the
District. This includes the following departments:
• Infrastructure Planning
• Infrastructure Capital Programmes
• Infrastructure Development
• Parks, Recreation and Solid Waste
• Transportation (delivered via the Northland Transportation Alliance)
• Waste and Drainage (including Laboratory)
• Water Supply
Key Infrastructure Issues
TE TIRITI
We have a desire to work more collaboratively with iwi/hapū in all levels of decision-making,
planning and delivery. However, we need to increase our capacity and hapū capacity to do
this effectively.
DELIVERING THE CAPITAL PROGRAMME
A paper was presented to Council on 22 September 2022 that set out the challenges of
delivering the Capital Programme and how we could respond to this challenge.
Key Issues include:
• look at delivery across the three-year programme not just annually
• develop a more efficient approach to renewals
• more collaborative approach to design and construction of programmes
• increasing the capacity and capability of the team including engagement with community
and hapū
• resourcing a Project Management Office and formalizing gateway approvals
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REFORM
The role of Infrastructure within Council is changing through the likely establishment of
the Water Service Entity and changes as a result of RMA and Future for Local Government
Reform. Throughout this change we need to provide our people and our communities with
confidence and not drop the ball in terms of the services we have.
There is an opportunity to be a leader in the Infrastructure space and demonstrate what good
can look like in the future. We, Local Government, still need to provide the direction in terms
of the infrastructure needed to enable growth and achieve community and Māori outcomes.
• 90% of infrastructure is built through developments and we will continue to be
the interface with our development partners and need the right skills to enable
good quality infrastucture.
• Our community infrastructure (parks and recreation) is increasingly focused on coastal and
marine which will only become more important as we respond to climate adaptation.
• Te Mana o Te Wai (established through the Freshwater National Policy Statement) has far
reaching consequences across all infrastructure and the investment required across all
three waters will be significant
The potential establishment of a Water Service Entity is a specific issue in Three Waters.
GROWING CAPACITY AND CAPABILITY
The challenges described in the people and capability section are particularly in focus in
the infrastructure space. There is a global war on talent and we need to be able to offer
something which is compelling for our current and future workforce.
The changes of reform will cause some of our people distress and we need to support
them through this period of change. But change also brings opportunity. If we can create
a strong value proposition then we will be able to attract and retain the talent that our
community needs.
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INFRASTRUCTURE PLANNING
The manager is Sarah Irwin.
What we do
Infrastructure Planning is a cross-department
team that:
• provides coordination and direction for
long-term infrastructure planning and asset
management planning
• develops the Infrastructure Strategy to provide
a long-term coordinated approach to the future
development of Whangārei District by ensuring our
infrastructure will meet future needs.
• develops asset management plans in conjunction with the asset owners: Water,
Wastewater, Stormwater, Flood protection schemes, Parks and Recreation and Solid
waste.
• develops the Development Contributions Policy and administer the development
contributions process.
• provides Resource Management Act (RMA) consenting and advice for projects and
activities across the wider Infrastructure Group.
Key issues for the next three years
In the middle of Government Reform (Three Waters, RMA and Future for Local Government)
we need to develop an integrated Infrastructure Strategy (bringing all asset owners together)
so that we enable community outcomes at place with asset improvements (including Three
Waters) aligned. There is an expectation of a regional strategic focus for development and
resilience planning
Our strategy will include climate change adaptation planning and implementation.
Particularly noting the immediate threat to our City Centre and the need to protect
investment and support well-being of our urban community
Protection of the future airport is a key project which will recognise the consequential land
use changes and associated infrastructure investment
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INFRASTRUCTURE DEVELOPMENT
The manager is Alison Thompson
What we do
Infrastructure Development enables good quality
development and provides support services to the
wider Infrastructure Group as well as the Resource
and Building Consent Departments.
• The development engineers are the gatekeepers
to ensure quality assets are vested to Council on
completion of developments within the District.
• Engineering Standards updated – annually
• Provide contract administrative support to the Infrastructure Group
including NTA, ISO audits, process applications for public utility connections and vehicle
crossings
• The Asset Data Team capture data on assets (as-builts) and manage the asset data system.
Capitalisation of assets from capital spend.
• Valuation of assets – typically every three years
Key issues for the next three years
Providing a customer-focused approach to development in Whangārei – building better
relationships with internal and external parties and being positioned as the connector with
other infrastructure providers.
Resourcing development engineers to meet the demand and build capability – currently
using consultants to assist with demand.
Supporting the asset data system upgrade – more resource required to run new system
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INFRASTRUCTURE CAPITAL
PROGRAMMES
The manager is Shelley Wharton.
What we do
The Infrastructure Capital Programme Department
provides portfolio, programme and project
management services to the whole organisation.
This includes project management office services,
such as frameworks, templates, governance of
programmes and projects.
The team are knowledge-holders with a wealth of
procurement and contracts expertise, such as contract-
management, health and safety (construction sites), and landscape architecture services.
As part of the infrastructure programme management we are dedicated to ensuring
appropriate and timely stakeholder engagement and communications.
The team work across the organization to ensure delivery of major projects (high value,
high risk, high complexity, design-led, multi-disciplinary) excluding those delivered by the
Northland Transportation Alliance.
Key programmes and projects
Current programs and projects across the District include:
• Sense of Place programmes - Pohe Island Masterplan | Blue Green Network | City Centre
Revitalisation | Waterfront to City Centre Connection Project
• Externally funded projects including MBIE (Tourism Infrastructure Fund) and DIA
• Poroti Water Treatment Plant teloject – $30 million
• Whangārei Wastewater Treatment Plant augmentation and administration building
• Northland Events Centre roof replacement
Key issues for the next three years
This department is leading the development and delivery of the programme for Better Off
Funding tranches 1 and 2 – additional work for establishment, delivery and reporting.
Critical risks to organisation identified due to resourcing levels and absence of a project
management system including portfolio reporting of risks and issues.
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PARKS, RECREATION AND SOLID WASTE
This Department includes Parks and Recreation which includes coastal and marine activities.
It also includes Solid Waste
PARKS AND RECREATION
The manager is Sue Hodge
What we do
We provide a variety of places and spaces that
contribute to the attractiveness and vibrancy of
our District. These parks and reserves support
our health and well-being through play, sport and
active and passive recreation. We administer 2,123
hectares of land as open space. This includes:
• sports parks, playgrounds and skateparks
• wharves, jetties, boat ramps and sea
protection structures
• walking tracks and natural areas such as native bush, river and coastal margins and
regenerating bushlands
• city parks, gardens, street trees and public art
• cemetery services including burials, cremation, memorials, and eco-burials
• Botanica Whangārei, Fernery Conservatory
• public toilets, litter control and graffiti removal
• City Centre and Town Basin cleaning.
We provide operating grants to:
• Kensington Stadium and Whangārei Aquatic Centre (via Sport Northland)
• Friends of Matakohe Limestone Island, Pukenui Western Hills Trust, Quarry Gardens Trust
and Whangārei Heads Landcare group
Key assets
• 312ha sports field land currently providing 95 full sized sports fields
• 45 playgrounds and 7 skateparks
• 55km maintained tracks and walkways
• 8.7km of seawalls provide protection to infrastructure, 31 formed beach accesses,
16 wharves and jetties.
• 19,000 maintained street trees
• 8 maintained cemeteries with Maunu the largest at 36ha
• 71 public toilets
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Key issues for the next three years
ADAPTION TO CLIMATE CHANGE
The impact of extreme weather events such as damage to tracks and walkways and erosion
of our foreshore will impact on the ability of the community to access these facilities. We
are facing increasing demands from the community to protect both public and private
assets along the coastline. Council’s coastal erosion protection policy limits intervention
to protecting lifeline assets or where there is significant public benefit. Responding to all
demands is not financially sustainable and we are yet to set adaption priorities across
the District.
We have engaged a Programme Manager – Climate Change adaption to co-ordinate Council’s
response to climate change, including risk assessments and community adaption planning.
However, this programme is in its infancy. In the meantime, the Parks department, with
responsibility for coastal reserves are receiving these requests.
Water shortages and temperature rise will impact on the ability to provide attractive and
vibrant parks and recreational spaces. Temperature rise will bring new grass diseases and
there is already a heightened opposition to chemical spraying. The 2020 drought required
re-sowing of sports fields, loss of annual gardens and plantings at a significant cost.
Disruption from extreme weather, water shortages for ground preparation and heat stressed
participants may see the rising demand for all-weather and indoor facilities.
RESPONDING TO A GROWING AND CHANGING POPULATION
We plan to support our smaller communities as they lead the development of expanded
recreational facilities to meet their growing needs e.g., Parua Bay, Ruakākā and Hikurangi.
The 2022 Indoor and Outdoor Court Strategy identified a shortage of 6-8 indoor courts in the
city. Over the next three years we will develop the feasibility study and business case for a
new indoor facility. Funding will be considered as part of the next LTP.
We are continuing to deliver sportsfield improvements to increase the capacity of fields with
drainage and lighting as well as securing a new green fields site to meet our identified future
demand.
It is expected that domestic tourism will continue to result in a high demand for toilet
facilities in coastal locations particularly at popular beaches. Restrictions on the availability
of water supply and suitable land for disposal fields are two significant barriers to the
development of improved facilities at many locations.
We plan to build a new cemetery in Ruakākā to meet growing population in the south of the
District.
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SOLID WASTE
The Solid Waste Engineer is David Lindsay
What we do
Our aim is to provide Whangārei District with
efficient, effective and safe solid waste services
which reduce the quantity of waste generated and
discarded, protect public health and protect the
environment.
Council’s responsibilities for solid waste management
stem mainly from the Waste Minimisation Act 2008.
The District’s Waste Management and Minimisation Plan
was adopted by Council in 2017 and must be reviewed in 2023.
Currently the vision statement in the plan is:
“To deliver community benefits and work towards zero waste to landfill. Whangārei
businesses and households will be provided with efficient and effective waste minimisation
and management services that recognise waste as a resource.”
Council delivers, via a contract, waste minimisation lessons to school children and supports
schools’ and events’ waste minimisation programmes.
Weekly kerbside collection of rubbish and recycling, or in some rural areas at the nearest
intersection with a road on the collection route. Rubbish is collected in bags and crates are
provided for recyclables. Commercial operators offer wheelie bin rubbish collection and
greenwaste collection services.
Key assets
• Five closed landfills the largest being Pohe Island
• Seven rural rubbish and recycling stations
NORTHLAND REGIONAL LANDFILL LIMITED PARTNERSHIP
The services provided by the Council Controlled Trading Organisation known as Northland
Regional Landfill Limited Partnership (NRLLP), a 50:50 venture between Council and its
private sector partner Northland Waste Limited include:
• Re:Sort resource recovery park, located in Kioreroa Road
• Puwera Landfill, the region’s only municipal solid waste landfill located south of
Whangārei.
NRLLP is not involved in waste collection activities on behalf of Council (which is done under
a separate contract with Northland Waste). Their focus is waste diversion, recycling and
disposal of waste delivered to them.
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NRLLP was formed as the volume of waste Council was directly responsible for disposing of
was not of enough scale to be economically viable without ratepayer subsidy.
Key issues for the next three years
Review of the Waste Management and Minimisation Plan is to be completed in 2023. The
Plan is intended to be the guiding document for Council to promote and achieve effective
and efficient waste management and minimisation within our District. The review process
involves public consultation.
Legislative and Market Change
At a national level the Ministry for Environment has begun a programme to reform
New Zealand’s waste management system to reduce waste, increase resource recovery
and transition New Zealand towards a circular economy. The work programme focuses on a
number of initiatives.
Depending on how these initiatives and policy changes are implemented will determine the
impact they have on Council’s services and the solid waste activity. It is anticipated that the
Ministry will reveal a new National Waste Strategy and legislation before the end of 2022.
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TRANSPORT
Transportation services are delivered by Northland
Transportation Alliance (NTA).
The General Manager for the NTA is
Calvin Thomas.
The Department Managers who deliver transport
services through Infrastructure are:
• Jeff Devine – Strategy & Planning
• Bernard Peterson – Maintenance and
Operations
• Greg Monteith – Capital Delivery
What we do
The Northland Transportation Alliance (NTA) was established in 2016 and is a partnership
between all four councils within Northland and Waka Kotahi (NZTA). The NTA is responsible
for local roads, with Waka Kotahi being responsible for all state highways.
Staff are seconded from all four Northland councils and work collaboratively across the
region with our stakeholders (councils and ratepayers) and service delivery partners
(contractors and consultants) to enable Northland to collectively create better, safer and
more accessible journeys across Northland.
The NTA framework provides a mechanism for individual councils to leverage off each other’s
expertise and maximise the resources from individual partner organisations to look after
Northland’s nearly 6,000kms of local roading network, along with all other related Council
transportation activities.
Customers make requests and enquiries via Council's standard contact channels.
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Key Issues:
• Pressures on the National Land Transport Fund (NLTF) resulted in the approved funding
for the 2021-24 programme being less than our submission request resulting in a re-
prioritisation of planned activities. This combined with delays in the confirmed funding
announcement resulted in reduced works delivery in the 2021-22 year (delivery slippage
planned to be recovered in 2022-23 and 2023-24).
• Current year maintenance contract rates have escalated by over 12% which is impacting
our ability to maintain the large sealed and unsealed network. Combined with the NLTF
approved subsidies being less than our submission request, it is becoming more difficult to
meet customer Level of Service expectations
• Ministry of Transport are presently in the early stages of reviewing the Transportation
Funding Model which may result in changes to how Council’s transport programme
is funded.
• Increasing impact of climate change on the transport network, specifically in the areas of:
– resilience – increasing frequency and severity of extreme weather events resulting in
network damage, high emergency works costs and disruption to community connections
(particularly in rural areas)
– inclusion of several Central Government emissions reductions initiatives (i.e. vehicle KMs
travelled reduction targets) within funding approval considerations. Requires review of
existing strategies to enable achievement.
• The demand for access into and around the City Centre is increasing. This means we need
to improve modal choices (cycling, sharing rides, buses etc) so that we can get people into
the city to shop and work. A key issue will be changing travel behaviours and putting in
place the right infrastructure to support.
• Review underway of current NTA operating model to address the current organisational
models’ inherent inefficiencies (with staff required to use multiple Council systems and
processes) and identified underlying risks councils are presently exposed to. Business
case being developed to identify options for Northland elected member consideration
to remove the current constraints preventing councils from further leveraging greater
efficiencies through the continuing delivery of the original (2016) business case objectives.
• The effectiveness and appropriateness of the current maintenance, operations and
renewals contracts (five regionally, of which two are Whangarei District Council) is in the
initial stages of staff review to inform a recommendation of whether to:
– progress with further available contract separable portion extensions (1 year + 1 year)
beyond the current contract end date of 30th June 2024 or,
– initiate contract review and associated re-tendering of associated works.
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THREE WATERS
Our Three Waters portfolio includes Stormwater, Wastewater, Flood Protection (Land
Drainage), and Drinking Water. We also provide laboratory services to Council, private
sector and community
A key issue across Three Waters are the reforms. There are three components of this reform:
• establishment of a dedicated water service regulator, Taumata Arowai – in place
• regulatory reforms outlined in the Water Services Act – in place
• reforms to water delivery services – Water Services Bill in progress
The establishment of Taumata Aroawai and the Water Services Act have already started to
change how we operate. Council supported these components of the regulatory change
however it is the creation of the Water Services Entity which is an immediate issue and one
which could affect our people, our communities and our finances.
STORMWATER
The manager is Simon Charles
What we do
Collection, treatment and disposal of stormwater.
Our stormwater network prevents flooding to
properties and roads.
Stormwater management is a core service
and needs to align with the following legislative
requirements:
• assess, from a public health perspective, the adequacy
of stormwater services available to communities this
includes the actual or potential consequences of discharges
• preparing catchment management plans in accordance with the Northland Regional Plan
and adhering to the freshwater quality objectives of the Northland Regional Plan.
Key assets
Our stormwater network conveys water from parks, roads, houses and yards, to streams and
the ocean, thereby preventing flooding of properties and roads in defined service areas. The
stormwater system comprises over 31,000 pipes, channels, inlets and manholes throughout
the District, with a total length of 579 km. The overall value of stormwater assets is $290M,
representing 14% of all Council assets.
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The key strategic assets are:
• Central City stormwater network
• Central City open drainage systems and streams
• Hātea River/Town Basin outlets
• storage basins/attenuation Dams
Key issues for the next three years
TE MANA O TE WAI
Te Mana o te Wai is a concept that puts the well-being and health of our rivers, lakes,
aquifers and estuaries at the centre of how we manage our freshwater. Te Mana o te Wai
encompasses the integrated and holistic health and well-being of a waterbody.
The implications of the National Policy Statement for Freshwater Management (introduced
September 2020) are being developed through Regional Council in consultation with hapū.
We are likely to see Te Mana o te Wai statements which reflect a catchment-based approach
and include targets and aspirations for water quality improvement. It will not just be about
stopping the degregation of our waterways, it will be about restoring the mana.
Taumata Arowai has oversight functions with regards to Stormwater and the Regional Council
remains the regulator. This will see increased pressure on us to improve our stormwater
discharges and achieve consents.
PLANNING FOR STORMWATER IMPROVEMENTS
We have limited information regarding the conditions of our stormwater assets. We know
our stormwater system is old and we have extensive renewals to undertake. When we
replace our pipes we need to provide more capacity and attenuation to meet changing
weather patterns and rising sea levels. This means that there is a lot of work to be done
to finalise our strategy and to create Stormwater Catchment Plans before we do physical
work. A comprehensive hydraulic stormwater model of all the catchments still needs to
be developed.
We cannot look at stormwater alone. Climate impacts include rising sea levels and increased
intensity of rain and drought events. Council needs to work alongside community and hapū
to make key decisions regarding protection or retreat – and importantly how we fund this.
A key focus will be the City Centre which is one of the more vulnerable places in our District
and yet also the focus of large investment programmes.
POOR MAINTENANCE
Historically we have underinvested in resources to maintain our physical and natural
stormwater network. This includes our road culverts, swales, urban channels and wetlands.
Current maintenance budgets only allow for annual inspections and adhoc responses. A
consequence of this is that we are more susceptable to floods than we need be. Our
customer complaints in this area are high as we are not providing the level of service that our
community expects.
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WASTEWATER
The manager is Simon Charles (see Stormwater)
What we do
Wastewater management is all about keeping our District safe, healthy and clean.
The wastewater system provides an important public health function while preserving
environmental values. It conveys wastewater from public toilets and domestic, commercial
and industrial premises to wastewater treatment facilities, before final discharge to the
environment.
• Collectively, our population produces an enormous amount of wastewater every year, with
the average being 17 million litres/day (ML/d).
• Our job is to develop and manage the systems to collect this wastewater, and to treat and
dispose of it in a way that meets a range of legal standards. This protects the health and
well-being of our communities and the environment.
Key assets
The key strategic assets are:
• The wastewater treatment plant in Kioreroa Road is the main treatment plant for
Whangārei and treats the sewage from the City, including Onerahi and the Whangārei
Heads area. The sewage is from both domestic and industrial sources with a peak capacity
of 125ML/d
• Okara Park pump station
• Hātea Dr pump station storage and treatment facility
• Tarewa Park storage and treatment facility
• Ruakākā wastewater treatment plant
• Waipu Wastewater treatment plant
Key issues for the next three years
RUAKĀKĀ WASTEWATER TREATMENT PLANT
Bream Bay is a high growth area and we are already seeing land use Plan Changes that will
increase the residential proportion of this area. Our existing plant disposes to land which is
aligned with hapū expectations and good practice. However with higher ground water levels
due to climate change, the ability for us to continue disposing to land is in question. This
means that we need to investigate alternative approaches including some form of reuse
and/or outfall system. We have a consent for an Ocean Outfall however there are likely to
be higher expectations from hapū and NRC given the elevation of Te Mana o Te Wai and our
closer working relationship with hapū. This is a major piece of work.
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ACHIEVING TE MANA O TE WAI
There are a number of factors which we need to consider including mortuary waste disposal.
BIOSOLIDS DISPOSAL
The issue is that we are facing rising costs of landfill disposal and our practice is
unsustainable. There are more environmentally and financially friendly ways of dealing with
this. We have started to look at a regional approach.
SPILL EVENTS
We have spill events which are now a controlled activity and obviously something we want
to avoid. We are working through the process of obtaining a Network Discharge Consent
for Whangārei which will improve our spill event protocols. In parallel to this we will be
developing our Asset Management Plan to reduce the likelihood of spills.
REGULATORY ENVIRONMENT
Changes to the regulatory environment (including Taumata Arowai and Northland Regional
Council) will result in higher levels of monitoring and quality expectations.
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FLOOD PROTECTION / LAND DRAINAGE
The manager is Simon Charles (see Stormwater)
What we do
In the LTP we call this Flood Protection, however the main function that we currently support
is land drainage to support productive land in the Hikurangi area.
The Hikurangi Flood Protection and Control Scheme provides flood management (not
protection) to some 5,600 hectares of farmland. The scheme was designed to allow farming
to occur on the flood plains without being impeded by the effects of flooding events in less
than a one-in-five-year return probability.
The pumps are designed to remove water from the paddocks before it sits there for too long
killing off the grass.
More broadly we have not yet begun to invest in flood protection – however this is included in
the Parks and Recreation Department.
Key assets
The key strategic assets are:
• approximately 68 km of control alnd stop banks within the scheme, forming both
boundaries between the scheme pockets and defining the floodway
• each pocket has a defined spillway built to tight level tolerances to facilitate controlled
spills into the pockets, with two or three (depending on length) ultrasonic level sensors to
monitor spills
• there are seven pump stations within the scheme housing between one pump and five
pumps (20 pumps in total).
• all stations comprise of reinforced concrete panels cast in situ at the time of construction,
with gravity channels, pump intakes and outlets, and buildings housing control and
electrical equipment.
Key issues for the next three years
Our focus on flood protection needs to increase as we start to develop Climate Adaptation
Plans and make critical decisions about what areas we defend and where we might retreat.
These will be developed through engagement with community and hapū with a recognition
that funding of flood protection will be critical.
Over time the responsibilities for flood protection have shifted to NRC. However it is likely
that the review of stormwater functions as part of the Water Services Entities Bill could see
this come back to Council for our urban areas (NRC will continue to manage rivers and rural
flood protection).
The Hikurangi Scheme is very much about supporting productive land. The issue we need to
respond to is the environmental and cultural impacts that this scheme creates. From a Te
Mana o Te Wai perspective this is not a situation that is acceptable in the long-term and there
is increasing pressure from hapū and environmentalists to return the flood protection scheme
to a natural wetland. Through the Better Off Funding, we secured investment to develop a
Business Case which will allow us to identify a path forwards and identify what investment
would be required.
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WATER SUPPLY
The manager is Andrew Venmore
What we do
We provide potable water to over 27,000
properties in the District. Out networks stretch
from Hikurangi in the north to Langs Beach in the
south and from Poroti in the west to Urquharts
Bay in the east. Our systems and processes
are designed to meet the New Zealand Drinking
Water Standards. We are currently updating some
documentation and plans to ensure we can fully comply
with the water quality assurance rules as required by the new
water regulator, Taumata Arowai. Both staff and contractors operate a 24hr/7 day a week
operation
Key assets
Our sources of water include two large dams, five rivers or stream intakes, two springs
and two bores. These provide water to seven water treatment plants ranging in capacity
from 22,000m³ per day to 80m³ per day. These feed treated water into a network of
approximately 780km of water mains and 24 storage reservoirs. Both the treatment plants
and network are monitored and controlled by a SCADA (Supervisory Control and Data
Acquisition) system which provides minute-by-minute information to the operations team.
Key issues for the next three years
RESILIENCE OF THE WHANGĀREI CITY WATER SUPPLY
One of the key projects for Water Services is the upgrade of the Poroti Water Treatment
Plant. Completion of the $30 million project will significantly improve the resilience of the
Whangārei City water supply in the face of climate change. It will achieve this by providing
capacity to treat water from the Wairua River.
FLUORIDATION
Fluoridation is likely to be an issue of public interest over the next three years. We have been
directed by the Director General of Health to fluoridate both the Whangārei and Bream Bay
water supplies. Work has started on the design and the installation will progress site-by-
site until 2025. Customers will be informed as the work progresses and before fluoride is
introduced to each area.
MANGAWHAI CONNECTION
There is an opportunity to extend the reticulated system in Bream Bay to Mangawhai. This
would not only provide a growing community with a safer and more resilient water supply,
it would potentially offset the reduced water revenue that we have seen as a result of the
closure of the refinery. We need to recognize that there are concerns from our hapū partners
and the most immediate work is to understand this and determine if there are ways of
mitigating their concerns.
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CORPORATE
GROUP
The Corporate Group Manager and Chief
Financial Officer is Alan Adcock.
The group consists of the departments that provide
several corporate functions that support the business
of Council. This includes the following departments:
• Finance
• Revenue
• Information Services (ICT)
• Communications
• Business Support – civic buildings, fleet and phones, procurement and contract support,
corporate sustainability.
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FINANCE
The manager is Delyse Henwood
What we do
• Responsible for managing the budget process
including the co-ordination and preparation of
budgets and financial statements for the Annual
Plan and Long-Term Plan.
• Our accounts payable function ensures our
purchase to pay system is robust and that our
suppliers are paid in a timely manner.
• Treasury management including cashflow, debt
instruments, interest rate swaps, and term deposits.
• Preparation of the financial component of Council’s Annual Report and liaising with Audit
New Zealand for the associated audit.
• Accounting support for Whangārei District Airport and Hatea Arts Precinct Trust.
• Monthly financial reporting for Council, including overseeing business forecasting.
• Providing financial expertise and support to other departments through our Finance
Business Partners.
• Co-ordination of the Fees and Charges process.
• Development of Council’s Revenue and Financing Policy and Financial Strategy – two key
documents that guide Councils financial direction.
• Tax compliance.
Key issues for the next three years
• Managing the impact of ongoing change enforced by central government, particularly the
Three Waters Reform
• An overhaul of our Financial Strategy and Revenue and Financing Policy for the 2024-34
Long Term Plan.
• Legislative changes including financial reporting and tax.
• Climate-related financial disclosures.
• Managing economic uncertainty and fluctuation.
• Continuing to build and improve financial disclipline throughout the organisation.
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REVENUE
The manager is Alison Puchaux
What we do
• 'Set' and invoice land rates for Whangarei District
Council and Northland Regional Council.
• Invoice water rates.
• Invoice other revenue (excluding regulatory and
trade waste).
• Process customer payments.
• Process rates rebates.
• Process dog licenses.
• Administer rates remission and postponement policy.
• Collect and recover unpaid debt.
Key issues for the next three years
• Possible implementation of Three Waters Reform: targeted rates, collection on behalf of
new water entity, transfer of staff, processes and data.
• 2024-34 LTP and concurrent consultation on rating policy: matching community and
Council aspirations, our District Plan to rating policy.
• 2024 General Revaluation.
• Increasingly litigious ratepayers.
• Making it easier for our customers with improved online solutions.
• Capitalise on technological advances to improve our efficiency.
• Adapt to changing customer needs.
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INFORMATION SERVICES (ICT)
The manager is Ian Fernandes
Council ICT operations are delivered via the
cloud, being the first NZ council to make this
transition on 2017. Our ICT vision is to provide an
‘enterprise wide’ view of ratepayer customer and
property information so that we have one version
of the truth that can be accessed via any device,
anywhere via the internet.
What we do
The ICT Department comprises:
1. the Projects Delivery team is focused on planning, execution,
and delivering complex ICT projects, implementing software and applications that enable
Council staff to function in their respective jobs
2. the Systems Engineering team supports and maintains the ICT infrastructure (servers,
networks, data storage, databases, and cyber security) across all Council sites which
includes the remote sites and treatment plants. Data security, back-up regimens and
facilities to maintain services through fail-over to alternate systems are integral to the
services provided
3. the End User Support team helps all of Council staff with ICT related issues to minimise
disruption to their workday
4. the Information Management team ensures that all of Council’s data and information,
both digital and physical, is not only stored securely in accordance with the respective
legislative requirements but also available to be retrieved as and when necessary
5. IT Infrastructure and Application Architects
6. the Business Engagement team liaises with key stakeholders across the Council to identify
business-needs and opportunities for process improvement, which are then fed back to
the ICT department to see how these can be addressed.
Key assets
Our assets include ICT hardware e.g., laptops, network routers, switches, firewalls and
audio-visual equipment as well software applications that have been purchased.
Key issues for the next three years
The rapid pace that technology evolves, constantly provides us with a variety of challenges
and the next three years will be no different. Looking after ICT at a Council is like supporting
30 different businesses within one organisation. One of the key challenges in a complex
environment such as Council, is to always try and keep systems and infrastructure current,
provide efficient applications and solutions for a wide variety of staff all the while looking to
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reduce technical debt. Add to this the advancement of cyber threat actors across the globe,
a global pandemic and it’s repercussions – it is a constant challenge.
On a positive note, when we do get it right Council business can continue without any
disruption, as it was proved during the COVID-19 pandemic, wherein Whangarei District
Council was one of the very few councils in New Zealand that had nearly no disruption during
the lockdown periods and was successfully able to function and service our ratepayers.
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COMMUNICATIONS
The manager is Jane Ashley
What we do
• Media relations
• Social media
• Website management
• Graphics and publishing
• Printing
• Internal communications
• Engagement support
• Communication campaigns
Key assets
Our digital platform (www.wdc.govt.nz) was replaced in late 2020, which has provided
us with a modern and responsive content management system that supports our goal of
building digital relationships with our customers.
We have built a strong Facebook following (15k) and have great reach via this channel.
Capability within the team is high across all areas of the department with particular expertise
and experience in media relations, social media, and design.
Key issues for the next three years
• Maintaining reach, relevancy, trust and two-way conversations with our community
through local government reform.
• Meeting the need to support improved and timely engagement across Council with
minimal resource.
• Playing catch up in building an effective subscriber database for email newsletters.
• Delivering effective digital communication amongst ever-changing social media algorithms
and user behavior.
• Meeting changing customer expectations around response times beyond traditional
business hours (primarily on Facebook).
• Meeting demand for more video content.
• Providing accessible and inclusive content within current resourcing levels.
• Compliance with Public Records Act for social media archiving.
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BUSINESS SUPPORT
The manager is Eddie Wotherspoon
What we do
Business Support is responsible for the operational
elements that enable our organization to run,
including:
• facilities management
– repairs and maintenance on all civic buildings,
commercial properties, and the various libraries,
i-SITE, Claphams Clocks etc – this includes
preparing maintenance plans for properties as well as
responding to urgent works requests
• procurement and contract support
– providing training organizationally on procurement best practice
– supporting and facilitating high risk procurement processes
– community engagement
– establishing panels for goods and services
• corporate sustainability
– measuring and monitoring our corporate carbon footprint
– developing and implementing corporate sustainability initiatives
– all operational matters relating to sustainability and we as staff operate
• security
– own and manage the security contract for the opening and closing of our buildings and
the monitoring of various Council sitse.
• fleet
– manage and maintain Council’s fleet so it is safe for staff and fit for purpose.
Key assets
All of our civic buildings and fleet.
Key issues for the next three years
Funding and people capacity are the key challenges. Many of Council’s building are in need of
renovation or significant repair. The costs of these repairs continue to rise.
Finding suitably qualified staff to plan and manage repairs continues to be a challenge in a
very tight recruitment market.
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PLANNING AND
DEVELOPMENT
GROUP
The Planning and Development Group General
Manager is Dominic Kula.
The group consists of the departments that provide the
policy development, regulatory, consenting and economic
development services to the District. This includes the following
departments:
• Health and Bylaws
• Building Control
• District Plan
• Resource Consents
• District Development
The Planning and Development Group faces the same challenges and opportunities as
Infrastructure, particularly in responding to the scale and pace of sector change.
While the shape of reform may be different, with changes to the RMA being front of stage, the
need for a partnership/Te Tiriti relationship with hapū, to have staff proactively engaged in
reform and to grow staff capacity/capability are the same.
These key issues are discussed in relation to each of the Group's departments below.
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HEALTH AND BYLAWS
The manager is Reiner Mussle.
What we do
This department undertakes education, monitoring
and enforcement functions across a wide cross-
section of statutes focusing on the protection of
community health, safety, and amenity. As the
name suggests, we have two teams, (a) health and
(b) bylaws.
HEALTH
The 'health' component of the department is performed by
the Environmental Health team.
The functions performed fall largely into the following legislative categories:
• Food Act 2014
• Health Act 1956
• Sale and Supply of Alcohol Act 2012
BYLAWS
These services are predominantly provided through an external contractor, our Regulatory
Enforcement Services contractor, Armourguard, which has been providing these services for
just over six years now. However, these services are coordinated and supplemented through
our Bylaws Enforcement Coordinator and the department manager. These services cover the
following functions:
• dog control
• stock control
• noise control
• prking enforcement, including vehicle registration and warrant of fitness
• general bylaw enforcement, including proactive summer season enforcement of Council’s
Camping in Public Places Bylaw.
Key assets
The department’s key asset is our existing dog pound and our planned (shortly to be
constructed) new animal shelter (dog pound). Our existing dog pound is ageing, often at
capacity and for several years has been running the risk of being further restricted by central
government overseeing agencies (MPI), due to animal welfare concerns and non-compliance
with Animal Welfare Codes.
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As a result, Council had earlier purchased land at 95 Kioreroa Road for the construction of a
new animal/dog shelter and subsequently developed detailed plans for the construction of
57 dog kennels and associated infrastructure, including offices, Vet rooms etc.
Since the 2021-31 LTP, Council has allocated funding for the construction of this project,
followed a tendering process, and awarded the construction contract to a local company.
Key issues for the next three years
Construction and fit out of the new Animal (dog) shelter will be a key project over the next
three years. Funding for this project has now been secured with the contract awarded and
building consents being finalised.
In the health space, and similar to Building Consents (below), ensuring that we uphold
Quality Management Systems and retain our MPI accreditation are critical. This involves
ensuring having sufficient resources, both human and financial, to deliver our functions
across all three statues (food, health and alcohol). While the team is currently well-placed to
achieve this, it will be an ongoing focus going forward.
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BUILDING CONTROL
The manager is Murray McDonald.
What we do
We are an accredited Building Consent Authority
(BCA). The accreditation allows us to issue Building
Consents, check that building work has been
constructed in accordance with the approved
plans (inspect) and issuing Code of Compliance
Certificates (CCC) when the building works have
been completed.
In addition to our BCA functions, we also fulfil Council’s
Territorial Authority responsibilities relating to building works
and safety such as:
• inspecting swimming pool fencing
• assessing applications for Building Consent exemptions
• Certificates for Public Use and Certificates of Acceptance
• ensuring that building owners meet their responsibilities for annual Building Warrants
of Fitness
• investigating unsanitary and dangerous buildings
• carrying out Council’s responsibilities in relation to earthquake prone buildings.
We also investigate public complaints in relation to building-related matters.
Key issues for the next three years
Ensuring we maintain BCA Accreditation is a key focus for the team and organisation. While
we were found to have “a well-functioning quality assurance system [that] produced good
technical outcomes” through the last audit (in April 2022), being identified as a ‘low risk’ as a
result, maintaining and improving our systems and processes remains a key area of focus.
A key challenge for the department is ensuring we have the right level of trained and
experienced resourcing to manage peaks and troughs in the building cycle. This ensures that
risks and liabilities (safety and financial) for ratepayers in the District are minimized, and we
can provide quality outcomes for the built environment.
Aligned to these challenges is the need to review processes, implement improvements where
appropriate (i.e. Multi-Proof and/or Risk Based Consenting), and embedding Business/
Customer Friendly Council improvement initiatives (i.e. the Customer Advisory Group).
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DISTRICT PLAN
The manager position is vacant at the moment with General Manager and
contractor support in place.
What we do
As Whangārei continues to grow it is important that we appropriately manage the District’s
resources. Council’s District planning function delivers planning outcomes and environmental
regulation through the RMA.
Our District Plan manages how and where our District develops to enable planned and
integrated growth in appropriate locations. To achieve this, the District Planning team,
working closely with both our Strategy and Infrastructure teams, and alongside our
community, ensure that there is sufficient feasible capacity enabled.
The District Plan is also a key regulatory tool to manage the effects on our environment.
Provisions in our District Plan ensure existing public access to coastal areas are maintained
and new opportunities are provided, where appropriate. The Plan also ensures that
appropriate planning controls are in place across the District to meet our obligations under
the RMA, addressing a number of matters relating the environment (such as biodiversity),
land use and development, cultural heritage and community.
Key issues for the next three years
Council has adopted a rolling review approach to reviewing and keeping the District Plan
current. While the plan is now substantially ‘operative in part’, work on reviewing the
remaining chapters has slowed due to resourcing challenges and central government
requirements (i.e. the need to respond to National Planning Standards and the need
for government guidance on issues such as significant natural areas). In early 2023 a
comprehensive plan change on Natural Hazards (flooding, coastal hazards, land instability
and mining subsidence) will be ready to discuss with Council. This draft plan change
addresses the risk of these natural hazards on people, property, and the environment.
Central Government announced a comprehensive reform of the Resource Management Act
(the Act) in 2019. This reform envisages the replacement of the Act with three new pieces of
legislation – a Natural and Built Environment Act (NBA), a Strategic Planning Act (SPA) and
a Climate Adaptation Act. The NBA will provide for a National Planning Framework that will
give national direction on a number of key matters including growth, environmental bottom
lines and targets. The NBA will also require a regional approach to planning, proposing new
governance arrangements for planning committee(s). It will be critical for Council to form
a view on what aspects of both Bills should be supported, opposed or where clarification
should be sought.
Although the Resource Management Reform Programme is underway, Central Government
is continuing to release national policy statements under the current Resource Management
Act (i.e. the NPS Indigenous Biodiversity) with the requirement that local government will
amend their current plans to give effect to these policy statements. A reoccurring theme in
recent national policy statements is the level of detailed direction to local government on
rules that must be included/removed from planning documents at a local level (i.e. requiring
local government to remove parking standards and provide for intensification).
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RESOURCE CONSENTS
The Acting Manager is Roger Quinton.
What we do
Resource Consents are the regulatory department
of Council responsible for the processing and
monitoring of resource consent and other planning
applications, primarily under the Resource
Management Act 1991. Alongside this Resource
Consents have responsibility for education and
enforcement action in relation to any breaches of
District Plan rules (again in accordance with the Resource
Management Act 1991).
The team work closely with our District Plan, team in informing policy development and
our infrastructure, Building Consents and Development Engineering Teams in ensuring that
Council’s processes are aligned (i.e. through early pre application meetings with applicants)
and quality outcomes are achieved. As with Building there is a focus on embedding Business/
Customer Friendly Council improvement initiatives, while also recognizing the challenges of
operating within a regulatory framework.
Key issues for the next three years
1. There remain a lot of unknowns about the impact of Local Government (LG) and Resource
Management (RM) reform on consenting processes. We recognise a need to prepare for
this change, so that we can continue to efficiently and effectively deliver a good level of
service to our customers throughout the future transition to the new system.
2. It is expected that RM reform will provide iwi and hapū a greater role in decision-making
processes. More meaningful iwi and hapū involvement (a partnership approach) in
the resource consent process will likely be a key component of this change. This will
require the RMA consents team to have a strong working relationship with Ngā Hapū o
Whangārei, with work already underway in this space.
3. Recent changes through national direction and appeals to the District Plan provide
for significant intensification of our urban areas. As a result we will increasingly see
applications being made for multi-unit development and changes to housing typologies
in our communities. The RMA consents team recognise a need for efficient and effective
decision-making on these applications, that balances the immediate need for affordable
housing with achievement of locationality appropriate, well-designed housing outcomes.
4. Enquiries around establishing papakāinga on Māori freehold-land within the rural areas
of our District have increased over the past three-to-six months (particularly in relation
to ‘$1 Kāinga Ora homes’). While there is potential benefit from this scheme, staff have,
outside of the regulatory process, raised the need for it to be supported by Government
agencies in order to ensure that it has adequate Government funding/support, and
quality housing outcomes are achieved. Once proposals enter the resource consent
(and indeed building consent) process Council is an independent regulator, with the
expectations of applicants having to be managed accordingly.
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DISTRICT DEVELOPMENT
The manager is Tony Collins.
What we do
District development works with our communities,
in particular the private sector, to ensure a vibrant,
thriving, and sustainable economy. This is achieved
through various initiatives including:
• monitoring and shaping the strategic direction of
the District and regional economic development.
• building the capability of local businesses
• identifying and promoting our unique selling point for
businesses and visitors’ groups
• managing Council’s commercial property portfolio at both a strategic and operational level
in a manner that has a positive benefit on our communities
• providing proactive support to businesses in the relationships and contact with Council to
ensure the response is customer friendly
• managing the Whangārei Airport (contracted).
KEY WORKSTREAMS
Commercial Property
• Commercial property portfolio
• Elected Member and hapū governance for commercial property (historically through the
Commercial Property Committee and Te Karearea Property Working Group)
• Asset management program for commercial property
Economic Development
• Working closely with other Northland councils in the implementation of the economic
development strategy.
• Strengthening relationships with Northland Inc
• Monitoring the District's economic performance
Business/Customer Friendly Council
• Developing a draft action plan for consideration of Council and embedding culture with key
Council staff
Visitor Industry
• Use channels to promote District and our unique selling position
• Collaborate with Northland Inc and the RTO to provide an integrated visitor
industry offering
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Key assets
This department administers Council's commercial property portfolio with an approximate
value of $75 million consisting mainly of leasehold land acquired as part of the Whangārei
Harbour Board Dryland Endowment Act.
Key issues for the next three years
• Embedding a culture that is responsive to all customer interactions i.e. a Business/
Customer-Friendly Coun .
• Improving the engagement processes with hapū in relation to Council’s commercial
property transactions.
• Ensuring the the security of Parihaka Transmission Mast.
52
STRATEGY AND
DEMOCRACY
GROUP
The Strategy and Democracy Group Manager is
Aaron Taikato.
The group supports the development of the District's
strategic direction, how we engage with tangata whenua
and ensures that we follow best practice and work within
appropriate legislation in delivery of Council business.
This includes the following departments:
• Democracy and Assurance
• Māori Outcomes
• Strategy
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DEMOCRACY AND ASSURANCE
The manager is Emily Thompson.
What we do
This department has four workstreams:
• Democracy
• Legal
• Assurance
• Mayoral EA
The Democracy Team provide governance functions
including supporting all Council meetings, briefings and
workshops, as well as supporting hearings for the alcohol
licensing committee.
The Legal Team, consisting of two in-house lawyers, provide legal advice to the Chief
Executive and staff on matters that vary from contract development to stormwater concerns
from residents.
The Assurance Team provide support to the business on a number of different areas, but all
relating to good practice and legislative requirements. These include response to Official
Information Requests, risk management, placing of Council Insurance, Delegations, internal
audit and support of the reporting on risk and audit to Council.
Executive Support for the Mayor and Deputy Mayor is also provided through the democracy
and assurance function.
Key issues for the next three years
Democracy and Assurance is a service department for the operations, we aim to support the
accountability of Council to the public by providing consistent frameworks and governance
tools. We also will continue to support Council meetings in line with legislative requirements.
54
MĀORI OUTCOMES
The manager is Mark Scott.
What we do
The Māori Outcomes Team support the
organisation to deliver on Māori outcomes, provide
strategic advice to Council on issues of concern
to Māori and facilitate strategic relationships
as well as hapū participation in decision-making
and enhance organisational capability around
Te Ao Māori.
Collaboration in leading the development and continuous
improvement of tools, frameworks, and materials that enhance
organisational cultural understanding, capability, and improved delivery.
1. Development of a framework to increase Council’s competency and understanding of
effective engagement with hapū:
• enhance the understanding of hapū of Council business and operations through
establishing and maintaining effective working relationships with their representatives
• work alongside hapū to ensure they have effective opportunities to engage meaningfully
with Council in respect of their environmental, wāhi tapu, kaitiakitanga, existing or
future co-governance arrangements and other aspirations
• lead the proactive facilitation of opportunities and challenges between tangata whenua
(hapū, iwi & mātāwaka) and Council to enhance relationships and outcomes.
2. Development of capability around Māori culture and worldview to enhance processes to
support Māori outcomes and to develop Māori capacity:
• provide expert advice on the impact of changing legislation relating to Māori on internal
processes and protocols
• lead the provision of advice and guidance from a Māori perspective on policy, technical
and development issues undertaken by management and Council committees
• work collaboratively at a strategic level to ensure that Council’s response to upcoming
changes within Local Government are reflective of its commitment to long-term
effective partnership with hapū
• lead investigations, research, collection, and analysis of information on the cultural,
social, and economic needs of the Whangārei/Te Tai Tokerau Māori community and
local kāinga/marae/hapū/iwi to enable the effective and responsive discharge of
Council’s statutory responsibilities
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• develop, deliver, and maintain a work programme, reporting and other Council
administrative requirements
• continually monitor and improve systems, methods, efficiency, and the quality of
services provided to customers.
Key issues for the next three years
1. Reforms indicate a further increase in the roles of hapū and iwi in local authority
representation, governance, decision-making and participation. A continued focus
will continue to support the organisation within its development of the structures and
mechanisms that enable hapū to participate in local authority engagement and decision-
making that creates conditions for shared prosperity and well-being.
2. The long exclusion of Māori in local body decision-making has consequently exposed the
pressure placed on the capacity and capability of hapū to participate in local authority
engagement and decision-making processes. The organisation seeks to address this as it
considers options to enable and appropriately support capacity and capability building.
3. Lifting the cultural competence and knowledge of staff and elected members to support a
culturally informed and enabled working environment in local government. This includes
support for the Māori Ward Elected Members so they can maximise their contributions.
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STRATEGY PLANNING
The manager is Bernadette Aperahama.
What we do
Strategic Planning department addresses the key
strategic issues facing the District and ensures that
Council responds in an integrated way.
Our activities includes:
• strategy development for key issues such as
District growth and climate change
• place-based planning across the District
• statutory policies and bylaws
• corporate planning, including our Long Term Plan
• monitoring and reporting on key trends and data.
Ineffective strategies or the absence of strategic direction could lead to adverse
environmental effects. This is mitigated through a review of our Growth Strategy to ensure it
is relevant and based on current information.
Key issues for the next three years
New government policy such as the National Policy Statement on Urban Development is
placing greater emphasis on the need for strategic planning in areas with high rates of
growth and development.
Future reforms of the RMA are likely to place more emphasis on strategic and
place-based planning.
Climate change is a key focus across our policy and strategy framework. The initial focus will
be working across Council in delivery of climate change risk assessments which will inform
future investment and planning decisions. We will also support sustainability outcomes and
green house gas emissions reduction through our Action Plan and Sustainability Strategy.
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Private Bag 9023, Te Mai, Whangārei 0143, New Zealand
Forum North Building, Rust Avenue, Whangārei
Ruakākā Service Centre, Takutai Place, Ruakākā
P: +64 9 430 4200
E: [Whangarei District Council request email]
W: www.wdc.govt.nz
Facebook.com/WhangareiDC
