June 2006 STRATEGY VOLUME ONE. Taupo District District Growth Management Strategy

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1 STRATEGY June VOLUME ONE Taupo District 2050 District Growth Management Strategy

2 Acknowledgements Taupo District 2050 has been prepared by the Taupo District Council in conjunction with Wasley Knell Consulting Limited and Ken Tremaine Consulting Limited It is a reflection of the community s aspirations for growth and an articulation of the Council s vision for the future of the District. Photos are care of Destination Lake Taupo/Marcel Tromp and those who participated in Our People, Our Future the Community Outcomes process for the Taupo District (2005).

3 Contents Contents 1 Taupo District 2050 in Summary 1.1 Overview Strategic Directions The Future Development Pattern Implementation 14 2 Ngati Tuwharetoa 15 3 The scope of Taupo District Who will use Taupo District 2050? How to use Taupo District Why do we need to look ahead? Council s Growth Management Role Relationship to Other Strategies and Plans How was Taupo District 2050 developed? 21 4 Basis for Taupo District What is the broader planning context? Base Case Summary 33 5 Focus on Taupo District The way we were Contemporary challenges 40 6 Key growth management assumptions Key Assumptions Evaluation criteria Evaluation Criteria for growth locations Evaluation process 66 8 Strategy Strategic framework Vision Growth Management Approach 68 Strategic Direction 1 District Character 75 Strategic Direction 2 Outstanding Landscapes and Natural Areas 77 Strategic Direction 3 - Settlement Patterns & Urban Form 80 Strategic Direction 4 - Well Designed Places 83 Strategic Direction 5 - Strong Communities 85 Strategic Direction 6 - Tangata Whenua 88 Strategic Direction 7 - Sustainable Economy 90 Strategic Direction 8 Integrating Land Use, Infrastructure, and Funding 92 Strategic Direction 9 - Transport Modes & Connections 94 Strategic Direction 10 Water Resources 98 Strategic Direction 11 - Open Space Networks 100 Strategic Direction 12 - Leadership, Partnership, & Collaboration Future development pattern Limiting the number of growth areas Densities of Development Management of the Rural Environment Northern Growth Area Southern Growth Area South Eastern and South Western Growth Areas The rest of the District 128

4 10 Development sequence & key infrastructure Approaches to sequencing Land development process Impact on community facilities Implementation Proposed District Plan Structure plans and other supplementary guidance Asset management plans Advocacy, leadership and partnership Funding policies Community planning Monitoring and review 156 Contents 12 Glossary Tables Figures Bibliography Appendices 167 Appendix 1: Growth Option Maps 168 Appendix 2: Structure Plan Preparation Guide 172 Appendix 3: Interstatutory Compliance and Integration 175 Appendix 4: Kinloch Community Structure Plan Map 180 Appendix 5: Taupo Urban Structure Plan Map 181 Appendix 6: Community Outcomes 182 Appendix 7: First Schedule Process under the Resource Management Act Appendix 8: Capital Infrastructure Projects identified in the Long Term Council Community Plan 186 Appendix 9: Wairakei Tauhara Geothermal Field 188

5 Contents Vision The lakes, mountains and people - The Taupo District has an outstanding natural environment, world renowned for its iconic lakes, mountains, forests and rivers. It is the heart of the North Island and is valued for its superb living and recreational opportunities. 4 By 2050, Taupo will have matured into a district with A vibrant community spirit Thriving economy Diverse range of community, social, health and education facilities and opportunities An integrated approach to leading, managing and funding growth All founded on its unique outstanding natural environment, central location, efficient transport connections, and the sustainable development and management of the district s resources

6 1 Taupo District 2050 in Summary 1.1 Overview Taupo District is facing a critical period in its history as it seeks to balance the reality of continued growth with the desire to maintain the existing character of the District and the high quality environment that it sits within. Poorly managed growth has the potential to impede economic and tourism development unless managed appropriately. A lack of direction for future growth management will also have significant adverse environmental effects. Philosophically Taupo District 2050 has meant a shift in the way that Taupo District Council addresses growth. The Council is seeking to provide greater leadership about the nature and location of growth, moving from a reactive to a proactive approach to growth management. area in the Mapara Valley with the existing urban centres of Kinloch and Taupo Town. In addition it is important that the framework / location of growth in the longer term is well anchored as it is setting the scene for many decades to come. Taupo District 2050 in Summary Taupo District 2050 provides a policy framework to guide where and how future growth should occur and identifies a series of actions to achieve this desired pattern of urban growth. Although the Strategy looks out to 2050 it has a specific focus on the coming 20 years. It is critical that the pattern of development proposed for the District is anchored at this time, so development contributions can be taken to fund the necessary infrastructure. This is particularly important for the proposed West Kinloch Arterial which strategically links the new urban 1.2 Strategic Directions At the core of Taupo District 2050 are the 12 Strategic Directions. These provide the framework of interrelated policies that guide decision making on growth related issues. Over time they will be achieved by putting into effect identified policies and undertaking the specific actions identified in Taupo District

7 Taupo District 2050 in Summary 1.3 The Future Development Pattern The Strategic Directions identified above will be realised over time through the gradual development of an identified pattern for the future growth of the District. That pattern reflects the balancing of the policies of each of the Strategic Directions. With such a varied district, the pattern of future growth will be articulated in different ways for different urban and rural areas. Figure 1 Taupo District Growth Areas 10

8 Northern Growth Area The northern growth area will accommodate an estimated 80% of the growth over the coming 20 years approximately 5440 residential lots. Future residential growth will continue to be focused on Kinloch and Taupo Town within the areas identified in previously completed structure plans. The Western Kinloch Arterial (WeKA) between Kinloch and Taupo Town will service future growth to the west of Taupo Town. Figure 2 Northern Growth Area Taupo District 2050 in Summary A new growth area will be developed in the Mapara Valley centred on the WeKA transport corridor. Commercial/industrial growth will be promoted in accordance with Taupo Urban Structure Plan 2004, with a new centre in Nukuhau/ Acacia Bay. 11

9 Taupo District 2050 in Summary South Western Growth Area Figure 3 South Western Growth Area The south eastern and south western growth areas will accommodate an estimated 10% of the District s growth over the coming 20 years approximately 680 residential lots. The majority of this growth will be focused on the south western lakeshore settlements. Incremental residential growth will be encouraged north of Whareroa, west of Omori and within the existing urban area of Kuratau. South Eastern Growth Area Figure 4 South Eastern Growth Area Low density residential growth will be encouraged in Te Puke Road area. The south eastern growth area is expected to accommodate a relatively small proportion of the District s growth, focused to the south of the existing Motuoapa settlement with potential access from a number of different locations. 12

10 Southern Growth Area The southern growth area will accommodate an estimated 5% of the District s growth over the coming 20 years approximately 340 lots. Future residential growth focused around Taupahi Road, and Topia Drive. Development in the Hirangi and Grace Road areas is likely to be suitable for residential and low density residential development. The Mangamawhitiwhiti block is likely to offer lifestyle and rural lifestyle opportunities with future development based on a self servicing approach. Figure 5 Southern Growth Area Taupo District 2050 in Summary Commercial and industrial growth will be promoted within and adjacent to the existing industrial area to the south of Turangi. 13

11 Taupo District 2050 in Summary Rest of the District The remaining 5% of the expected growth is likely to be distributed around the rest of the District. While this equates to approximately 340 Lots the actual land requirements are unknown as a proportion of these will be for rural dwellings. The remainder are likely to be centered on existing settlements along the Waikato River and a new area at Lake Ohakuri 1.4 Implementation While Taupo District 2050 is a Council document its implementation will occur through a number of different agencies. The primary tools available to the Council will include asset management plans, structure plans, and the Long Term Council Community Plan. The Proposed District Plan will be one of the main implementation tools for anchoring the settlement pattern described in Taupo District This means that Taupo District 2050 will form a vital part of the justification for future changes to the Proposed District Plan. To reflect this, the consultation as part of Taupo District 2050 s development will be used to help meet consultation requirements under section 3C of the First Schedule of the Resource Management Act

12 Taupo District 2050 in Summary District Character 1 Strategic Direction Develop a well planned district of connected urban areas that reinforce the strengths, individual character, and identity of each area (Policy 1.1) Strengthen Taupo Town s functions and its role as the primary business, retail, recreational, and entertainment hub for the District (Policy 1.2) Protect the character of rural and undeveloped areas, and their capacity to function as a predominantly productive (i.e. farming), recreational and conservation (i.e. forest and national parks) based environment (Policy 1.3) 2 Outstanding Landscapes & Natural Areas 2 Strategic Direction Recognise the outstanding landscapes and natural areas within the District and protect them from inappropriate development (Policy 2.1) Enhance the water quality of the District s lakes and rivers through careful management of land use activities (Policy 2.2) Protect and encourage the enhancement of the District s significant natural areas including areas of national, regional and local biodiversity significance (Policy 2.3) PAGE

13 Settlement Patterns & Urban Form 3 Strategic Direction Set clear limits to the outward development of all urban areas (Policy 3.1) Identify, enhance and protect gateways to urban areas (Policy 3.2). Ensure strategic transportation and network utility corridors are identified in the initial planning stages and protected from encroachment by incompatible land uses. (Policy 3.3) Ensure that there is an adequate supply of appropriate land for commercial and industrial uses. (Policy 3.4) Provide for the establishment of a secondary commercial centre to serve the needs of the communities located to the west of the Waikato River (Policy 3.5) Promote the establishment of large format retail to the north of the Taupo central business district on the northern side of Spa Road, and otherwise ensure that a large format retail complex is not established in competition with the Taupo central business district (Policy 3.6) Provide greater definition between the rural and urban environments with increased protection of rural land for productive purposes and maintaining, linking, and securing networks of open space (Policy 3.7) Taupo District 2050 in Summary Restrict the fragmentation of rural land beyond identified lifestyle areas, to maintain rural amenity and character, and prevent avoidable pressure on rural infrastructure and productive farming (Policy 3.8) 3

14 Taupo District 2050 in Summary Well Designed Places 4 Strategic Direction Plan and design new and changing urban areas to reflect the key urban design elements (Policy 4.1) Improve community safety and encourage neighbourhood design that makes people feel safe (Policy 4.2) Development should be designed and located so that it considers and complements the character of the rural area. (Policy 4.3) Achieve design excellence for all new prominent community buildings and public spaces (Policy 4.4) Encourage all users to meet best practice approaches in minimising water use and using water efficiently (Policy 4.5) Promote waste as a resource and encourage reuse and recycling of waste to reduce the proportion going to landfill. (Policy 4.6) 4

15 Strong Communities 5 Strategic Direction Encourage all major new development and redevelopment to incorporate a element of quality affordable housing, including appropriate housing for the entry buyer and low-income housing markets (Policy 5.1) Identify and plan for social and community infrastructure needs in advance of development (Policy 5.2) Increase access to arts, recreation and other cultural facilities with a focus on developing a strong cultural environment that reflects the ethnic diversity of the District (Policy 5.3) Encourage co-ordination in the planning and monitoring for community and cultural needs across all relevant agencies (Policy 5.4) Encourage community engagement and awareness in respect of growth issues and in implementing the Taupo District 2050 (Policy 5.5) Taupo District 2050 in Summary Tangata Whenua 6 Strategic Direction To recognise the historical and contemporary contributions of Tangata Whenua to the development of the District (Policy 6.1) The ongoing management of growth will reflect the strong partnership between Tangata Whenua and the Taupo District Council (Policy 6.2) To recognise the significant presence of Tuwharetoa in terms of mana whenua, land holdings, and population numbers (Policy 6.3) Recognition of the increasing role of Maori leasehold land and associated development opportunities in the District (Policy 6.4) 5

16 Taupo District 2050 in Summary Sustainable Economy 7 Strategic Direction Ensure that economic activities reflect the need to preserve the natural environment that sustains the District s economy (Policy 7.1) Recognise and provide for the fact that the District forms an important part of the regional and national economy (Policy 7.2) Encourage an innovative and diverse economy and the development of niche markets that complement the character and communities of the Taupo District (Policy 7.3) Support sustainable new rural industries and innovative non-urban uses for rural land such as agribusiness, appropriate ecotourism and recreation opportunities. (Policy 7.4) Protect natural and rural economic resources from further fragmentation and inappropriate use. (Policy 7.5) Provide for the collocation of industrial activities and geothermal power generation where those two land uses are compatible (Policy 7.6) 6

17 Integrating Land Use, Infrastructure, & Funding 8 Strategic Direction Manage the sequence of development in growth areas so that services are available from early in the life of new and expanding communities (Policy 8.1) Coordinate and integrate planned infrastructure which supports the preferred settlement pattern and provides greater certainty for development. (Policy 8.2) Identify, preserve and protect key sites, corridors and buffer areas for current and future district infrastructure and services (Policy 8.3) Use best practice standards for the planning, design and operation of sewage and wastewater collection, transport, treatment, disposal and reuse (Policy 8.4) Ensure that low impact urban design techniques and practices are considered when determining infrastructure requirements (Policy 8.5) Taupo District 2050 in Summary Transport Modes & Connections 9 Strategic Direction Maintain and enhance the District's strategic transport networks to link industries to markets, and move goods and people efficiently (Policy 9.1) Provide for a comprehensive and integrated range of present and future public and private transport options within the District (Policy 9.2) Manage the road system to achieve integration, choice and balance by developing an efficient and safe network and making the most of existing infrastructure (Policy 9.3) Facilitate the development and implementation of a corridor approach to transportation and integration with the pattern of land use (Policy 9.4) Consider a range of funding alternatives in respect of transportation provision in the District (Policy 9.5) 7

18 Taupo District 2050 in Summary Water Resources 10 Strategic Direction Protect and maintain the quality of receiving waters, particularly Lake Taupo, through land use planning, development standards and land management practices (Policy 10.1) Consider a range of alternatives for managing on site waste water discharge including the development of community owned systems (Policy 10.2) Incorporate low impact design principles and an integrated catchment management approach in the development and management of public and private stormwater systems (Policy 10.3) 8

19 Open Space Networks 11 Strategic Direction Networks of open space shall be used to help manage land use patterns and landscape values within the District and assist in shaping urban form (Policy 11.1) Open space shall be available for recreational and leisure opportunities for the wider community including visitors to the District (Policy 11.2) Encourage the development of a regional and district parks and open space policy (Policy 11.3) Encourage the investigation and implementation of alternative funding sources for purchase and development of parks, open space and green corridors (Policy 11.4) Encourage use of open space to separate growth areas and using a range of tools to achieve this, including both public and private ownership arrangements that are anchored through mechanisms such as legal agreements, and district plans (Policy 11.5) Open space provided by rural and undeveloped areas shall be used to manage land use patterns and landscape values within the District and assist in maintaining the rural character of the District (Policy 11.6) Taupo District 2050 in Summary Leadership, Partnership and Collaboration 12 Strategic Direction Develop collaborative working relationships with other key stakeholders to achieve effective implementation (Policy 12.1) Support community participation in planning processes, enabling local communities to articulate their future aspirations and enhance their sense of place and wellbeing. (Policy 12.2) Leadership in planning decisions will provide a high degree of certainty and accountability to the community, the development sector, and service and infrastructure providers. (Policy 12.3) Commitment to the ongoing implementation of Taupo District 2050 and monitoring of the outcomes achieved (Policy 12.4) 9

20 2 Ngati Tuwharetoa Ngati Tuwharetoa hold manawhenua and kaitiakitanga over the Central North Island Plateau. The Tuwharetoa Maori Trust Board, on behalf of Nga Hapu o Ngati Tuwharetoa, is the legal owner of the bed of Lake Tauponui-a-Tia and its tributaries. As kaitiaki, Ngati Tuwharetoa have an intrinsic duty to ensure that the Mauri and the physical and spiritual health of the environment is maintained, protected and enhanced. The tribe takes this duty very seriously and has welcomed the opportunity to work with Taupo District Council to ensure the Growth Management Strategy is consistent with Tuwharetoatanga. who have departed). The whenua and ana (caves) hold their koīwi (bones). The remnants of old pā sites, terraced hill forts and lake shore palisade pā, and rock formations of Tuahū (shrines) to which spiritual concepts were bound, all make a statement of a people who lived holistically within their natural environment. Our tipuna were sustained by Papatūānuku s nurturing qualities; they faced the elements with strong whakapono (belief) of all associated natural tohu (signs), which they used positively to direct and help them. Those beliefs are still strongly held in the 21st century. Ngati Tuwharetoa Holistically, whānau, hapū and tribal history surround Ngati Tuwharetoa, the tangata whenua. Tipuna histories along with surrounding landforms are at the forefront of thoughts of Tuwharetoa people. They are part of everyday life, in speech, song and writings. The hills and valleys, the rivers and streams the mud pools and geysers, the pure water and waterfalls, the cliff faces and shorelines, the headlands and swamps and the food cultivations and bird catching places, are all associated with ngā mata kua ngaro atu (the faces of our tīpuna Just as the tribes of New Zealand are closely linked by a network of genealogical links and connections, so too are the people of a specific area connected with their ancestral lands. This has engendered within Tuwharetoa a deep and emotional connection with all their surrounding environment. Ngati Tuwharetoa not only hold manawhenua over the entire District. They today retain ownership of approximately half of the land in the District (including the bed of Lake Taupo). In addition to various land 15

21 Ngati Tuwharetoa sales and acquisitions by government authorities, contributions of large areas of land have been made to the public, including most famously the lan d forming Tongariro National Park. Consistent with their role as kaitiaki, any development of Tuwharetoa land is done only after consideration of wider environmental implications, and for example has led to significant areas set aside as Lakeshore Reserves. Decisions on use must also pass the high hurdles inherent with Maori land tenure. Consequently, the lands still retained by Tuwharetoa are predominantly either undeveloped or in plantation forestry, with around twenty percent in pastoral farming. Taken as a whole, Tuwharetoa land in the District plays a major role in protecting the lake and waterways and in preserving the natural character for which the District is renowned. Tuwharetoa landowners fully expect to develop more of their land over time, though any such development will be over a long time-frame. In 2004 Ngati Tuwharetoa launched its Iwi Environmental Management Plan. This is a guiding document based strongly on tikanga and kawa as a means to protect all Ngati Tuwharetoa taonga, whilst allowing for the management of development and growth of the region. The iwi is pleased that its positive relationship with Taupo District Council has led to recognition in this document of the different considerations facing Maori in the development of their lands. 16

22 3 The scope of Taupo District Who will use Taupo District 2050? Taupo District 2050 will inform the Taupo community about the degree of change which they can expect to see over time in their particular area and within the wider district. It will provide greater certainty to the development sector and infrastructure providers so that strategic decisions regarding the timing, funding, and provision of infrastructure can be made with confidence. The Strategy will be used by the Taupo District Council to guide further planning to accommodate growth. That planning will involve a range of strategies, policies, and plans developed under the Local Government Act 2002, Land Transport Management Act 2003, and Resource Management Act The Strategy will also inform Council s partnerships with other key agencies, organisations and central government. Regional Land Transport Strategy, Future regional growth management strategies, and Regional funding from central government 3.2 How to use Taupo District 2050 Taupo District 2050 is made up of three volumes. Volume One contains the policies to guide the future management of growth, sets out the pattern of settlement development and outlines the implementation plan. The Scope of Taupo District 2050 At a regional level the Strategy will assist the Waikato Regional Council to reflect the Taupo District perspective in future reviews of its: Regional Policy Statement, Regional Plan, Volume Two details the evaluation of the potential options for the location of future growth. Volume Three pulls together a compilation of background information that has helped inform the evaluation of the options and the development of the Strategy. 17

23 The scope of Taupo District Why do we need to look ahead? Taupo District 2050 builds on the previous planning that has been developed as the District has grown. This strategy takes a pragmatic view of Council s role in managing the growth of the District. This view is predicated on three assumptions: That growth has and will continue to occur in the District That Council has statutory responsibilities to take action in response to the growth That there is a community expectation that the Council will take an integrated and proactive approach to managing the growth The purpose of Taupo District 2050 is to establish clear, effective policy and processes for the management of the District s growth over time, so that: Council demonstrates leadership on growth management on behalf of the community Council makes creative and effective use of all the tools available to successfully manage growth There is a pattern for the development of existing and new settlements and the rural environment Infrastructure is provided in an efficient, affordable, and timely manner. The social cohesion and cultural diversity of communities are strengthened The quality of the natural and built environments is maintained and improved The economy is sustained and encouraged to thrive Taupo District 2050 is needed to provide the overall direction and coordi nation so that all of these elements are considered in an integrated manner. 18

24 3.4 Council s Growth Management Role In order to implement Taupo District 2050 successfully Council has a key role in five areas. Leadership The District Council will show leadership providing clear direction for future growth, greater certainty for all parts of the community, and the achievement of credible growth management outcomes. Governance Taupo District 2050 will provide a strategic framework, which will guide growth management decision-making in Taupo District. It will provide the direction for all of Council s lower-level planning. Tangata Whenua, strategic partners, the regional council, and central government. Central government engagement is critical for successful growth management. It is about using the best of the public and private sector to implement the strategies and specified actions. Integrated Approach Council will take an integrated approach recognising that successful growth management does not occur in isolation. Land use, infrastructure and funding must all be dealt with in an integrated manner. The Scope of Taupo District 2050 Prudent Stewardship Council will exercise prudent stewardship over the natural and built environments, community infrastructure and related funding. There is recognition that the costs of growth should be allocated to those creating the need in an equitable manner. Collaboration and Partnership It is recognised that whilst Council is taking a leadership role in growth management, successful implementation relies on partnership with 19

25 The scope of Taupo District Relationship to Other Strategies and Plans The following diagram outlines the relationships between the Taupo District 2050, other Taupo District Council and Regional Council strategies and plans, and relevant legislation. In essence Taupo District 2050 provides strategic planning direction at the local level. In a regional and national sense Taupo District 2050 is an advocacy tool to influence planning and decision-making insofar as that relates to the District. Taupo District 2050 LTCCP The District Plan Other Strategies and Policies Figure 6 Relationship diagram Regional Documents AMP s Development Contributions Policy Community Outcomes Taupo Urban Structure Plan Taupo Town Centre Structure Plan Kinloch Community Structure Plan Cycling an Walking Strategy RLTS Regional Plan Lake Water Quality Key Legislation LGA 2002 LTMA 2003 RMA 1991 RPS 20

26 3.6 How was Taupo District 2050 developed? Taupo District 2050 has been developed through a number of stages: 1. Agreeing the scope of the Strategy 4. Identification of potential growth locations Different areas of the District were identified, in Volume Two Options, as potential locations for growth, based on consultation with the community, elected members, existing plans and by applying some of the concepts from the vision. An Inception Report was prepared outlining what Taupo District 2050 would cover, how it would be carried out and what would be produced. 2. Compilation of the base case report (Volume Three) 5. Evaluation of the potential growth locations Each potential growth area was evaluated based on a number of criteria developed from consultation with the community and elected members, and by applying some of the concepts from the vision. Some areas were This involved the collection of a wide range of relevant information from eliminated as being unsuitable for development. Others emerged as various sources. This background information helped paint a picture of what the District looks like now and how it came to be that way. It being the preferred growth areas. These are identified in Volume Two Options. informed decisions in option development and strategy development. 6. Consulting the community 3. Translating Community Outcomes into a vision for the Taupo District When the methodology for the Strategy was developed it clearly identified that the consultation would need to be targeted. This was driven by the Taupo District s Community Outcomes are a set of goals that the timefram e for the Strategy which required it to be completed in time to community identified. Taupo District 2050 plays a vital role in achieving many of those outcomes. Early in the process, the Mayor and Councillors were engaged in dovetail with the Draft LTCCP process. In response, the methodology called for the establishment of a Strategic Partners Forum. This forum involved a range of interest groups workshops to help decide what the Community Outcomes meant to representing broader community interests such as Town Centre Taupo Council. This allowed them to determine what Co uncil s role would be, in and Lakes and Waterways Action Group. The advantage of this forum working towards those outcomes particularly in terms of growth and was that it e nabled information to be disseminated out to the wider development. From these workshops, and meetings with the community and stakeholders the Taupo District 2050 Vision was identified. membership of those interest groups. It also enabled the project team to constantly test evolving ideas against a group with a range of different perspectives. The Scope of Taupo District

27 The scope of Taupo District 2050 The project team also meet with a range of key stakeholders on a number of different occasions. Meetings were held with Transit, Mighty River Power, Contact Energy, Department of Conservation, Landcorp and Environment Waikato. These meetings were an important part of the targeted consultation process as the key stakeholders have had major influences on the way that the District has developed and will continue to grow into the future. As part of the development of the Strategy consultation was also undertaken with tangata whenua. A meeting was called by the Mayor of the Taupo District and the Paramount Chief of Tuwharetoa on 21 December Also invited to that meeting were the representatives of many of the economic authorities of Tuwharetoa. As part of that meeting there was discussion between the parties regarding the Strategy, which was being drafted at the time, and the appropriate process for moving the Strategy forward with Tuwharetoa. It was agreed that it would not be possible to meet with all of the individual hapu and economic trusts, just as it was not possible to meet with all interested land owners or other interest groups, and that the Strategy should move forward. There was also agreement that this is to be a living document that will require regular review as circumstances change. To that end it was agreed that it was imperative that there continues to be ongoing engagement between Taupo District Council and Tuwharetoa. Specific meetings were held with a number of different Trusts to gauge individual perspectives as the Strategy developed. On going discussions were also held with a reference group to ensure that the Strategy appropriately reflected the contribution of Ngati Tuwharetoa to the District and allowed enough flexibility to help meet their needs into the future 7. Drafting Taupo District 2050 The Strategy, implementation plan, and timelines were developed in parallel with the ongoing consultation, and the supporting information contained in Volumes Two and Three. 8. Peer Review Th e methodology outlined in the Inception Report specifically identified the need for two separate consultants to be involved from the commencement of the development of the Strategy. Their primary role was to provide ongoing peer review and input as the Strategy developed, based on previous experience and knowledge gained through doing similar work. Ken Tremaine Consulting Ltd and Wasley Knell Consultants Ltd were contracted as the consultants for the project. They were specifically chosen because of their combined experience in undertaking growth management and development strategy formulation and implementation in a range of areas including, the Western Bay of Plenty, Eastern Bay of Plenty, Rotorua, Greater Christchurch, the Far North, Papakura, Nelson, Queenstown and Wanaka. Their wide exposure to different issues and approaches to growth and development has assisted to ensure that this Strategy has not repeated the mistakes made by others, utilises successful approaches and ensuring there is a sound basis for strategy implementation. They have both visited and undertaken assessment and research on the South East Queensland approach to growth management. Often many of the issues are the same it is just the scale of numbers that are different. 22

28 Another important element of the Strategy development process was the input from the Strategic Partners Forum. This forum was established to provide independent input into strategy development, which is another form of peer review. The forum purposefully consisted of a range of different interest groups like Vision 2020, the Lake Taupo Development Company and the Lakes and Waterways Action Group. These different interest groups provided their own unique perspectives and ensured that robust debate occurred and assisted in shaping the Strategy. 9. Adoption of Taupo District 2050 Taupo District 2050 was publicly notified for consultation in conjunction with the Long Term Council Community Plan using the special consultative procedure. Adoption of Taupo District 2050 is anticipated at the end of June The Scope of Taupo District

29 The scope of Taupo District

30 4 Basis for Taupo District What is the broader planning context? Long-term planning must have regard to influences within the wider international, national, regional and district environment. International The world continues to urbanise rapidly. Approximately 50% of the world s 6.5 billion people live in urban areas. By 2050, 60% of the 8.3 billion people will live in urban areas. Urban migration is occurring at rates three times faster than population growth. Economic growth, trends in household characteristics, education, vehicle ownership and employment are causing substantial pressure on urban areas to expand. Urban expansion has a range of impacts of its own including pollution, habitat loss, loss of open space, loss of high quality productive soils, reducing transport mode connectivity, and escalating infrastructure costs. Sustainable development has been brought to international attention by Agenda 21 and the Rio Earth Summit, which focused on the issues that will need to be resolved if the environment, the economy and communities are to flourish in the 21st century. Issues such as climate change, loss of forest cover, declining biodiversity, and burgeoning waste streams have created a growing awareness of the cumulative global impacts of development and a desire to take action at local level. Quality of life has become a primary factor in long term planning. A basic premise of a more connected national and global economy is that talented people can locate anywhere, so they go where the living is good. This means regions, districts, cities, and towns in turn, must also be more creative as they strive to attract and retain talented people. In short, the attraction of places can be put down to four critical amenities: A rich variety of services and local goods, including restaurants, bars, delis, cafes, cinema, theatre, libraries, museums, events, and access to outdoor recreational activities. Aesthetics and physical setting, including good design and architecture, physical environment, and climate. Good public services, including quality schools, childcare, medical facilities and low crime rates. The ease with which individuals can move around. As time becomes more valuable, individuals will tend to avoid areas where transport (time) costs are high. In parts of the Western World, notably in the US, Canada, and Australia, initiatives have been taken to shift policy toward a greater concern for quality of life with initiatives such as Liveable Communities. These Basis for Taupo District

31 Basis for Taupo District 2050 initiatives seek a more comprehensive and integrated approach to growth-related policy development to ensure high quality of life for current and future generations, as well as the protection and enhancement of natural systems. Key principles behind Liveable Communities and other sustainability approaches to managing growth include: Mixed land uses Compact building design Housing opportunity and choice Variety of transport choice Walkable neighbourhoods Distinctive attractive communities with a strong sense of place Strengthening existing communities Preserving open space, farmland and natural beauty National New Zealand is a relatively urbanised country with more than 85% of its people living in cities and towns. The New Zealand population is projected to grow to 4.4 million by 2021, to 5 million by 2051, and then fall slightly to 4.2 million by Natural decrease is likely to become the norm and, increasingly, population growth will depend on gains from immigration. Within the New Zealand, there are growing concerns about sustainable development in the urban setting, and similar issues are being raised as those internationally. New Zealand studies suggest that the economic value provided by ecosystem services could be equal to that of the country s GDP (Patterson and Cole, 1999). Ecosystem services by natural resources include the provision of primary products from the land, climate control, erosion control, water regulation, biodiversity protection, waste treatment, recreational opportunities and contribution to New Zealand s identity. Protection of these services is vital to the country s environmental, economic, social and cultural wellbeing. 26 Predictable, fair, and cost efficient decision-making Citizen and stakeholder participation in development decisions In 2002, the World Summit on Sustainable Development reviewed implementation of these and other key sustainable development objectives and secured a renewed commitment to the broader aim of sustainable development. The Resource Management Act 1991 (RMA 1991) emphasised sustainable management of natural and physical resources. However, its environmental effects focus has not always provided a sufficiently broad platform for development of vision to address the span of environmental, social, cultural and economic issues facing communities in an integrated manner. In 1998, the Parliamentary Commissioner for the Environment commented, with few notable exceptions the concept of sustainable development is largely being ignored in New Zealand. A challenge was issued to growth areas to address issues of liveability traffic congestion,

32 loss of natural cultural and historic heritage resources, increasing infrastructure costs, and social dislocation and isolation. In 2002 the government introduced the Sustainable Development for New Zealand programme. This focuses on four key areas, fresh water, energy, sustainable cities, and child and youth development. Also in 2002, the Local Government Act 1974 was repealed by the Local Government Act 2002 (LGA 2002) that embodies the principles of sustainable development. This includes further recognition of the Treaty of Waitangi, and the need to provide opportunities for Maori to contribute to its decision-making processes. Following the reforms heralded by the LGA 2002, the Land Transport Management Act 2003 (LTMA 2003) signalled a new era for the planning and operation of the country's transport infrastructure. That Act has close links with the consultation provisions of the LGA 2002, and also introduces environmental sustainability and integration (c.f. RMA 1991) as criteria by which transport programmes and projects must be considered against. funding of land transport by Land Transport NZ in its National Land Transport Programme, and Transit NZ in its 10-Year State-Highway Forecast. The interrelationship between these three key statutes is further explained in appendix 3. There are also a range of other national issues which are being addressed by Central Government such as climate change and air quality. Council need to respond to this work through future reviews of Taupo District 2050 as government clarifies its policy position Basis for Taupo District 2050 The LTMA 2003 aims to achieve greater consistency in long-term planning of transport networks, a more integrated transport infrastructure, a multimodal approach, and provides for some new approaches to funding roads. Under the LTMA 2003, Council must prepare a land transport programme for each financial year, unless it has already included those in its LTCCP or Annual Plan. Which ever option it chooses the manner in which it addresses these matters must be consistent with the Regional Land Transport Strategy (RLTS). The Draft RLTS prepared by Environment Waikato for the Waikato Region feeds into national considerations and 27

33 Basis for Taupo District 2050 Regional The Taupo District falls within the jurisdiction of four different regional Councils. However the vast majority of the District sits within the area administered by Environment Waikato. The Waikato region covers approximately 25,000km 2 and has an estimated 381,900 people (2004). From 1996 to 2001, its population grew by 2.2 percent per annum. This has since reduced to an average of 0.7 percent per annum making it the eighth fastest growing region. Approximately 75 percent of the population of the region live in urban areas. There are defined growth pressures in some sub-regions such as Taupo District, Thames-Coromandel District, and Hamilton City. There are also internal migration issues of population leaving other districts, especially rural areas, and moving into larger urban centres. Aside from these growth factors other major issues facing the region include transportation, biodiversity and the deterioration of lake and river water quality. To address the issues facing the region Environment Waikato has developed a number of key policies and plans. Under the RMA 1991 they have prepared an Operative Regional Policy Statement and Plan which outline the major environmental issues facing the region. While under the LTMA 2003 the Environment Waikato has prepared a draft Regional Land Transport Strategy. All of these statutory documents are the subject of input by the districts that make up the region. Of particular significance is the potential for a future regional growth strategy. With the amendments to section 30 of the RMA 1991 in 2005 strengthening the role of regional councils in managing growth there is likely to be a growing need for Environment Waikato to look further at a regional growth strategy to ensure efficient integration of land uses and infrastructure, particularly transport. While Environment Waikato is certainly the main focus for much of what happens within Taupo District there are some strong links to Environment Bay of Plenty. Because of a range of factors the Taupo District tends to look to the Bay of Plenty for strategic links to the Port, a strong flow of domestic tourists, and for many commercial and central government services. 28

34 District Taupo District has a land area of 6,354km 2 and had a population of 33,700 people in The majority (almost 22,000) live in the Taupo urban area and this is where most growth is expected to continue to occur. Taupo District has an ageing population and a high proportion of Maori. Both of these factors will play an important role in the District s future. It is also a lifestyle, holiday, and recreational destination. People are coming to the Taupo District more and more for the lifestyle, natural scenery, and proximity to outdoor recreation opportunities. There is a general desire amongst the community to preserve, protect and enjoy the unique, natural character of the District. In recent years this has made lakeside properties and those with lake views very popular and therefore very expensive. Because of these trends recent years have seen a boom in the property market. Lakeshore areas with good views and places close to Taupo Town have been subdivided and sold off for housing. This trend has alarmed much of the community as there is increasing pressure on rural and natural areas to be developed. As so much of the population lives in this District for the unique lifestyle offered these developments are perceived as a threat to their present way of life and the attractiveness of their homes. Previous strategic planning within the District has tended to focus inwards on specific parts of the District and particularly those which are under the most development pressure. Taupo District 2050 is different in that it looks at the entire District as a whole and goes further to look outward at where we fit within the regional and national context. Increasingly New Zealanders are becoming more mobile seeking to move around the country. This domestic migration has a major impact on Taupo District as it is a significant proportion of our population growth. The influences and drivers behind this movement of people need to be taken into consideration when planning for the District s growth. Under changes to legislation regional councils around the country will play an increasingly important role in planning and managing growth at a district level. To enable Taupo District to input effectively into that future planning there needs to be a clear picture of where the District is heading. Many of the country s and region s most important transport links pass through the District. State Highway One is the main transport link throughout the Country, while state highways to the Bay of Plenty, Hawkes Bay and Taranaki all traverse the District. The District s central position in this regional and national network is an important one from both a social and an economic perspective. Taupo Town itself has the potential to increase its significance as a national, regional, and district transportation and distribution hub. Economically Taupo District has an important place in the national and regional economies with its focus on tourism. This sector is one of the most important in the national economy and has shown Basis for Taupo District

35 Basis for Taupo District 2050 significant sustained growth. Growth in this sector is likely to continue and indeed is seen as an important way of utilising, in an economic sense, the outstanding natural environment within which the District is located. The importance of Lake Taupo as a tourist destination has been evidenced by the significant regional and national investment in the protection of the Lake s water quality. The District is also recognised as a major exporter of energy on a national scale. The Waikato has historically been well utilised for the generation of hydroelectricity, however the geothermal resource is increasing in importance particularly given the national commitment to renewable energy resources. For all of these reasons it is important that this strategy looks beyond the District and acknowledges its place within the region and the nation. Taupo District Council s Planning Documents and Taupo District 2050 At a district level there are two key planning instruments which provide the context for Taupo District 2050, the Long Term Council Community Plan (LTCCP) and the Proposed District Plan. Long Term Council Community Plan and Asset Management Plans The LTCCP is the Council s ten year planning document which establishes the activities that Council will undertake to deliver on the broad responsibilities it has under the LGA It also sets out the associated funding. Although it is a 10 year planning document it is completely reviewed every three years. One of the central purposes of the LGA 2002 is for local authorities to play a broad role in promoting social, economic, environmental, and cultural well-being of their communities, taking a sustainable development approach (section 3(d)). Asset m anagement plans sit below the LTCCP and are specifically developed to show how the key assets like network infrastructure, community infrastructure, and reserves are to be managed over time in terms of both maintenance and capital works. Schedule 10 of the LGA 2002 places legislative requirements on Councils to clearly identify in the LTCCP, all significant forecasting assumptions. This is to ensure that the reasoning behind financial estimates, asset management plans and other key plans is robust and well founded. 30

36 Central to the forecasting assumptions are growth assumptions including population, households and the rating base. The assumptions behind growth models must be clearly set out. Council is also required to describe in the LTCCP how it is addressing changes in demand for services, due to growth or to changes to levels of service. It also involves levels of service and the affordability of infrastructure and ensuring growth pays for growth. The implications are that in Councils experiencing high growth, such as Taupo District, the sections describing the impact of growth will be a major feature of the LTCCP. As a result of these requirements Taupo District 2050 is contained as a key element of the LTCCP and will be reviewed on a three yearly cycle in conjunction with the LTCCP. This will ensure that the Council s long term financial planning is based on a sound long term picture of growth and the methods which will be used to manage it. Healthy people, healthy communities Safe and secure Thriving and prosperous Vibrant and diverse Taupo District 2050 has reflected these outcomes in the vision and the strategic directions which will achieve the vision. Proposed Taupo District Plan In meeting its statutory responsibility under the Resource Management Act 1991 (RMA 1991) the Council has prepared its Proposed District Plan. The purpose of the RMA 1991 is sustainable management of natural and physical resources. This statutory purpose is a variant of the universal term sustainability, closely comparable to sustainable development of the LGA 2002, and environmental sustainability of the LTMA Basis for Taupo District 2050 Community Outcomes Under the LGA 2002 the Taupo District Council is required to identify the aspirations of the community with regard to present and future social, economic, environmental and cultural well-being. These Community Outcomes are used to prioritise the activities of the Council and other organisations. Community Outcomes are determined every six years. The full list of Community Outcomes is contained in Appendix 6. In summary the themes of the Community Outcomes are as follows: Lakes, rivers, landscapes places we are proud of Council also has a specific duty and function under section 31 of the Act to control any actual or potential effects of the use, development or protection of land. This plan was first notified in July 2000 and is nearing the end of the statutory process. At present the majority of the plan is notionally operative, thereby superseding the previous planning schemes. The Proposed District Plan is essentially the set of objectives, policies, and rules which control the scale, nature and location of land use activities (i.e. development). As such it plays an important role in managing the effects of development. 31

37 Basis for Taupo District 2050 The Proposed District Plan does not strategically zone land for future urban development, instead preferring to address applications in the Rural Environment on a case by case basis. This philosophy has created some concern that the broader cumulative effects of growth were not being dealt with as well as they could. The consultation on Taupo 2050 is intended to be utilised as part of the consultation requirements under clause 3C of the first schedule of the Resource Management Act for any district plan variations that are progressed to implement aspects of this Strategy. Detailed assessments under section 32 of the Act are considered to be more appropriately left to the specifics of structure plans and accompanying variations. 32

38 4.2 Base Case Summary Volume Three of Taupo District 2050, the Base Case report, was developed in order to bring together existing data and information relevant to the objectives and development of the growth options for Taupo District The Base Case report identifies the following key trends with regard to Taupo s demographic characteristics: An ageing population The unknown dimension of inward and outward migration A large and rapidly growing Maori population (relative to the remainder of the District s population) Declining household size The Base Case also contains growth projections for Taupo District: Growth is a combination of several things, including growth in visitors and permanent residents, and land and building development. Land subdivision outstrips building construction outstrips population growth. Growth in land and building development will therefore be much more significant. Migration has a strong impact on population and households. Taupo District may well experience higher levels of migration due to the following factors: Sea Change: People seeking a lifestyle close to the water, in the rural countryside, close to recreational opportunities. Cyclical nature of demographics The labour market: Increasing employment opportunities. People attract people: The reinforcing nature of growth in population and households. One of the key challenges in growth management is achieving integration between future forecast land and building demand, the timely provision of infrastructure to support this growth and the equitable funding of future growth between both developers and the general community. Forecasting future growth is far from an exact science. Land uptake rates and building activity will vary over time given the many factors which influence supply and demand. Many of these are discussed in the Base Case Report. The report analyses various demand forecasting models. The actual population of the District is expected to increase by between 5200 and 7500 people by The growth projections also anticipate that by that date between 6150 and 7470 new Lots will be required. This would meet not only the population increase over time but also takes into account the large proportion of vacant or holiday homes within the District. This range also has an additional 15% added to reflect the need for a surplus of Lots within the market place. This is to ensure diversity of choice and to prevent prices being artificially escalated. Given the current spread of the District s population most future growth will be focused in the northern growth area around Taupo Town. Basis for Taupo District

39 Basis for Taupo District 2050 Approximately 5% of the growth is expected to be located in and around Turangi reflecting the town s role as a service centre for the southern part of the District. This also reflects the increasing focus on tourism and holiday accommodation rather than substantial population growth. The south eastern and south western growth areas are expected to accommodate a further 10% of growth over the 20 year period. The majority of this is likely to be focused on the western side of the Lake due to land tenure and flood hazard issues respectively limiting the pace and location of development to the south east. It is anticipated that the rest of the District will meet the demands of the remaining 5% of growth through incremental development on riverside settlements and some limited rural development. Figure 7 Distribution of future growth Council is required under Schedule 10 of the LGA 2002 to identify the effects of ongoing growth on its assets and how under Schedule 13 of the same Act Council will fund the increased demand for community facilities. The key challenge is to estimate the rate of growth and identify the key infrastructure to support it. The next step is to estimate the costs of growth and then to decide the portion to be funded by the development community. Northern Southern Western and Eastern combined Rest of District 34

40 5 Focus on Taupo District 5.1 The way we were The management of growth within the District has been influenced by a variety of institutions, legislation, and political factors over time. These different factors have helped to shape the existing character of the established urban areas and the broader rural environment. The historical information in this section is grouped according to the former local government organisations that had jurisdiction over the District: Taupo County Council, Taupo Borough Council, Tongariro United Council, and the Waikato Valley Authority. These organisations were disbanded as part of local government reforms in 1989, and replaced with Taupo District Council and Waikato Regional Council (Environment Waikato). The focus of planning to establish the necessary infrastructure to develop the District and improve the standard of housing Building by-laws introduced to help address the housing concerns. 1950s-1960s. The development of the Western Access Road and Poihipi Road in co-operation with Central Government opens access right round the lake. Taupo and Taumarunui Counties better able to construct local roads, opening up large tracts of land for development. The Long Germination of the Eastern Taupo Arterial Taupo Eastern By-Pass first publicly discussed. The by-pass proposal subsequently influences the design and construction of Taupo s roading network. Focus on Taupo District Most, if not all of the District s contemporary growth management issues have a historical basis, which hold as true for the present time as has been the case in the past. Taupo County Council Initially a Core Infrastructure Focus Taupo County Council established The Lands and Survey Department suggests a route for the By- Pass through the County (close to present designation) The by-pass debate comes to a head as a result of concerns held by the Borough and County regarding the amenity effects on Taupo of a Ministry of Work s proposal to construct a four lane highway along the lakefront, including a new bridge over the harbour The Ministry of Work s plans moth-balled. 35

41 Focus on Taupo District The Planning pre-eminence of Lake Water Quality and Amenity Protection The inaugural County Plan comes into effect (operative 1959), regulating urban sprawl in the County, and seeking to establish green belts and public access to the lake The concept of a Lakeshore Preservation Scheme first publicly discussed and promoted Lake Shore Reserves Scheme project. A joint Central Government-Council scheme to: 1. Maintain the high water quality of Lake Taupo. 2. Maintain / enhance the natural vegetation around the lake and its tributaries. 3. Subject to maintaining the natural environment, maximise public access and enjoyment of the lake and river margins. 4. Maintain existing natural ecosystems (including trout fisheries), and protect historical sites around the lake. 5. Preserve in perpetuity the outstanding natural character of the lake and its environs. Ultimately a total of 18,601 hectares put into reserve around Lake Taupo and its tributaries, throughout both Taupo and Taumarunui Counties, require the acquisition of 13,133 hectares of both private and Crown land. The scheme was dependent on Central Government funding to acquire the identified land, either through negotiated acquisition, or at the time of subdivision. However, Government enthusiasm dwindled over the years, as did the funding for land acquisition. Although the County carried the designations over in its Planning Schemes until it was superseded by the Proposed District Plan, the project was never fully implemented Taupo and Taumarunui County Councils designate land for Lakeshore Reserves. Taupo Borough Council Taupo Town Grows at the Intersection of Lake, River, and Arterial roads The first Town Borough Plan. Initially the town grows from the lake front between the Waikato River and the Napier-Taupo back towards the AC Baths following arterial routes. Conventional zoning pattern, based on segregating commercial, residential and industrial activities, interspersed plentifully with neighbourhood parks. The lake front naturally attracts motel accommodation for the tourist industry. This project was taken up by the Tongariro United Council, further refined and carried over into the revised District Schemes. The Long and Controversial Germination of River Crossing a Proposed Second A proposal for second bridge over the Waikato River linking to Titiraupenga Street to bypass the Taupo CBD adopted into the Taupo

42 Borough Plan. Part of the proposal to provide additional parking for the CBD, substantial capital spent acquiring land within the Taupo CBD for this purpose The second bridge withdrawn from the Plan, prompting a comprehensive review of Taupo s transport network, eventually resulting in the construction of Arrowsmith Avenue and Kiddle Drive, linking Crown Road to Broadlands Road and extending Acacia Bay Road to Poihipi Road. Tongariro United Council Following the introduction of the Town and Country Planning Act 1977 the Tongariro United Council (TUC) undertook a comprehensive evaluation of growth management issues in the Taupo area. The TUC produced a Regional Planning Policy Discussion document which highlighted the issues below. These issues remain as true for the present as they were then. The Protection of Lake Taupo Deterioration of the Lake s water quality from effluent, farm and forestry run-off and erosion is the fundamental and unifying issue for the area. Closely linked to this is the undermining of the natural integrity of the Lake and immediate environs. (The very porous nature of Taupo soils mean that land discharges made their way into waterways relatively quickly, resulting in the under performance of conventional effluent disposal systems). Lakeshore Reserve Scheme encountering difficulties securing Central Government funding for acquisition, as well as difficulties with Government agencies wishing to retain the land for other uses. The mandatory Lake Taupo Catchment Control Scheme (1976) proving very successful in controlling erosion, but not other concerns. Haphazard Urban Settlement Around the Lake Margin Piecemeal development at the lake margin contributing to contamination of the lake, created physical and economic difficulties for the provision of public services, access and competing use difficulties, and detracting from the lake s natural character. The Continued Development of Geothermal Energy Resources Electricity generation plants considered a Focus on Taupo District 37

43 Focus on Taupo District 38 mixed blessing for the District. While initially attracting a large workforce to the area bringing economic benefits the majority of the workforce left after construction was completed, leaving an economic and social vacuum. Environmental problems were also identified, such as changes in water flow patterns (both fluvial and geothermal), discharges of concentrated contaminants, resource access / use competition and diminished aesthetics such as the destruction of the Wairakei thermal valley. Transportation and Connection The isolation of the District from key market areas is an impediment to the exploitation of the District s raw material resources. Thus the improvement and expansion of the roading networks a priority, including the investigation of rail transport to the eastern side of the lake. The Diversification and broadening of the District Economy The desire for industrial development and expansion for the District s economic wellbeing, was balanced by concerns regarding pollution and a trend towards reliance upon one form of industrial activity (i.e. forestry). Attracting a larger, balanced and permanent population structure, without undermining the quality of the natural environment The Continued Development of Tourism The benefits of expanding the recreational tourism industry, balanced against issues of seasonal population fluctuations, access and competing uses (both within the industry and with other industries, as well as between residents and visitors). The Continued Development of Forestry Exploitation of indigenous forestry (at that time 20% of New Zealand s indigenous forest lay within the TUC). However, problems associated with utilising the resource included competition for land use, erosion, reliance on fluctuating overseas markets, pollution (including fertiliser use) and wood waste disposal problems, identifying appropriate processing sites, and damage to roading infrastructure from logging trucks. Land Tenure Difficulties Much of the District s land under Crown ownership or control. Often the management practices of these blocks were inconsistent with the policies and requirements of the TUC or member Council s. Furthermore, the land was unavailable for alternative private development / use, or for Council acquisition for urban or industrial expansion. Similarly, large areas of land were in multiple Maori ownership, and perceived as not being used to its full potential. The Continued Development of Farming A reliance on and predominance of extensive pastoral practices, the limitations imposed by the pumice soil and climate, few rural services in remote places, and limitations from too few rural water supplies. Rural residential land perceived as being in conflict with valid rural practices, and detrimental to the lak e by drawing the population away from urban centres.

44 The Continued Development / Use of National and Forest Parks The Crown-managed National and Forest Parks perceived to be under utilised, and out of sync with the surrounding District. For example, the provision of accommodation and services for the Parks from centres such as Turangi and Tokaanu not fostered, despite the potential benefit to the purpose and operation of those Parks. Greater cooperation / coordination required Waikato Valley Authority Catchment Control for Lake Water Quality Protection Catchment Control Scheme in parallel to the Central Government- Taupo County Council-Taumarunui County Council Lakeshore Reserve Scheme. The scheme designed to control Lake Taupo Catchment erosion and soil nutrient loss by: 1. Excluding stock from water courses and eroding hillsides by fencing, planting stream banks and hillsides. 2. Retaining swamp areas for water retention during high rainfall. 3. Retaining stream bed works and structures to control water flow. Taupo District local government reforms 1962 onwards. Taupo County and Borough expressed a desire to unite with the purpose to better administer the wellbeing of the Lake Taupo catchment. This was resisted by Taumarunui County Council who wanted to retain jurisdiction over the western side of the Lake Mangakino was declared a Taupo County town with its own elected members under the administration of the Taupo County, and the following year Waihi village was included in the Taupo County. Over the following years, urbanised areas around Taupo Town became part of the Borough, concluding with Wharewaka Point in Taupo Borough, Taupo County, and part of Taumarunui County finally amalgamate creating the Taupo District of today Taupo District Council notifies the Proposed Taupo District Plan under the RMA The Proposed Taupo District Plan replaced the activity based approach of zoning and segregating land use activities, by adopting an effects based approach where activities could locate anywhere, provided they were designed to be compatible with the surrounding environment in terms of the character, scale and intensity of the effects of the activity. Focus on Taupo District 4. Placing encumbrances on land titles when blocks were subdivided to ensure protection of water course protection works. In the same year, a structure plan was prepared for the Taupo urban area to manage the infrastructural requirements for growth, including timing and costs of developing various growth areas. Since then structure plans have also been prepared for the Taupo Town Centre, and the Kinloch community 39

45 Focus on Taupo District 5.2 Contemporary challenges As the District moves ahead the challenges facing it are driven by both internal and external factors. While not all can be controlled or influenced, it is important for future planning to be aware of them. The key growth drivers are factors such as: Population growth, including local and international migration Labour force and employment growth, since as the population increases, there are more people in the workforce Changes in the nature of household composition as a result of demographic change e.g. fewer family households, more single and childless households Figure 8 Drivers affecting growth Sea change factors such as baby boomer aging the need to cash in a portion of the primary house investment to help fund retirement declining levels of amenity/ safety and transport frustration in larger cities the quest for coastal/rural countryside/recreational lifestyle amenity the influence of technology Economic activities such as a domestic and international visitor industry 40

46 District Character The character of the District s urban areas has been formed by the processes and interactions of natural and human environment. The mountains, the lakes, the rivers, and the development of the District s communities and settlements give it a sense of place. The Contribution of Tangata Whenua The contribution of Tangata Whenua has taken a number of forms. These contributions include the Tongariro National Park and other parts of the Department of Conservation Estate. Land was also given to local authorities for core public works such as roading and schools. In addition to that land given it is also recognised that land was taken by the Crown through compulsory acquisition such as some of the lakeshore reserves. Tangata Whenua are also acknowledged as major developers of land around the District in terms of residential and commercial activities. Lifestyle Destination A specific challenge facing the District is its growing attractiveness as a lifestyle destination compared to New Zealand s major urban areas. People all over the western world want to live in the sun and close to the water. The Taupo District fits within this mould and as such is becoming increasingly popular both nationally and internationally. This trend of strengthening inwards migration has significant impacts on the type of growth that the District will face and the effects of that growth. Focus on Taupo District Evolving Sense of Character and Identity The sense of character and identity of the District will continue to evolve over time. Taupo Town continues to grow and mature while other more recently settled areas around the District like Mangakino face changes in developing the social and economic fabric of their communities. Acknowledging this change over time is an important part of managing the effects of growth, however at the same time care must be given to protecting those elements which are important to the community. Holiday Homes Coupled with Taupo s attractiveness as a lifest yle destination there is a growing demand for holiday homes within the District. These second homes raise issues about the types of services that need to 41

47 Focus on Taupo District be provided, significant peaks in population and social implications within the District s communities. Lifestyle Blocks Outside of the urban areas there are also challenges to the character of the District s rural areas. Following national trends, Taupo has seen an increasing demand for the creation of lifestyle properties of 4 hectares or less. This pressure has been most strongly felt to the west of Taupo Town, around Kinloch and increasingly around the south western lakeshore settlements. This trend is creating change in the rural areas and is affecting their established character. Geothermal Energy Development Pastoral Farming There are also adaptations underway with regard to pastoral farming. Large pastoral farms, particularly down the western side of the Lake Taupo, are starting to consider changes in land use practice as concerns about lake water quality grow and regulation starts to take effect. Land owners are increasingly having to look at alternative farming and land use practices to deal with these issues. Conversely, there are also large areas of forestry which lie outside of the Lake Catchment which are now beginning to convert to dairy, sheep and beef farming. Both these changes pose challenges for the District in terms of environmental effects, rural population growth and infrastructure requirements. The existing rural character is also being challenged by other land uses. The growth in geothermal energy utilisation has the potential to see more industrial style activities locate in the traditional rural environment. A risk adverse approach should be taken to new areas of residential development of land adversely affected by net extraction from geothermal systems, or located on flood plains. There are opportunities to limit future land use conflicts within the Geothermal Systems that as yet are undeveloped but have been classified by Environment Waikato as Development Systems. Currently there are predominantly pastoral farming and forestry activities on land underlain by the geothermal resource and it is likely that such uses could co-exist with development of the geothermal energy resources. 42

48 Outstanding Landscapes & Natural Areas As the District continues to grow individual developments place pressure on the landscapes and key natural areas within the District. Maintaining a balance between the need for economic growth and the need to protect the environment within which people live, work and play is an ongoing challenge. In recent times the strong urban growth of the District has been felt most acutely in the lakeshore settlements and to the west of Taupo Town and around Kinloch. The outward spread of existing urban areas is starting to place significant pressure on the landscapes which have given context to these urban areas for so long. This tension of people wishing to live in close proximity to water versus a desire to keep development back from the Lake will continue to be a challenge given concerns over water quality and landscapes These landscapes are also under threat from a growing trend of more dispersed residential activity. As people demand their own piece of paradise, residential development is starting to spread into areas of the District that were once relatively isolated and therefore maintained their relative wilderness character. The impact on these areas from sustained growth is of major concern to the community, particularly as these areas tend to be in close proximity to the lakeshore. Tourism has a strong role within the local economy and is largely based on the natural environment. Therefore the management of growth must consider the protection of the natural environment and landscapes. Bearing this in mind specific consideration must be given to the District s scenic corridors. Places like the entrances to Taupo, Turangi, State Highway One down the eastern side of Lake Taupo, the Western Bay and the Desert Road, are all examples of landscapes that need to be protected because of their intrinsic importance to the tourism sector. Settlement Patterns & Urban Form Urban Form: Moving from Low Density to Sustainable Living With a national and global move toward more sustainable living Taupo District must consider how the form of its urban areas contributes to that goal. The urban form within the District is traditionally of a relatively low density. Rather than consolidating, the District s urban areas have tended to spread out. A major issue challenging the District is whether it can continue this pattern or whether the shape of its urban areas needs to be better defined. The answer to this problem will have significant effects on the character, social and economic nature of the urban areas. Focus on Taupo District While the impacts of growth on the landscapes of the District are significant, less visible are the impacts on the District s natural features and areas of natural vegetation. Spreading urban development is reducing not only the size of these areas of natural vegetation but also the linkages between them. Maintaining the biodiversity of the District is important not only to the inhabitants of the District but also to the region and future generations. Land Supply To ensure that the different urban areas can continue to grow there needs to be a supply of land for development. Historically the supply of land has ebbed and flowed depending on a wide range of factors. 43

49 Focus on Taupo District Managing these factors and ensuring a supply into the future is an important challenge to avoid significant adverse economic effects. Traditionally the leasehold land that has been developed in the District has been restricted to high value residential development such as at Hatepe. With increasing pressures for land supply and issues of housing affordability there are growing opportunities for leasehold land to be used for a range of land uses such as tourist ventures, commercial uses or affordable housing. Servicing Constraints and Opportunities Another important element of the urban form is efficiency of servicing. With increasing demand for reticulated water and wastewater services and future demand for public transport, it is important that future growth is located to achieve efficiency and affordability. With limited funds available the provision and timing of infrastructure needs to be a major consideration in the location of future growth areas. Large Format Retail and Business Land The trend of large format retailing is starting to make its effects felt within Taupo with its development more a matter of when not if. Managing the location of such activities is important given the effects that they can have on transport flows, economic investment and the function and viability of existing town centres. Previous public discussion has signalled concern about the establishment of retail along the proposed East Taupo Arterial in terms of both aesthetics Geothermal Risk 44 In seeking to accommodate future growth, recognition must also be given to the geothermal systems which affect the town of Taupo. These systems are currently being utilised for energy generation, however that generation can have significant effects. Although parts of the existing urban area of Taupo are built over the geothermal resource, the location of future growth in relation to this resource needs to take into consideration the growing knowledge of the geothermal extraction and its risks.

50 and the adverse effects on the Taupo Central Business District. Also emerging as an issue is the lack of a significant commercial centre to the west of the Waikato River. There is substantial residential growth underway and planned for the area west of the Taupo Central Business District. If this new development is solely reliant on the central business district for servicing there will be unsustainable pressure on the transport corridors feeding in. This dependency also reinforces reliance on cars as the primary mode of transport. Lake Orientation Another issue impacting on the broader urban form is the orientation of the Taupo Town Centre. At present State Highway 1 severs the town centre from both the Tongariro Domain and the lakefront. This disconnection is an ongoing issue with regard to the form of the Taupo Urban Area and work needs to continue on addressing this as part of managing the growth of the town. result of liberal controls on development. While a liberal approach has certainly allowed for variation between neighbourhoods it has not always meant good integration between and within them. With a trend toward higher density development the quality of the urban areas becomes increasingly important. The challenge for the future is to ensure that development reflects key urban design elements to ensure a high quality built environment. As part of designing sustainable neighbourhoods, and therefore sustainable urban areas, consideration needs to be given to the issues of air and water quality, waste minimisation and the generation of greenhouse gases. Also emerging as a substantial concern is the efficient usage of energy and water. Designing places that address these issues will assist in creating more sustainable living environments. Focus on Taupo District Marina Strong Communities Finally, a more specific need which is starting to emerge is the lack of adequate marina facilities. Lake Taupo is prized as a recreational playground for locals and visitors alike with much of this recreation involving boating activities. Recent research has shown that there is increasing pressure on existing marina facilities and it is clear that provision will need to be made for future facilities to meet this growing demand. Well Designed Places Perhaps one of the biggest challenges facing a growing district is the balance between the provision of physical infrastructure like roads and pipes and community infrastructure like schools and libraries. While the physical infrastructure is a necessity it is often forgotten that the community infrastructure is just as necessary if a community is to provide for all the needs of its members. Prioritising Social and Community Infrastructure The development of the District s urban areas has often occurred in a sporadic manner with the next neighbourhood building on the previous one or sometimes not at all. This pattern of neighbourhood development has been a Because of its relative youthfulness, provincial standing, and limited population the Taupo District does not have the same level of community facilities that larger cities do. Ensuring that the 45

51 Focus on Taupo District community infrastructure needed to support and meet the community s aspirations is provided will be an ongoing challenge. With the greying of the District s, and for that matter the Country s population, there will be changing demands for housing type and location. There will also be an increased need for diversified medical facilities and accessible public transport. Housing Affordability A key component of housing provision is affordability. Taupo Town finds itself beginning to face some of the issues that other tourism and lifestyle destinations such as Queenstown and Nelson have had to address. With growing attractiveness as a lifestyle destination, and strong external investment in the market, Taupo house prices continue to rise. This in turn makes it increasingly difficult for people to purchase a house. proactive approach to development, evidenced through the development of the Lake Taupo forests in the 1970s, and the large farms in the Western Bays and Tauhara areas. There is also a significant amount of undeveloped Maori land with potential for more intensive development. Much of this is in close proximity to Lake Taupo and is currently used for a range of different land uses. Many of these areas are valued by the broader community because they form a natural backdrop for the lake and its environs. While some of those areas have been leased to the Department of Conservation on short term lease agreements, Maori owners predominately do not receive any income or return on these land areas. It is inevitable that these foreshore areas will become increasingly attractive for development as land prices continue to increase. 46 One of the flow on effects for local businesses is greater difficulty in attracting and retaining employees. This in turn may result in those less wealthy groups of the community having to relocate to outlying areas and commute further to employment centres. While this may be a market solution to the problem of affordability it can have serious effects which weaken the fabric of the community. It also means greater dependence on the car and communities which are generally less accessible. Tangata Whenua Major District Land Owners, Conservationists, and Developers Maori currently own close to half of all the land in the District, including the bed of Lake Taupo. As a tribe Ngati Tuwharetoa has historically taken a High Proportion of District Population and High Growth Rate Maori currently comprise approximately one third of the total population in the District. Demographic trends suggest that this will increase by This population increase is coupled with a nation wide trend of Maori wanting to return to live on their ancestral lands. This is likely to result in an increased demand for papakainga development on multiply owned Maori land. This is something which the Council would wish to support through its future planning. However, this trend may present some future servicing challenges, particularly in relation to new regional council rules for lake water quality. In addition, some of these developments may occur on areas valued by the broader community for their landscape or natural qualities.

52 Maori Land Tenure and Development The development of multiple owned Maori land is progressively becoming a key player in the development of the District. Legal and administrative requirements mean that future development of Maori owned land is most likely to occur on a leasehold basis other than freehold tenure. This has been evidenced through a number of recent development proposals in the Acacia Bay area. This trend is likely to continue into the future given increasing land prices and the national demand for water edge real estate. However, it is noted that legislation and ownership constraints often mean that multiply owned Maori land is developed at a slower rate compared to privately owned land. There is also uncertainty at present in relation to the land subject to a Treaty of Waitangi claim. numbers to the District from 2.52 million in 2004 to 2.9 million in 2011 (increase of 1.9% per year). The visitor industry is set to remain as one of the most important industries for the District. Focus on Taupo District At present Ngati Tuwharetoa as a tribe have indicated that they are still determining their future development aspirations for their land. Many of the specific land owning trusts are in a similar situation. Taupo District 2050 will be reviewed in 2008 and thereafter on a three yearly basis. Those reviews will be able to take into account the views of Ngati Tuwharetoa as they evolve over time.. Sustainable Economy Visitor Industry The visitor industry is very significant in the Taupo District. Visitors contributed $396 million to the local economy in 2003, mostly from overnight, domestic visitors. Events are a large part of this, providing an estimated $80 million per year. The Tourism Research Council NZ has forecast an increase in visitor 47

53 Focus on Taupo District Renewable Energy Of major significance to the local economy and of importance at a national scale is the development of renewable energy resources. The Taupo District is rich in both geothermal and hydroelectric energy resources. Historically the emphasis has been on the hydro power schemes which played an important part in the District s urban development through the establishment of towns like Mangakino and Turangi. In more recent decades exploitation of the geothermal resource has gained momentum. Wind power is an energy resource currently not utilised in the District but which may need to be investigated in the future as more traditional energy sources become less viable. Geothermal Energy and Risk In terms of resource management, it is Environment Waikato (EW) which regulates the use and development of the geothermal resource in the region, with the Taupo District Council being responsible for land-use regulation. Through its Regional Policy Statement and Regional Plan, EW has established a comprehensive policy regime for the sustainable management of the regional geothermal resource. In broad summary, the policy approach taken is to classify some geothermal systems for development and others for protection. Six geothermal systems located whole or in part in Taupo District have been identified as Development Geothermal Systems, namely, Wairakei-Tauhara, Rotokawa, Ohaaki-Broadlands, Ngatamariki, Mokai-Ongaroto, and Atiamuri. A total of five geothermal power Hydroelectricity There are a number of dams and reservoirs associated with the Waikato Hydro System and Tongariro Power Development located in the Taupo District. Hydro reservoirs now have established lake environments that provide a range of recreational opportunities and in some areas lifestyle opportunities. Careful planning is required to ensure the operational requirements of the hydro systems are not compromised whilst also enjoying the benefits of the riverine and lakeside landscapes. 48

54 stations, operated by various companies, are located on these geothermal systems (in addition resource consents have been granted for geothermal power stations at Poihipi Road and Tauhara). Combined these geothermal power stations produce 7% of New Zealand s electricity requirements and accordingly represent a resource of regional significance. In addition to the generation of electricity and other industrial uses, the geothermal systems in the District are valued for their scenic, recreational, cultural, and spiritual values. This includes a number of tourism operations associated with both activities that utilise the geothermal resource and some of the geothermal features in the District. Whilst providing considerable opportunities the Wairakei-Tauhara development geothermal system which underlies most of the urban area of Taupo Town is an existing physical and administrative constraint in the management of urban growth. Large tracts of land are currently unavailable for conventional residential urban development due to geothermal encumbrances and easements restricting use. Hot ground, differential land subsidence, and potential reverse sensitivity conflicts with existing operations also restrict urban growth. systems other than that future development already identified in the Taupo Urban Structure Plan. At the same time, the potential adverse effects of geothermal resource development (such as the migration of heat, alteration to vegetation, land subsidence, etc.) need to be transparently monitored. The geothermal energy sector will have an obligation under existing consent conditions to keep the community wellinformed of their future development plans for the geothermal resource. A growing trend within the District is the location of new industry in close proximity to the geothermal resource. The development of glasshouses heated with geothermal energy, the kiln drying of timber and some tourism activities all show that there is real potential for geothermal energy to be further developed. Greater flexibility in future planning will be needed to ensure that this trend is able to continue. Diversifying and Broadening the District Economy Focus on Taupo District There is the potential for competition between geothermal development activities on one hand and urban development on the other. Council recognises the need to reflect the provisions of Regional Plans and Policy Statements in order to achieve sustainable outcomes for geothermal activities and urban growth. Currently the economy is based around tourism, the energy sector, forestry, agriculture and construction. The concern remains that the economy is not diverse enough to withstand a significant down turn in the primary or tourism sectors. Encouraging a more diverse base remains a significant challenge. By acknowledging the geothermal resource and coordinating the pattern and distribution of urban growth, Council can manage land-use dynamics, and avoid, remedy or mitigate potential reverse sensitivity conflicts. It is for this reason that this strategy does not promote urban growth over geothermal Business Land Requirements One of the other principal issues facing the District economy is the availability of land for commercial and industrial use. Just as the 49

55 Focus on Taupo District 50 supply of land affects residential land prices, so a similar effect results in escalating commercial and industrial land prices and high rents. Because the Proposed District Plan does not strategically zone land for future purposes the development sector finds that expansion of commercial and particularly industrial areas often means expansion into the rural environment. Coupled with this is a lack of forward infrastructure provision. With no certainty about where future industry may locate infrastructure providers are similarly reluctant to invest in the forward provision of infrastructure. A more specific issue, which affects the growth of the Taupo Central Business District, is parking. As this commercial hub of the District grows and visitor numbers increase, there is mounting pressure on the parking resource largely managed by Council. The way that this is managed has a substantial effect on the rate and direction of growth of the Central Business District. Leadership and careful management will need to be provided to ensure that parking does not become a constraint on further economic growth. Integrating Land Use, Infrastructure, & Funding Infrastructure is a cornerstone of future growth. Its availability facilitates and can encourage growth while its absence acts as a deterrent. Like many growing districts Taupo faces a number of significant issues related to infrastructure. Much of the District has been built on physical infrastructure that is nearing capacity and needs substantial upgrades. This situation is exacerbated by the sustained growth in recent years. The True Costs of Growth When demand for these vital services starts to outstrip supply there is increased pressure for further capital investment. The challenge of who pays for this capital expenditure and when affects all of the community. The timing of payment for capital infrastructure may mean that either the Council or the development sector has to act as banker for a substantial period of time. In addition to these capital costs there are the ongoing operational costs for the life of the infrastructural asset. With most basic infrastructure eventually being adopted by the Council these mounting operational costs must also be considered. As such there are sound financial reasons for managing growth in a manner which ensures that infrastructure is provided in a timely, efficient and affordable manner. A final issue is the protection of infrastructure in the long term. With encroaching urban areas, water, wastewater and waste management facilities face growing concerns about the effects that those operations may have on more sensitive residential uses. Protection must also be provided for key sites and particularly transport corridors to allow for future expansion and upgrading. Transport Modes & Connections The State Highway network provides the Taupo District with significant opportunities to facilitate access within and beyond the District. Despite this Taupo faces a substantial challenge as national policy, expressed through Transit New Zealand, seeks to minimise

56 the local use of the national state highway network. Creating balance between these tensions is key to ensuring good access between the District s urban areas. Eastern Roading Corridor - Eastern Taupo Arterial Like other infrastructure elements, the provision and timing of transport corridors has a considerable effect on the management of growth. The timing of the proposed East Taupo Arterial will affect a range of other major infrastructure projects, not only because it needs to be completed before other flow on projects can physically take place, but also because such a significant project ties up substantial amounts of capital expenditure. Western and Northern Roading Corridors ensures that Taupo is connected both nationally and internationally. Changes in technology may provide additional options when considering the airport s future. Focus on Taupo District While the East Taupo Arterial is important, improvement of the transport corridor to the north of Taupo Town is equally vital to ongoing growth. With much of the future growth of the District being located to the west of the Waikato River, there will need to be major improvements to the intersections of Poihipi Road and Norman Smith Street with the State Highway. Additionally the Control Gates Bridge acts as a major constraint on continued growth to the west. The timing of improvements to this corridor is a major factor affecting ongoing growth of the District. Air Travel An assumption has been made that the airport will remain in its current location until 2026 (in accordance with the adopted Management Plan). However it is considered prudent for Council to consider the potential expansion of the airport and its possible relocation well before Air travel is an important mode of travel which provides flexibility and choice and 51

57 Focus on Taupo District 52 Integrating Transport Modes As part of this broader focus on corridors rather than roads, consideration must also be given to future public transport options. As Auckland has demonstrated, public transport is vital to the functioning of a growing urban area. Although Taupo has yet to realise such a demand, increasing fuel prices and environmental concerns will mean that public transport becomes increasingly important. The key to providing public transport in the future is to build in flexibility now by ensuring that transport corridors are large enough to cater for a variety of options. Although a part of the broader infrastructure, transport has such a significant part to play in growth and urban form that it is singled out. It is important to note that transport is not limited to the car but includes public transport, walking, cycling and other alternatives such as air travel or rail. This variety of travel modes means that transport corridors become more important than just roads. In looking to the future it will be crucial that the pattern of urban areas integrates well with the existing and proposed transport corridors. Without such integration sustainability will be unattainable. Achieving sustainability is critical in order for Council to comply with Part II of the RMA 1991 Local Government Act 2002 Requirements of the Land Transport Act 2003 relating to environmental sustainability. Water Resources Water quality has emerged as one of the key issues for the District and the region. Lake Taupo is currently in relatively good condition compared to the Rotorua lakes to the north. However the warning signs have been identified and all sectors of the community agree that action must be taken. While water quality is an important issue for the Taupo District Council it must be recognised that within the legislative context Environment Waikato has the lead. For this reason it is Environment Waik ato who is pursuing Variation 5 to the Regional Plan to control nitrogen di scharges in the Lake Catchment. Taupo District Council will continue to have a supporting role through a range of actions. This challenge has a number of effects which impact on a range of areas. As noted earl ier, greater regulation of nitrogen discharges to the Lake may result in changes to the pattern of land use around the Lake which may have a subsequent effect on the character of rural areas. It is noted however that Environment Waikato s regulation of nitrogen discharges is not automatically in conflict with the Taupo District Council s role in managing the effects on amenity and character of the rural environment.

58 In the future there may be further consideration of the impact of phosphorous on lake water quality. At this point in time Variation 5 to the Regional Plan has taken a watching brief approach to phosphorous discharges. Taupo District Council supports this approach and through its involvement with Environment Waikato and Variation 5 will therefore respond to any change in this approach as necessary. Wastewater Upgrade and Investment Water quality is emerging as a strong driver for an increased investment in wastewater networks to ensure that the manageable load of nitrogen discharge from these systems is addressed. This increased investment has substantial cost implications but may also act as an incentive to create areas of denser residential development. Stormwater Upgrade Stormwater and its importance in terms of water quality is also emerging as an issue. While much of the focus has been on the flow of nitrogen into the Lake, the adverse effects of poorly treated stormwater are becoming better understood. This may place another constraint on the development of further urban areas in close proximity to the lake. Other water bodies Whilst much of the community s focus has been on the water quality of Lake Taupo, consideration must also be given to the water quality of those water bodies outside of the lake catchment in particular the Waikato River. Environment Waikato are beginning a work programme which looks at the effect s of agricultural land uses on soil and water quali ty with the Waikato River catchment (from Taupo Control Gates to Karapiro Dam) targeted as a specific project. Taupo District Council have identified that they wish to be involved in this ongoing work. Water Allocation The value of water as a resource is becoming more widely acknowledged, both in New Zealand and internationally. Currently under the Resource Management Act 1991 water has been allocated on a first in first served basis. The Central government has recognised the inequalities in this approach and has begun work to determine which approach provides for the sustainable management of water and its allocation (Sustainable Water Programme of Action). Environment Waikato is currently developing policy guidance on this issue. Until that work is further progressed it would be inappropriate for Taupo District Council to undertake further work, however it is likely that further work will be required with regard to demand management of the water resources and as such an action (TDC 3.20) has been included in the implementation plan in section 11. Focus on Taupo District 53

59 Focus on Taupo District 54 Open Space Networks Unlike many other places the Taupo District has historically offered the chance to escape and experience the wilderness. Residents and visitors alike still seek that experience; however the opportunities to do so are increasingly threatened by the encroachment of urban living. The pressure is felt strongly along the western side of Lake Taupo. Historically isolated, this area of the District is becoming more attractive for residential and commercial tourism opportunities. Preserving the relatively natural character of the western lakeshore, and other notable areas, is an important consideration in the face of mounting pressure for recreational opportunities. It is important to note that the Department of Conservation plays a key role in the management of the District s open space network. With ongoing funding issues and different roles for both the Department and the Council, it will be necessary for the two to work in partnership to achieve an effective and affordable open space network. Open Space and Urban Form The other major issue facing the District s open space network is its role in the broader urban form. Reserves and areas of open space are seen primarily as recreational assets for the community. What has sometimes been missed is the significant impact that they have on the shape and character of urban areas. The areas of open space break up the built environment which is dominated by buildings and roads, they provide boundaries through greenbelts an d natural features and they provide an important link between the built and the natural environments. The preservation and proactive management of the open space network is an element of urban form that is just as important for the growth of the District as roads and water supplies. Leadership, Partnership, & Collaboration Addressing the issue of leadership in managing growth is a primary role of this strategy. The Proposed District Plan is the primary regulatory tool used to manage the effects of activities involving the use and subdivision of land. It has not been designed to strategically zone land like many previous district plans. Instead it is based on a philosophy where any activity can establish anywhere as long as it is able to prove that it will not have substantial adverse effects. While this philosophy has been successful on a case by case basis, and has allowed the development sector significant flexibility, it has not dealt as well with the potential and actual cumulative effects. The other substantial concern is the lack of direction for the

60 community and development sectors with regard to where and how the urban areas will develop. Taupo District Council and Regional Council Partnering for Taupo District 2050 Implementation Of particular significance is the ongoing partnership between the Taupo District Council and the regional councils. While Taupo District interacts with four different regional councils the strongest relationships are with Environment Waikato and Environment Bay of Plenty. With Taupo District being such an important part of the ecological region of Waikato there is a growing role for the regional council in the management of growth. This will be expressed through a range of strategies and plans. However as with any partnership there will need to be recognition that dialogue goes both ways. The strength of this partnership will continue to have a substantial influence on how sustainable the growth of the District is. Similarly, Taupo District looks to the Bay of Plenty for many transport and economic reasons. Strengthening these ties will also be important for the ongoing growth of the District. Strategic Partnerships for Taupo District 2050 Implementation Along with providing leadership for the direction of future growth, the Taupo District Council must work in partnership with others. Not all of the planning and provision for growth can be done by the Council and nor should it be. Agencies like the Ministry of Education and the District Health Board provide vital services to the community. Strengthening partnerships with such organisations is a major challenge moving forward. It is important that as much as possible key partners like Contact Energy, Landcorp, the Department of Conservation, Mighty River Power, Ngati Tuwharetoa and Transit are moving in the same direction as the Council in relation to growth. As has been shown in the past, conflict between these parties has the very real potential to derail planning for the future and adversely affect the well being of the community. While agreement is not always possible, understanding and co-operation is needed to achieve the vision for the District. Focus on Taupo District It is important to also involve other Central Government agencies such as the Ministry for Economic Development who have primary responsibility for the Wairakei Tourist Park, which is a key tourism resource offering significant opportunities for further redevelopment. 55

61 Focus on Taupo District 56

62 6 Key growth management assumptions 6.1 Key Assumptions Volume Two of Taupo District 2050 Options - details the process that has been used to identify potential future urban growth options. These locations were identified utilising a range of tools: Those matters specified in Part II of the Resource Management Act 1991 Physical site investigations Previous structure plans developed by Taupo District Council An analysis of constraint maps using a geographic information system To further guide the selection of potential options a set of assumptions was established. The following assumptions have been made: 1. Land owned by the Department of Conservation (DOC) will not be used for urban development. The Department of Conservation both owns and leases land for conservation purposes. Land which is owned by DOC is held in perpetuity for conservation purposes and therefore will not be utilised to accommodate urban growth. 2. Land tenure does not preclude an area from potential growth although it may impact on the timing of growth. All forms of land tenure are considered as having potential for growth, with the exception of land owned by the Department of Conservation. A significant proportion of land in the District is Maori owned land which may become available over time. This land may be suitable for both residential and commercial land uses; however legislation and ownership constraints can mean that Maori owned land is developed at a different rate and with different title arrangements compared to privately held freehold land. 3. Growth within Kinloch and the Taupo Urban Area will continue in accordance with the adopted structure plans. A significant amount of public consultation was undertaken in regards to these two documents. They reflect the community s concerns and aspirations for these areas. As the intention of Taupo District 2050 is to build on past planning it is logical that growth in these areas will be promoted as proposed in the structure plans. 4. The East Taupo Arterial road will be built. Key growth management assumptions The concept of the East Taupo Arterial has a long history as outlined earlier in the document. The construction of the arterial will provide certainty to Taupo s urban form and it will 57

63 Key growth management assumptions 58 divert through traffic away from Taupo Town and the lakefront. The arterial will help to improve the character and amenity of the town and will also have significant positive environmental effects. 5. The second Taupo Town river crossing across the Waikato River will be constructed. This assumption is made in conjunction with Assumption 4. By constructing a second Taupo Town river crossing across the Waikato River, development opportunities become increasingly viable to the north and west of Taupo Town. The reliance on the Control Gates Bridge is also reduced. 6. Taupo District Council will not promote future residential urban growth to the east of the East Taupo Arterial, consistent with the Taupo Urban Structure Plan 2004 (TUSP). TUSP 2004 described the Wairakei-Tauharthere are large tracts of land which are unavailable for geothermal system encompassing the Taupo Urban Area. In turn this means that conventional urban development due to hot ground, differential land subsidence, surface and subsurface encumbrances, and potential reverse sensitivity conflicts with geothermal electricity generation activities. Given this knowledge it is considered prudent that the East Taupo Arterial is utilised as the urban fence and that residential growth is not promoted to the east of the arterial. 7. A risk adverse approach will be taken to new areas of residential development on land adversely affected by geothermal systems, or located on flood plains. Where knowledge is available regarding geothermal systems and flood plains Council will make use of the precautionary principle and will avoid locating areas of new residential development in these locations. These are considered to be significant constraints and will weigh heavily when considered as potential growth locations. The exception is Taupo Town where development has already been determined through the Taupo Urban Area Structure Plan. 8. The Taupo airport will remain at its current location until at least The Taupo airport will continue to develop in accordance with the Taupo Airport Master Plan (1996) and as such it is intended that the airport will remain in its current location until This assumption allows decisions to be made on urban form, transportation linkages and economic matters. It does not, however, prevent Council from further investigating changes in air travel and the location of the airport before All new residential and low density residential development will be fully reticulated (serviced) with water and wastewater services. New residential and low density growth will occur in a coordinated manner which will allow infrastructure requirements to be determined prior to any form of

64 construction. This will include consideration of low impact urban provides for land uses such as tourist facilities and papakainga design principles. With increasing concern about the amount of nitrogen entering Lake Taupo, it will be important for discharges from urban land uses are controlled as much as possible. There is also an increasing awareness of the value of water and the allocation of this resource. This issue also requires consideration when making decisions regarding infrastructure and servicing. Three different approaches will be used to manage growth in the Taupo District. These approaches are intensification, dispersal, the development of new urban settlements, or a combination of these. The different areas of the District have developed over time and consequently each area has unique characteristics and amenity values. To ensure that these amenity values and the character of areas are maintained different approaches will be adopted in each. These different approaches are outlined in section 10 of Volume Two - Options. Some development will occur outside of the areas identified by the Strategy, but in a manner and at a rate housing. The market is considered an important mechanism in the transformation of agricultural land within the Lake Taupo water catchment with regulation recognised as only one of the potential alternatives. Variation 5 to the Regional Plan to address the water quality of Lake Taupo will not change from the anticipated target of a 20% reduction in the discharge of nitrogen into Lake Taupo. The public debate of the best way to address the water quality issues for Lake Taupo is currently underway through the proposed Variation 5 to the Regional Plan. That variation identifies a target of 20% reduction in nitrogen discharges into the Lake. A number of groups involved in the debate have suggested that this target should be higher; however Taupo District 2050 has been developed on the basis that the target remains at 20%. This is because Taupo District Council has a statutory obligation to follow the lead provided by Environment Waikato and support the Regional Council in that approach. If Key growth management assumptions not considered of significance to the overall as a result of the formal process that target is revised that new implementation of the Strategy. information will be able to form part of the future reviews of It is expected that there will be some small scale development this strategy. in isolated pockets throughout the District. It is anticipated These assumptions have been used to help select the growth options. that this development will not have a detrimental effect on the They will be taken forward into the Proposed District Plan in the form overall growth and urban form of the District and that it will be of objectives and policies to help guide future assessment of resource controlled by the Proposed District Plan. This assumption consent applications. 59

65 7 Evaluation criteria 7.1 Evaluation Criteria for growth locations To evaluate each of the areas identified a set of evaluation criteria were developed. These are further explained in Table 2 Assessment Criteria below. Selection of criteria These criteria were derived with specific reference to Part II of the Resource Management Act Part II sets out the key criteria for addressing resource management issues. Some are very specific such as archaeological sites. These can be designed around as part of future structure planning for an area. However other Part II matters are much broader in effect such as the effects on landscapes and natural areas. These impact on the shape and form of whole urban areas. It is on these broader criteria that the evaluation criteria have been based. District 2050, it is important that the foundations of Taupo District 2050 are found in the overarching statute. It is likely therefore that these evaluation criteria will have some application in resource consent processes. In addition the strong guidance from Part II, the selection of evaluation criteria was also influenced by the key themes from previous planning documents. Structure plans, the community outcomes, Taupo-nui-a-tia 2020 and VAST are all examples of the wide body of previous planning that has been undertaken. Reflecting the key messages to come from these documents was also important. Doing so ensures that the input from the community through the various consultation processes feeds into the development of Taupo District Evaluation criteria Of particular note is the need to consider the efficient use of natural and physical resources. It is reflected in criteria that look at proximity to key services, relative costs of infrastructure and impacts on transport infrastructure. This links in strongly with the Council s responsibilities under the Local Government Act 2002 and particularly the 10 th Schedule. The direct links between the matters in Part II and the evaluation criteria in Volume Two Options - have been specifically engineered. Given that the Proposed District Plan will be the main implementation tool for Taupo 61

66 Weighting of criteria Evaluation criteria The criteria were given different weighting factors with 1 being the lowest and 4 being the highest. The score that an option gained for specific criteria was then multiplied by that weighting factor, for example a score of two for a criteria that was weighted with a 3 would mean an ultimat e score of 6 for that criteria. This meant that some criteria had a more significant part to play in the selection of the preferred growth areas. This was deliberately done because in reality some factors like flood hazard areas have a more significant effect than others like topography. The weightings also differed between the northern, southern, south western and south eastern growth areas. This was because the issues differed between localities, for example access to employment centres was very important in the context of Taupo and Turangi as the major employment centres. Conversely, the holiday character of the south western settlements like Kuratau meant that access to employment was significantly less important. Table 1 Weighting of evaluation criteria Evaluation criteria Ability to create linkage between settlement areas Location of geothermal systems, flood and landslide hazard areas Setback from Lake Taupo and tributaries Proximity to key transportation corridors Northern Growth Area Weighting factor Southern Growth Area South Western Growth Area South Eastern Growth Area Location of incompatible land uses Access to employment centres The location of outstanding and amenity landscape areas Because the four general growth areas were assessed independently, the fact that the weighting of criteria in the northern growth area differed from the south eastern growth area had no effect. The location of significant natural areas The location of activity centres and community infrastructure Topographical limitations Efficiency and affordability of physical infrastructure

67 Table 2 Assessment Criteria Assessment Criteria Ability to create linkage between settlement areas Description The development of new growth areas has the potential to disperse people further from existing communities, thereby making it more difficult to integrate the new area with the existing areas in terms of both social cohes ion as well as crucial services such as public transport. New growth areas located adjacent to existing urban areas or along key transport corridors have the potential to link well with existing urban areas. In contrast, new growth areas that may be greater distances away or poorly connected to transport corridors tend to undermine social cohesion, make infrastructure provision more e xpensive a nd reduce the sustainability of the urban areas. This is a crucial factor for larger urban areas like Taupo and Turangi where the bulk of the population lives. Here the achievement of a critical mass of people makes provision of infrastructure important. For example, the lo cation of new growth areas along key local transport corridors will make public transport significantly cheaper in the future. This principle plays an important part in shaping the broader urban form. Evaluation criteria Location of geothermal systems, flood and landslide hazard areas There are significant geothermal systems within the Taupo District. Some of these are used for the extraction of geothermal energy and are an important local and national resource. Depending on the method of extraction and discharge e.g. net extraction from the geothermal reservoirs, adverse effects such as hydrother mal eruptions and differential subsidence can arise. New areas of residential development over geothermal systems subject to a net extraction regime or having hot ground areas carries risk and is not favoured for that reason. Some forms of industrial activity are less susceptible to those risks and indeed, some industrial activities purposely locate over or in close proximity to geothermal systems to take advantage of geothermal heat or the energy source. Flood and landslide hazard areas provide significant areas where there are substantial risks associated with occupation of the land. These effects cannot easily be mitigated so gr owth areas that avoid them are favoured over those that are affected. Setback from Lake As residential development continues to spread around Lake Taupo, growing concerns have emerged about the environmental Taupo and tributaries impacts on the landscape character around the mar gins of the Lake. The set back of growth areas from the Lake is based on a desire to minimise the impacts of continued urban development on the landscape values of the margins of Lake Taupo. To reflect these concerns, new development spreading back from the Lake is preferred over development whi ch spreads along the lakeshore. Essentially, depth to settlements is favoured over breadth. This philosophy applies to the Waikato River and t o Lake Taupo itself with its major tributaries including the Tongariro River and the Kuratau River There is no specific distance at which the landscape effects become minor, instead it becomes a matter of relativi ty with a growth option near the Lake margin being less favourable than one located further away. More specific setbacks from the Lake will need to be considered as part of future structure planning for identified growth areas. 63

68 Assessment Criteria Description Evaluation criteria Proximity to key transportation corridors Location of incompatible land uses Transportation corridors are important for enabling people to move throughout urban areas to schools, work, commercial centres and other activities. They are likely to become more important in the future as more of the population seeks to utilise public transport. For these reasons transport corridors have always been seen as a crucial factor is shaping urban areas. Growth areas which integrate well with key transport corridors are considered more favourable than those which rely on relatively minor local roads. An important consideration is the state highway network which passes through many of the urban areas in the District. Transit promotes the importance of the state highway network for national movement. As a result, growth areas which place significant pressure on the state highways are viewed unfavourably compared to those which promote use of the local roading network. As urban areas continue to grow there are increasing instances where relatively sensitive residential areas come into contact with incompatible land uses such as factories, airports, power stations or wastewater treatment plants. This results in residents raising concerns about noise and air emissions, odour and traffic. These incompatible land uses are vital to the functioning of the overall urban area and are often limited in where they can locate. As a result it is considered more desirable to direct residential growth away from these incompatible land uses. Access to employment centres The Taupo and Turangi central business districts and industrial areas are considered to be the main employment centres within the District. Growth areas which have good linkages to these centres are considered to be more desirable as this will generally result in reduced vehicle trips and greater opportunities for public transport in the future. It is acknowledged that new growth areas and some existing urban areas may well develop new employment centres in the future. This is more likely to occur where a substantial base of population can be established. The location of outstanding and amenity landscape areas In conjunction with the Proposed Taupo District Plan, work has been carried out to identify those landscapes which are considered worthy of protection. From that work two tiers of landscapes have been identified. Outstanding landscapes are considered to be the most important and are not only of district importance but in some instance of national significance i.e. Lake Taupo. On the other tier are the amenity landscapes which are important at a local community level such as the ridgeline to the west of Tapuaeharuru Bay. Growth areas that affect these important landscapes are considered less preferable to those that might not. However, in some instances specific development proposals can be designed to complement these broader landscapes. Because work on identification of these landscapes is continuing, a combination of previous survey work and the most recent work by the Isthmus Group has been used to assess the potential growth options. 64 The location of significant natural areas The Proposed Taupo District Plan identifies areas throughout the District with a high biodiversity value as significant natural areas. These areas have been identified in a district wide survey which was undertaken in This survey has been further built on by site visits and comprehensive site analysis. Development can potentially have an adverse effect on the character and the associated biodiversity values of these areas. However, it is recognised that in some instances specific development proposals can be designed to complement these natural

69 Assessment Criteria Description Topographical limitations The location of activity centres and community infrastructure areas. It is possible to build urban areas over relatively steep ground, but it is significantly cheaper to develop on level ground. For this reason, potential growth areas are preferred on flatter ground (slope under 15 0 ). An activity centre is where people shop, work, relax and socialise. They provide the focus for services and social interaction. The Taupo and Turangi central business districts have been identified as the main activity centres with secondary centres emerging in Kinloch and Acacia Bay. Community infrastructure refers to facilities such as libraries, community halls, schools and hospitals. This infrastructure is crucial to the ongoing development of communities. The proximity of potential growth areas to activity centres and community infrastructure is important in ensuring social cohesion, reduced vehicle trips and stronger communities. Evaluation criteria 65

70 Evaluation criteria 7.2 Evaluation process For each of the broader growth areas a set of potential options were identified. These potential growth options were selected using a combination of the following: The stated assumptions Physical site investigations Review of previous structure plans Analysis of constraint maps using a geographic information system Precise boundaries for the different locations were not defined as this assessment focused on a broad analysis of urban form. Further refinement of boundaries will follow as a part of future structure planning once the broad direction has been established by Taupo District Maps identifying the locations of each of the different growth options which were evaluated are attached in appendix 1. No growth options were identified near the small settlements in close proximity to the Waikato River and associated hydro lakes. This is because current patterns of growth suggest that substantial new growth areas will not be required. 66

71 8 Strategy 8.1 Strategic framework The vision is the Council s clear aim for the future of Taupo District. It is followed by an articulation of the Strategy s approach to managing future growth. The strategic directions summarise the means by which it is proposed to work with current trends either altering or reinforcing them to achieve a better future for Taupo District. Embodied in these directions is an acceptance that some past policies and practices are no longer sustainable. The strategic directions provide the policy that will guide future decision making about the nature of development within the identified growth areas. Just as the Local Government Act s policy framework, balances social, cultural and environmental goals with the need for economic growth, so Taupo District 2050 aims to ensure that land-use and community infrastructure planning and investment always contribute to economic, social, cultural and environmental goals. This systemic approach to urban and district growth lies behind the development of the key directions. 8.2 Vision Taupo District is recognised nationally and internationally because of its outstanding natural environment. It is dominated by the mountains, Lake Taupo, and the Waikato and Tongariro Rivers. It is also home to the people of Tuwharetoa, a people with a special affinity with the natural environment of this District. In moving forward i t will be important for the growth of the District to reflect what makes thi s place special and gives the District its sense of identity. The preservation of this identity forms the cornerstone of what the community wishes to protect for future generations. The lakes, mountains and people - The Taupo District has an outstanding natural environment, world renowned for its iconic lakes, mountains, forests and rivers. It is the heart of the North Island and is valued for its superb living and recreational opportunities. By 2050, Taupo will have matured into a district with - a vibrant community spirit - thriving economy - diverse range of community, social, health and education facilities and opportunities an integrated approach to leading, managing, and funding growth all founded on its unique outstanding natural environment, central location, efficient transport connections, and the sustainable development and management of the District s resources. Strategy 67

72 8.3 Growth Management Approach time allowing for the continued productive functioning of the rural environment. Strategy The 12 strategic directions form the foundation for Taupo District 2050 with their associated policies and actions providing the direction for the management of future growth. Sitting behind those strategic directions is the Council s overall approach to the management of growth. In essence this is the combination of all the strategic directions pulled together to provide a comprehensive picture of how the community and Council wish to see growth managed. Outstanding Landscapes & Natural Areas Lake Taupo sits at the heart of the Taupo District; it dominates the landscape and provides the basis for much of the local economy. The vitality and growth of the District is intricately linked to Lake Taupo and the surrounding landscapes and as such their protection from inappropriate development is a key feature of Taupo District District Character The Taupo District is made up of a mix of varied urban areas and a diverse rural environment. Each of these areas has its own special history, geographic location, physical characteristics and as such their own character. In looking to the future growth of the District Taupo District 2050 also looks to the past and the preservation of that individual character. Taupo District 2050 seeks to manage the growth of the District in a manner which will ensure that development of these areas reflects the specific character that makes the area special. In terms of the rural environment, the Strategy clearly indicates that there needs to be a much stronger distinction between the urban areas with their primary focus on residential land use and those other areas which are rural or natural in character. Clearer edges to the urban areas will create strong, more contained urban communities while at the same The Strategy actively seeks to prevent a spread of urban development around the margins of the Lake. By promoting depth to existing lakeshore settlements it is anticipated that the effects of urban development on the landscape values of the margins of the Lake can be protected. This idea of stewardship applies equally to the other important landscapes within the District such as the Kaimanawa Ranges. Similarly the District has areas that are significant because of their natural ecologi cal values. The protection and enhancement of these areas is important for the ecological health of the District and the wider region. Taupo District 2050 has a key role in emphasising the importance of these natural areas and landscapes and promoting their enhancement through the ongoing development of both rural and urban areas. Not only are these areas highly valued by visitors to the District, they help to define the values of the District for the existing communities. 68

73 Settlement Patterns & Urban Form Mapara Valley will also have the potential to ensure that there is a variety of land available for residential purposes with capacity for future growth. The District s existing urban form has been established by a range of factors over time. It has resulted in much of the population now focused in the northern part of the District around Taupo Town, with the other urban areas serving a mixture of rural service needs and meeting a growing demand for lifestyle living. The promotion of distinct growth nodes in Kinloch, the Mapara Valley and Taupo, all linked by an efficient transport corridor, will provide the foundation for a flexible and sustainable urban form for future generations. Strategy Taupo District 2050 builds on the pre-eminent position of the Taupo central business district and clearly identifies that the northern area around Taupo, Kinloch and the Mapara Valley will continue to be the main growth area for the District. The existing urban areas of Taupo Town and Kinloch provide two important anchors for future growth. Although Kinloch was originally a holiday destination it continues to evolve with a growing resident population. This trend will increase over time making it vital to provide better linkages between Kinloch and the main employment centre - Taupo Town. Taupo District 2050 identifies the West Kinloch Arterial road (WeKA) as the solution to creating a more efficient and effective connection between Kinloch and Taupo. It is essential that the pattern of settlement is determined to ensure sufficient supply of land. The key is to do this in a way that ensures that the character of existing urban areas is not degraded through over intensification. Settlement patterns must also consider the impact on the ability to move around the District and provision of efficient infrastructure. Well Designed Places Much of Taupo District 2050 is dedicated to ensuring that the right foundations are put in place so that future development takes place in sensible locations with appropriately planned services. While that is the main purpose of the Strategy a secondary purpose is the provision of guidance with regard to the nature of that future development. With the WeKA identified as the key transport corridor between the two existing urban areas it becomes logical to establish a new growth area in the Mapara Valley focused around a commercial centre near the WeKA. Future growth in the Mapara Valley will help to make public transport services between Kinloch and Taupo more efficient, it will increase the benefits of providing the WeKA and will provide a critical mass of population to support community infrastructure. This growth node in the The participation of people in community activities, their access to services and facilities and the undertaking of their daily lives are all affected by the physical environment. It also has a major part to play in people s sense of community and security. Well designed places require careful consideration of buildings, streets and other public places and neighbourhoods. Depending on the quality of their design these places can foster or discourage active participation in daily and civic life. 69

74 Strategy 70 Taupo District 2050 also places specific emphasis on the need for well designed places to reflect the growing trends of energy efficiency and aste minimisation. These elements are increasingly important cornerstones in the drive to achieve more sustainable living. While important considerations in all design, the Council will look to emphasise these in the design of public places such as civic buildings, public facilities and transport corridors. Because the future growth of the District will include a range of residential and rural development, the focus of Taupo District 2050 is not simply on well designed urban places. The landscapes which make up the District and surround the existing urban areas are important and need to be protected from poor quality development. Strong Communities In growing communities much of the focus is placed on the provision of hard infrastructure like water and wastewater services, roads and power. However, for communities to grow in a sustainable way there also needs to be a corresponding provision of the soft infrastructure like schools, recreation, arts and cultural facilities. Taupo District 2050 seeks to challenge the assumption that hard infrastructure is a need and that soft infrastructure is merely a want. To have one without the other would result in a community that failed to meet the diverse needs of its expanding population. Access to services and amenities and the efficient movement of people lie at the heart of the sustainable urban form that Taupo District 2050 aims to achieve. Urban centres differ in scale and services, however they all provide a central focus for the community, foster a sense of place and enable the development of the principles of live, work and play. The Taupo Central Business District will continue to be the primary urban centre for the District in terms of retail, employment and commercial activity. Other centres such as the Turangi Central Business District also fulfil a vital role within their respective communities with a range of retail, commercial, employment and community facilities. The promotion of existing and new centres is central to the approach that Taupo District 2050 takes to implementing the principles of live work and play. This is particularly important in the northern growth area with the promotion of centres in Kinloch, the Mapara Valley, Rangatira E and strengthening of the Taupo Central Business District. Successful development of these centres will also facilitate the provision of a range of different residential living opportunities over time. Strong centres provide the focus for higher density residential development, mixed land uses and a more diverse urban environment that is able to meet the needs of a socially and economically diverse community. Tangata Whenua Taupo District 2050 clearly recognises the historical and contemporary contribution of Tangata Whenua to the development of the District. Similarly it is recognised that Tangata Whenua will play an important role in the ongoing development of the District. The strengthening of the working relationships between the Council and Tangata Whenua at all levels will be important for the future success of not only Taupo District 2050 but all that Council seeks to achieve on

75 behalf of the community. With landholdings equating to approximately half of the District, and manawhenua over the entire district, Ngati Tuwharetoa will not only be important partners in managing change they will undoubtedly be major agents of that change. Significantly, Tangata Whenua also have a major stake in the protection of the District s most important natural asset, Lake Taupo. As the Council seeks to provide leadership with regard to ongoing protection of the Lake it will look to Tangata Whenua for continuing support. Taupo District 2050 also signals the growing trend of Maori seeking to strengthen their bonds with ancestral lands. This is likely to result in growing numbers of Tangata Whenua returning to the District and seeking to live on those ancestral lands. Clearly the Strategy recognises that this should be encouraged and identifies that this is different to the general growth of existing and proposed urban areas. Sustainable Economy The promotion of economic well being has often been regarded as the domain of the private sector, however Taupo District 2050 identifies that there is a role for Council to play. A climate for commercial enterprise and local business to thrive should be provided within a context of preserving and maintaining the outstanding natural areas, landscapes, and environment of the District. Taupo District has a key role to play in the ongoing provision of renewable energy for the country. Unlike many other regions around the country Taupo has an abundance of hydro and geothermal power generation opportunities. The development of these opportunities is increasingly important at a national scale as the country seeks to meet its international obligations such as the Kyoto Protocol. Taupo District seeks to take a two pronged approach to these energy resources by directing future urban growth away from the resources and by providing a positive regulatory framework to enable their ongoing development and utilisation. Along with power generation the District s economy is also heavily dependant on the tourism sector. The Strategy recognises that there is a need to diversify the economy further but at the same time identifies that the promotion of new industries should not be at the expense of the natural environment on which much of the tourism relies. Ultimately the strongest impact that Taupo District 2050 seeks to have is through the provision of both infrastructure and land. The certainty that Taupo District 2050 provides with regard to the location of future growth will enable the efficient and affordable provision of infrastructure thereby facilitating economic growth. Furthermore, Council as a significant land owner has clearly indicated through the Strategy, that land will be made available to the west of the East Taupo Arterial. It is intended that this land availability will act as a catalyst, encouraging the relocation of light industry from the northern side of Spa Road in Taupo Town. The movement of those industries to the land lying to the west of the East Taupo Arterial will then free up the Spa Road area for a mix of large and small footprint retailing, more appropriately located close to the existing central business district. Strategy 71

76 Integrating Land Use, Infrastructure, & Funding Transport Modes & Connections Strategy Since 2000 the growth of the District s urban areas has been addressed on a case by case basis. This has lead to increasing difficulties with regard to the effects on character and amenity but also on the provision of infrastructure. This has manifested itself in parts of the roading network which are nearing capacity, problems with the treatment and disposal of wastewater and growing pressure for water facilities. Transport corridors and urban centres are the building blocks of the District s urban form. If managed and developed appropriately they will result in a sustainable urban form that will serve future generations well. Conversely, if they are poorly managed and developed the transport corridors will become clogged, the urban areas will become inaccessible and the principles of live, work and play will not be achieved. Taupo District 2050 has a clear desire to provide much greater certainty with regard to the location of future growth. Once that certainty can be provided, infrastructure providers can plan appropriate infrastructure to service it in a timely and efficient manner. To aid this Taupo District 2050 identifies those areas for future growth, sets out a clear priority for the structure planning for those areas and introduces the need for those structure plans to be incorporated into the Proposed District Plan. This is a significant philosophical shift for the Proposed District Plan from an effects based approach where every development was assessed on its merits, to a strategic zoning approach where development in the right places will be facilitated and development in the wrong places will be strongly opposed. Taupo District 2050 is ultimately designed to ensure that future development of the District s urban areas is closely integrated with the infrastructure planning required to service it and the funding mechanisms which will be needed to pay for that infrastructure. Taupo District 2050 has identified that it should be easy for local communities and visitors to move around the District in a variety of transport modes. In Taupo Town and Turangi in particular it should be easy to move around by walking, cycling, and public transport. All of the District s settlements should be well connected by an efficient land transport system. The Strategy also highlights that the District should be well connected to adjacent regions and the nation by major land transport corridors and by an efficient air transport system. This need for an efficient transport network applies from the major arterial roading links such as the West Kinloch Arterial all the way down to the walkability of individual neighbourhoods. Ultimately Taupo District 2050 sees the District s urban areas as a series of interconnected communities not a collection of adjacent subdivisions. 72

77 Water Resources While not the only growth related issue facing Taupo District, the quality of Lake Taupo s water has a major impact on the social, cultural, economic and environmental wellbeing of the District s communities. Addressing concerns of the Lake s water quality have been recognised at regional and national levels with a range of regulatory and non-regulatory responses. Taupo District 2050 recognises this issue and the responses already being implemented. The Strategy does not, and indeed cannot, provide all of the solutions to meet this challenge. It does however seek to play its part through land use planning which will help to maintain the water quality of the Lake. preserving the rural character of that catchment. These two aims are not necessarily in conflict, they merely require innovative approaches to how the land is used. Taupo District 2050 seeks to provide the flexibility to encourage the emergence of those innovative land uses over time. Open Space Networks Often the idea of open space in and around urban areas refers only to those areas of passive and active reserve such as sports grounds and local reserves. Taupo District 2050 promotes a network approach to open space to assist in meeting the following objectives: Protection of ecologically significant areas or important landscapes Promotion of social and community interaction Strategy Through the establishment of a policy framework to clearly identify areas of low density and rural residential development the Strategy seeks to provide the opportunity to service these areas with wastewater reticulation rather than relying on individual septic tanks. Furthermore, by concentrating future growth around existing urban areas the future extension of these reticulated services is also likely to be more efficient and affordable. Taupo District 2050 also identifies the opportunities for addressing discharges from urban areas through more comprehensive design standards, innovative low impact urban design techniques and an integrated catchment management approach. The pattern of land use around the Lake Taupo catchment will be impacted by Environment Waikato s regulatory regime, aimed at controlling nitrogen discharges, and Taupo District 2050 s approach to Providing amenity within and around urban areas and creating a sense of place. Open space is a key element of well designed places and forms another component to the general package of infrastructure required to meet the needs of the community. Taupo District 2050 specifically recognises the role that the open space network plays in the separation of urban areas and the creation of a sense of place. As the District s urban areas expand in size to cater for continued growth there is the potential for those urban areas to join together. This may diminish the character that once defined these as separate communities. 73

78 Strategy To meet this challenge Taupo District 2050 promotes the maintenance of open space between urban areas such as the Mapara Valley and Taupo Town or Omori and Kuratau. This open space will not always be publicly owned land however it will often be defined by ecological corridors and landscape values. The maintenance of this separation is important for the protection of character and the creation of a sense of place. It does not mean that urban areas are not connected by transport corridors, rather it emphasises that each area should be clearly distinguishable like a series of villages. 74

79 Strategic Direction 1 District Character Explanation The District is facing a number of issues which can have an impact on the existing character and identity of the District. These include the increasing popularity of Taupo as a lifestyle destination, the strong demand for second homes, and the changing nature of the District s rural areas. The community have reiterated that district character and identity are important and should be maintained although it may be difficult to clearly ascertain specific characteristics. Taupo District 2050 is seeking to build on what is currently there and ensuring that growth does not have a detrimental impact on the character and identity of the District. It recognises that the provision of a range and mix of dwelling types, size, and locations will contribute to the character and amenity of an area. It is also important to focus on the two main commercial centres in the District Taupo Town and Turangi. Taupo Town provides a number of essential commercial and recreational services and opportunities and these will be strengthened by building on existing studies undertaken and further actions identified below. Policies P 1.1 Develop a well planned district of connected urban areas that reinforce the strengths, individual character, and identity of each area. P 1.2 Strengthen Taupo Town s functions and its role as the primary business, retail, recreational, and entertainment hub for the District. P 1.3 Protect the character of rural and undeveloped areas, and their capacity to function as a predominantly productive (i.e. farming), recreational and conservation (i.e. forest and national parks) based environment. Strategy Taupo District 2050 also seeks to manage the effects of growth on the character and amenity of the rural areas. The last five to ten years has seen a rapid uptake of productive rural land for rural lifestyle opportunities. Rural areas in Taupo provide significant productive, recreational and conservation opportunities which once lost are not easily replaced. 75

80 Table 3 Strategic Direction 1 Actions Strategy No. A 1.1 Action Implementation of the growth locations, development sequence, and key infrastructure (i.e. settlement patterns & urban form) as defined in the Taupo District 2050 Lead agency Taupo District Council Support agency Cost implications Implementation tools Linked to Strategic Direction Proposed District Plan, Structure Plans, Transit New 3, 8, 9 and New activity Design guidelines, Zealand 11 Asset Management Plans, LTCCP A 1.2 Review actions in the Taupo Town Centre Structure Plan and incorporate the relevant recommendations into the LTCCP Taupo District Council New activity LTCCP 3, 4, 5, 8, 9 and 11 A 1.3 Review actions in the Taupo Urban Structure Plan and incorporate the relevant recommendations into the LTCCP Taupo District Council New activity LTCCP 3, 4, 5, 8, 9 and 11 A 1.4 Review actions in the Kinloch Community Structure Plan and incorporate the relevant recommendations into the LTCCP Taupo District Council New activity LTCCP 3, 4, 5, 8, 9 and 11 A 1.5 Implement provisions to assist in achieving a distinction between rural and residential environments and protection of rural character Taupo District Council New activity Proposed District Plan 2, 3, 4 and 11 A 1.6 Prepare structure plans for the stage 2 growth areas. The relevant recommendations from these structure plans shall be incorporated into the LTCCP. Taupo District Council New activity Structure plans, Asset management plans, Design guidelines, LTCCP 2, 3, 4, 8, 9 and 11 A 1.7 Develop a public transport strategy and travel demand management measures. Taupo District Council, Environment Waikato, Transit NZ Land Transport NZ New activity RLTS, LTNZ/Transit 10 year forecast, Asset Management Plans, Structure Plans, LTCCP 76

81 Strategic Direction 2 Outstanding Landscapes and Natural Areas Explanation Taupo District has global reputation for its quality mountain, lake, and river envi ronments, and outstanding landscape features. A number of studies have been undertaken in the District which have identified outstanding landscapes. These outstanding landscapes contribute to the character and identity of the District, therefore it is important that they are not subject to inappropriate development. Policies P 2.1 Recognise the outstanding landscapes and natural areas within the District and protect them from inappropriate development P 2.2 Enhance the water quality of the District s lakes and rivers through careful manage ment of land use activities. Strategy Guidance will be provided as to what is appropriate and inappropriate development. Ensuring that development respects these qualities and assists in maintaining the quality of life for both residents and visitors is preferred. Development which people typically prefer is that along the lake edg e and rural lifestyle blocks which can impact upon outstanding landscapes and significant natural areas. P 2.3 Protect and encourage the enhancement of the District s significant natural areas including a reas of national, regional and local biodiversity significance. Natural areas in the District not only provide recreational opportunities and form part of the outstanding landscapes they also contribute to the biodiversity of the District. Therefore it is essential that these areas are protected and that works are undertaken to enhance them. 77

82 Table 4 Strategic Direction 2 Actions Strategy No. A 2.1 Action Provide protection of outstanding and amenity landscapes and significant natural areas Lead agency Taupo District Council Support agency Department of Conservation, Environment Waikato Cost implications Existing activity Implementation tools Proposed District Plan, Structure Plans, Design guidelines, Asset Management Plans, LTCCP Linked to Strategic Direction 1, 4 and 11 A 2.2 Investigate the protection of key view shafts to the mountains, Lake Taupo, and rivers Taupo District Council Department of Conservation, Environment Waikato New activity Proposed District Plan, Structure Plans 1, 4 and 11 A 2.3 Give effect to the Proposed Waikato Regional Plan amendments (Variation 5: policies and objectives) Taupo District Council Environment Waikato New activity Proposed District Plan, Structure Plans, Asset Management Plans 3, 6, 7 and 10 A 2.4 Ensure that development does not detract from the existing amenity values of the lake margins and is set back from the lake edge. Taupo District Council Department of Conservation, Environment Waikato New activity Proposed District Plan, Structure Plans, Design Guidelines 1, 4 and 11 A 2.5 Investigate the protection of significant ridgelines and associated open spaces. Taupo District Council Department of Conservation Existing activity Proposed District Plan, Structure Plans, Design Guidelines 1, 4 and 11 A 2.6 Control development scale to ensure it relates to existing topography and lake / river / mountain view shafts. Taupo District Council Department of Conservation, Environment Waikato Existing activity Proposed District Plan, Structure Plans, Design Guidelines 1, 4 and A 2.7 Enhance the biodiversity of the District through the protection of significant natural areas and the promotion of ecological corridors through both residential and rural environments. Taupo District Council, Environmen t Waikato Department of Conservation, Existing activity Proposed District Plan, Structure Plans, Design Guidelines, Biodiversity Strategy, Regional Plan 1, 4 and 11

83 Strategy 79

84 Strategy Strategic Direction 3 - Settlement Patterns & Urban Form Explanation Traditionally the Taupo District has experienced development which is of relatively low density. With growth pressures this trend has continued but is beginning to result in a fragmented urban form. P 3.3 P 3.4 P 3.5 Ensure strategic transportation and network utility corridors are identified in the initial planning stages and protected from encroachment by incompatible land uses. Ensure that there is an adequate supply of appropriate land for commercial and industrial uses. Provide for the establishment of a secondary centre to serve the needs of the communities located to the west of the Taupo District 2050 seeks to ensure that there is an adequate supply of land Waikato River. to meet market demands for the next 20 years, but in areas where it is most suitable from an urban form and efficient infrastructural perspective. P 3.6 Promote the establishment of large format retail to the north of the Taupo Central Business District on the northern side of Transportation and network utility corridors have a significant impact on the pattern of development. If the requirements for these corridors can be identified at an early stage then the land required for the site itself can be set Spa Road, and otherwise ensure that a large format retail complex is not established in competition with the Taupo Central Business District. aside and the use of that site can be considered for developments adjoining it. P 3.7 Provide greater definition between the rural and urban Growth has also lead to a high demand for lifestyle blocks. Other pressures on the amount of land required include a growing demand for industrial and commercial land and land for bulk retail developments. These land uses also environments with increased protection of rural land for productive purposes and maintaining, linking, and securing networks of open space have an effect on the urban form and infrastructural efficiency. Other elements which contribute to urban form are roading corridors, and open space networks. P 3.8 Restrict the fragmentation of rural land beyond identified lifestyle areas, to maintain rural amenity and character, and prevent avoidable pressure on rural infrastructure and Policies productive farming. P 3.1 Set clear limits to the outward development of all urban areas. P 3.2 Identify, enhance and protect gateways to urban areas. 80

85 Table 5 Strategic Direction 3 Actions No. A 3.1 Action Determine urban limits where such limits are not currently defined by structure plans Lead agency Taupo District Council Support agency Cost implications New activity Implementation tools Proposed District Plan, Structure Plans, Design guidelines, Asset Management Plans, LTCCP Linked to Strategic Direction 11 and 12 Strategy A 3.2 Anchoring of growth locations, development sequence, and key infrastructure (i.e. settlement patterns & urban form) development pattern, contained in Taupo District 2050, in the Regional Growth Management Strategy and Regional Policy Statement. Environment Waikato Taupo District Council New activity Regional Growth Management Strategy, Regional Land Transport Strategy 8,9, 10 and 11 A 3.3 Anchoring the key strategic transport corridors within the Regional Land Transport Strategy Environment Waikato Taupo District Council Transit New Zealand New activity Regional Growth Management Strategy, Regional Land Transport Strategy 9 A 3.4 Anchoring the growth locations, development sequence, and key infrastructure (i.e. settlement patterns & urban form) defined in Taupo District 2050 in the Proposed District Plan. As part of this process TDC should ensure that there is an adequate supply of commercial and industrial land Taupo District Council New activity Proposed District Plan, Structure plans 8, 9 and 11 A 3.5 Establishment of an integrated transport and land use corridor from Kinloch to Taupo Town (Western Kinloch Arterial) with this corridor linking to the existing State Highway 1 corridor via Poihipi Road. Taupo District Council Private development sector, Transit New Zealand New activity Structure Plans, Proposed District Plan, LTCCP 9 A 3. 6 Make provision for sufficient business land in the Centennial Drive locality to provide future employment opportunities. Taupo District Council Existing activity Structure Plans, Proposed District Plan, Asset Management Plans 7 81

86 Strategy No. A 3.7 Action Investigate establishment of a secondary activity centre including large format retail between Nukuhau and Acacia Bay. Lead agency Taupo District Council Support agency Cost implications Existing activity Implementation tools Structure Plans, Proposed District Plan, Asset Management Plans Linked to Strategic Direction 7 A 3.8 Investigate the options for facilitating the establishment of large format retailing on the northern side of Spa Road in the area bounded by State Highway One and Opepe Street. Taupo District Council Town Centre Taupo New Activity Structure Plans, Proposed District Plan 7 A 3.9 Make provision for commercial land, lifestyle, residential and recreation/ open space opportunities in the Mapara Valley Structure Plan to assist with implementing the principles of Live, Work, and Play Taupo District Council Existing activity Structure Plans, Proposed District Plan, Asset Management Plans 5, 7 and 11 82

87 Strategic Direction 4 - Well Designed Places Explanation The benefits of well designed urban areas are accepted globally, and include greater int egration within and between neighbourhoods, greater pedestrian us e, and reinforcement of the character and identity of an area. This also holds true from an infrastructural efficiency perspective. Policies P 4.1 Plan and design new and changing urban areas to reflect the key urban design elements. P 4. 2 Improve community safety and encourage neighbourhood design that makes people feel safe. Strategy These elements and other controls become increasingly importa nt when faced wit h the challenge of quality high density development which also ensures a safe and secure neighbourhood environment. Over time there is also likely to be a greater demand for public transport in Taupo Town, with a corresponding demand on greater connectivity between and within urban areas. P 4.3 Development should be designed and located so that it considers and comple ments the character of the rural area. P 4.4 Achieve design excellence for all new prominent community buildings and public spaces. P 4.5 Encourage all users to meet best practice approaches in minimising water use and using water efficiently. Well designed community buildings and public spaces can provide a place for community events, relaxing on a Sunday afternoon, or a meeting place for friends. They are places which are easily identified and which provide a snapshot of the community to visitors to the District. P 4.6 Promote waste as a resource and encourage reuse and recycling of waste to reduce the proportion going to landfill. It is not only urban areas which benefit from good design. Rural areas, particularly those on the fringes of rural residential areas, may be more sensitive than others and therefore special consideration will need to be given to design which will complement these areas. A well designed place should take a holistic approach and should also consider energy efficiency, water quality and usage, waste minimisation, and air quality. 83

88 Table 6 Strategic Direction 4 Actions Strategy No. Action Lead agency Support agency Cost implications Implementation tools Linked to Strategic Direction A 4.1 Develop design guidelines that include local character, connectivity, scale and location and include crime prevention through sustainable design principles Taupo District Council Police, Department of Conservation Existing activity Proposed District Plan, Code of Practice 1, 2 and 3 A 4.2 Consider the streamlining of regulations to create a design friendly regulatory environment, particularly for new buildings that demonstrate sustainable design principles consistent with Taupo District 2050 Taupo District Council New activity Proposed District Plan 7 A 4.3 Development and implementation of a zero waste policy Taupo District Council New activity Asset Management Plans 12 A 4.4 Consider holding design competitions for significant new Council commissioned buildings and public spaces to promote the principles of urban design Taupo District Council New Activity 5 84

89 Strategic Direction 5 - Strong Communities Explanation As well as the physical demands of growth there are the social ne eds such as reserves, education, medical facilities and affordable housing. Pl anning for social and community infrastructure in advance means that the needs of the community keep pace with the physical developmen ts associated with growth. It is important to note that this infrastructure can be provided by both the public and private sector. Given the changing household size and ageing population there is an increasing demand for a range of housing types. Developers should be encouraged to provide an element of affordable housing and a range of housing types. Council has shown leadership on this issue developments incorporating a range of housing options. with recent Policies P 5.1 Encourage all major new development and red evelopment to incorporate an element of quality afford able housing, including appropriate housing for the entry buyer and lowincome housing markets. P 5.2 Identify and plan for social and community infrastructure needs in advance of development. P 5.3 In crease access to arts, recreation and other cultural facilities with a focus on developing a strong cultural environment that reflects the ethnic diversity of the District. P 5.4 Encourage co-ordinati on in the planning and monitoring for community and cultural needs across all relevant agencies Strategy The availability and usability of public transport is another c ritical element of creating a stronger community. This strategic direction is directly linked to the well designed places strategic direction as urban design can facilitate the creation of stronger communities. P 5.5 Encourage community engagement and awareness i n respect of growth issues and in implementing the Taupo District 2050 The District has a strong Maori culture combined with a growing number of non-anglo Saxon ethnic cultures. These cultures shall be recognised and celebrated and it is important that appropriate public spaces are available for cultural activities, events and festivals. It is also important to increase the communities access to a range of arts and recreation opportunities. 85

90 Table 7 Strategic Direction 5 Actions Strategy No. A 5.1 Action Advocate the need to consider the impact of an ageing population so that appropriate planning can occur. Lead agency Taupo District Council Support agency Government Departments, Community social and economic agencies Cost implications New activity Implementation tools Asset Management Plans, LTCCP Linked to Strategic Direction 12 A 5.2 Consider the use of a range of methods such as development contributions and/or rates reduction on significant new mixed use or residential developments to actively encourage the provision of affordable housing Taupo District Council Housing New Zealand Corporation New activity Affordable Housing Strategy, Proposed District Plan 4 A 5.3 Utilise a consistent set of data across all agencies for forward planning Taupo District Council Monitoring and Report on Community Outcomes (MaRCO) Existing activity 12 A 5.4 Encourage coordinated planning across local government, central government and community agencies and put in place appropriate mechanisms to achieve such co-ordinated planning Taupo District Council Government Departments, Community social and economic agencies Existing activity 12 A 5.5 Determine cultural and community needs and associated levels of service Taupo District Council Existing activity Monitoring Strategy, Community Outcomes A 5.6 Maintain high levels of awareness of growth management issues in the community, and effective sharing of information on development trends and policy development with community organisations Taupo District Council New activity Communications strategy 12

91 No. A 5.7 Action Annual reporting on progress toward implementing the Strategy (the actions) to Council, implementation agencies and the community. Lead agency Taupo District Council Support agency Cost implications New activity Implementation tools Communications strategy, Council reports, Monitoring Strategy Linked to Strategic Direction 12 Strategy 87

92 Strategy Strategic Direction 6 - Tangata Whenua Explanation Historically Tangata Whenua have taken a proactive approach to development of land s uch as the development of the Lake Taupo forests. However there i s still a significant amount of undeveloped Maori land in the District with potential for the future. The development of Tuwharetoa land is recognised by the Taupo District 2050 and it is anticipated that a number of small developments will occur on multiple Maori owned land. These small developments are not expected to have a negative impact on the overall direction and integrity of the Strategy. There has also been a trend of Maori returning to live on their ancestral lands. Potential challenges as a result of this trend include infrastructure requirements and impacts on the landscape. Policies P 6.1 To recognise the historical and contemporary contributions of Tangata Whenua to t he development of the District P 6.2 The ongoing manag ement of growth will reflect the strong partnership between Tangata Whenua and the Taupo District Council P 6.3 To recognise the significant presence of Tuwharetoa in terms of mana whenua, land holdings, and population numbers P 6.4 Recognition of the increasing role of Maori leasehold land and associated development opportunities in the District Maori leasehold land will provide development opportunities in the District which may differ slightly to opportunities provided by freehold title. These differences will be in the form of timing and also the type of development that may occur. For example some leasehold land may be more suitable for commercial or more affordable forms of residential development. It is also important that future growth does not preclude development on multiple Maori owned land including papakainga housing and that cultural areas and sites are protected. 88

93 Table 8 Strategic Direction 6 Actions No. A 6.1 Action Continued engagement with Tangata Whenua at the governance level in respect of future growth management policy development and implementation. Lead agency Taupo District Council Support Cost Implementation agency implications tools Linked to Strategic Direction Iwi Existing activity Existing Protocols 12 Strategy A 6.2 Continue dialogue between Trusts and the Council to assist in the development of an approach to achieve Maori land owner aspirations and implementation of Taupo District 2050 Taupo District Council Maori Land owning Trusts Communications strategy, Existing Protocols 12 A 6.3 Promote use of Iwi/ hapu management plans to meet protection and development aspirations for incorporation into the Proposed District Plan Ministry for the Environment Iwi, hapu, Taupo District Council 12 A 6.4 Encourage the protection of cultural areas/sites Taupo District Council Hapu Council policies, Proposed District Plan 12 A 6.5 Ensure Council s regulatory documents make provision for papakainga housing Taupo District Council Iwi, Hapu Proposed District Plan 5 89

94 Strategy Strategic Direction 7 - Economy Explanation Sustainable The District has two significant sources of renewable energy - geothermal and hydro. These sources of renewable energy provide the District with employmen t opportunities and the potential for research and expansion. It is important that Council offers a regulatory environment that provides certainty. Development of a diverse economy will also be affected by communication requirements, storage facilities and transport of goods. These elements are linked to other strategic directions including settlement patterns and transport. Policies 90 The geothermal resource is also recognised for its scenic, recreational, cultural, an d spiritual values. One of the consequences of such a significant geothermal resource in the District is the potential f or competition between the resource and urban development. The Taupo District economy is dominated by a small numbe r of industries tourism, energy, forestry, agriculture and construction. A greater number of industries should be encouraged to create a diverse and robust economy which can withstand a downturn in a specific industry. It is important that a balanced approach is taken to the development and growth of new and existing industries within the District. The natural environment creates the backdrop for the touri sm industry and this should not be detrimentally affected by the introduction of inappropriate industries. Several challenges face the District when looking to encourage industry. These are the availability and cost of commercial and industrial land, a parking shortfall in the central business district and lack of infrastructure provision due to a lack of certainty in terms of the direction of future growth. Appropriate innovative land uses shall be encouraged in the rural area. This will need to be balanced with character requirements however there is definite scope for a range of non traditional rural land uses. P 7.1 Ensure that economi c activities reflect the need to preserve the natural environment that sustains the District s economy. P 7.2 Recognise and provide for the fact that the District forms an important part of the regional and national economy. P 7.3 Encourage an innovative and diverse economy and the development of niche markets that complement the character and communities of the Taupo District. P 7.4 Support sustainable new rural industries and innovative nonurban uses for rural land such as agri-business, appropriate ecotourism and recreation opportunities. P 7.5 Protect natural and rural economic resources from further fragmentation and inappropriate use. P 7.6 Provide for the collocation of industrial activities and geothermal power generation where those two land uses are compatible.

95 Table 9 Strategic Direction 7 Actions No. A 7.1 Action Support diversification of the rural economy from forestry and farming, yet protect existing forest and farming resources for their ongoing economic use Lead agency Taupo District Council Support agency Cost implications New activity Implementation tools Proposed District Plan, Structure Plans, Design guidelines Linked to Strategic Direction 2, 3 and 10 Strategy A 7.2 Maintain and develop the District as a balanced and desirable visitor destination through implementation of the tourism strategy and Taupo District 2050 and ensuring both strategies are aligned Destination Lake Taupo Taupo District Council, Existing activity Tourism Strategy 3 and 4 A 7.3 Ensure integration between the Economic Development Strategy and the Taupo District 2050 as part of the review programme for 2006/07. This should for example consider economic opportunities such as the ongoing utilisation of the District s renewable energy resources. Taupo District Economic Advisory Board Taupo District Council, Existing activity Economic Development Strategy 3, 5, 8, 9 and 12 A 7.4 Support the continued development of Taupo airport and associated transportation and tourism activities Taupo District Council Airport Company New activity 3, 8 and 9 A 7.5 Consider the introduction of a grants scheme for the funding of local arts, particularly with a view to building on existing galleries and facilities Taupo District Council New activity 5 91

96 Strategy Strategic Direction 8 Integrating Land Use, Infrastructure, and Funding Explanation The effects of growth on infrastructure include the need for increased capacity of existi ng systems, the development and extension of systems to accommodat e extra growth and Council s requirement to do both in a cost effective and efficient manner. The timing of these works has implications on who pays for the construction and ongoing operational costs. By providing certainty in this respect both Council, developers and utility providers can confidently assess a proposal particularly in terms of its impact on infrastructure. It will enable prudent decisions to be made without adversely affecting Council s operational and capital expenditure programs. Policies P 8.1 Manage the sequence of develo pment in growth areas so that services are available from early in the life of new and expanding communities. P 8.2 Coordinate and integrate planned infrastructure which supports the preferred settlement pattern and provides greater certainty for development. P 8.3 Identify, preserve and protect key sites, corridors and buffer areas for current and future district infrastructure and services. It is neces sary to identify and protect infrastructure corridors so that infrastructure needs can be adequately accommodate without adversely affecting the areas they service in terms of capacity and reverse sensitivity. Infrastructure corridors are also important for long term urban f orm. It is important that Council uses best practices and technology where appropriate and affordable to ensure that the longevity of the infrastructure is assured, whilst also providing the best possible protection to the environment. P 8.4 P 8.5 Use best practi ce standards for the planning, design and operation of sewage and wastewater collection, transport, treatment, disposal and reuse. Ensure that low impact urban design techniques and practices are considered when determining infrastructure requirements. 92

97 Table 10 Strategic Direction 8 Actions No. A 8.1 Action Reviewing the Code of Practice for Development to ensure best practice approach is encouraged and implemented Lead agency Taupo District Council Support agency Cost implications Existing activity Implementatio n tools Proposed District Plan, Structure Plans, Design guidelines, Asset Management Plans Linked to Strategic Direction 4 Strategy A 8.2 Include agreed growth assumptions in all Asset Management Plans Taupo District Council Existing activity Asset Management Plans 12 A 8.3 Ensure that Asset Management Plans support the pattern of development defined by Taupo District 2050 and are aligned with the Long Term Council Community Plan, Proposed District Plan and funding policies Taupo District Council, Existing activity Proposed District Plan, Structure Plans, LTCCP 3 A 8.4 Investigate the use of low impact urban design techniques and practices in identified growth areas and include such initiatives in the review of the Code of Practice Taupo District Council Environment Waikato Existing activity Code of Practice, Design Guidelines, Structure Plans 10 A 8.5 Identify and provide and protect key sites, corridors, and buffer areas for future infrastructure and services to support the pattern of development Taupo District Council, Transit New Zealand New activity Structure Plans, Proposed District Plan, Land Acquisition 3 A 8.6 Investigate the ability for infrastructure to be funded by private developers. Taupo District Council New Activity LTCCP, Development Contributions Policy, Developer Agreements and Memorandums of Understanding 93

98 Strategy 94 Strategic Direction 9 - Transport Modes & Connections Explanation Transport not only affects urban form but ensures our linkages to the rest of the country. Transportation corridors include the state highways, local roads, footpaths and cycle ways. The District needs to maintain and enhance strategic transport links to Tauranga, King Country, Auckland, Wellington and the Hawke s Bay. These linkages are important in terms of a sustainable economy for the movement of goods but also in term s of bringing tourists into the District. It is also important to support the development of the Districts airport for e conomic and social links with regional communities. Taupo Town itself has the potential to increase its significance as a national, regional, and district transportation and distribution hub (being at the cross road of Stat e Highways 1 and 5 linking Auckland, the Waikato, Bay of Plenty, Ha wke s Bay, and Wellington). Transport corridors allow for connectivity between and within neighbourhoods however these could be improved. Significant corridors identified at this point in time include the East Taupo Arterial (ETA), the West Kinloch Arterial (WeKA) and the second Taupo Town river crossing. Timing and cost are major considerations for transportation projects as are anticipating the future public transport needs for the future. Transport is not limited to motor vehicles. It is important that a range of transport options are considered and provided where appropriate. This includes developing a high quality and accessible public transport network linked to regional and sub-regional centres and services, air travel, potential rail options and water based travel options. Two key partners in developing the District s transportation network are Transit New Zealand who administers the nation s State Highway network, and Land Transport New Zealand who primarily fulfil a funding ro le. A continued close working relationship with both these partners will be crucial for the long term success of this strategy. Policies P 9.1 Maintain and enhan ce the District's strategic transport networks to link industri es to markets, and move goods and people efficiently. P 9.2 Provide for a comprehensive and integrated range of present and future public and private transport options within the District. P 9.3 Manage the road syst em to achieve integration, choice and balance by developing an efficient and safe network and making the most of existing infrastructure. P 9.4 Facilitate the development and implementation of a corridor approach to transportation and integration with the pattern of land use P 9.5 Consi der a range of funding alternatives in respect of transportation provision in the District

99 Table 11 Strategic Direction 9 Actions No. Action Implement a corridor approach to provide for the existing and future transportation needs of the District and its significant inter regional access role. Lead agency Support agency Cost implications Implementation tools Linked to Strategic Direction Strategy A 9.1 This will include long term review of the existing state highway system and its location (e.g. the Taupo- Turangi part of the state highway and its proximity to the lake and consideration given to a route to the east of the existing alignment), route security (e.g. Waihi Hill & the highway along the eastern lakeshore) and protect existing and future routes through designation, proactive land purchase and/ or other appropriate means Transit New Zealand Environment Waikato, Taupo District Council New activity RLTS, Structure Plans, Asset Management Plans, LTCCP 12 A 9.2 Ensure that the Western Kinloch Arterial (WeKA) is in place to support growth planned for the next five to ten years (this corridor will link to the existing State Highway 1 corridor via Poihipi Road). Taupo District Council Private Development Sector, Transit New Zealand New activity Structure Plans, Proposed District Plan, LTCCP, Development Contributions Policy 3 A 9.3 Progress and complete the East Taupo Arterial. Taupo District Council, Transit NZ Land Transport NZ Existing activity RLTS, Asset Management Plans, LTCCP, Development Contributions Policy 3 A 9.4 Progress and construct a second bridge across the Waikato River in the vicinity of the Taupo Town control gates given its key role in enabling growth to occur in the west. Taupo District Council Transit New Zealand, Land Transport NZ Existing activity RLTS, Asset Management Plans, LTCCP, Development Contributions Policy 3 A 9.5 Development and implementation of a Public Transport Plan to provide for public transport as an alternative mode in the major growth areas of Taupo District including the existing Taupo Urban Environment Waikato, Taupo District Transit New Zealand, Land Transport NZ New activity RLTS, EW Public Passenger Transport Plan, Asset 5 95

100 Strategy No. A 9.6 Area. Action Definition and implementation of a comprehensive pedestrian and cycling networks within new growth areas and linking such areas with existing urban areas Lead agency Council Taupo District Council, Support agency Cycle advocacy groups Cost implications New activity Implementation tools Management Plans Asset Management Plans, Structure Plans, Cycling and Walking Strategy Linked to Strategic Direction 5 A 9.7 Development and implementation of a bridleway network strategy Taupo District Council, Asset Management Plans, Structure Plans 5 A 9.8 Investigate the linkage of Turangi, Taupo and Kinloch via water-based transport Taupo District Council, Environment Waikato New activity Asset Management Plans 5 A 9.9 Investigate the extension of the existing upper North Island rail network to Kinleith and/or Murupara. Environment Waikato Taupo District Council, OnTrack, Toll New activity RLTS, Asset Management Plans 7 A 9.10 Development of a local Transportation Plan to better inform the Regional Land Transport Strategy of district needs and to assist in implementation of Taupo 2050 and the pattern of settlement. The plan to align with the public transport plan and the walking and cycling strategy Taupo District Council, Transit New Zealand, Environment Waikato New activity Asset Management Plans, Regional Land Transport Strategy 5 and 7 A 9.11 Investigate the use of alternative funding sources for growth related transportation infrastructure, including developing an integrated funding package to attract Land Transport New Zealand and central government funding, based an integrated transportation strategy and implementation plan Taupo District Council, Transit New Zealand, Land Transport NZ Environment Waikato Existing activity A 9.12 Investigate the use of Travel Demand Management considering matters such as parking, ensuring that better information is Taupo District Environment Waikato, Transit New New activity RLTS, Asset Management Plans 8

101 No. A 9.13 Action provided to road users about when and how to travel, and coordination of land use and transport planning to achieve integrated solutions. Investigate the suitability of the existing Taupo Airport site and facilities to meet future demands post These investigations should consider the need to expand existing facilities and the potential relocation of the airport after Lead agency Council Taupo District Council Support agency Zealand Taupo Airport Authority Advisory Group, Taupo Airport Users Group Cost implications New activity Implementation tools LTCCP, Airport Management Plan Linked to Strategic Direction 8 Strategy 97

102 Strategy Strategic Direction 10 Water Resources Explanation Lake Taupo water quality is one of the key issues for the District. This issue is interrelated with a number of other issues the District is facing including urban growth, rural land uses, effects on tourism and the character of the District and storm water and waste water management. The regional council have the primary responsibility rega rding this issue and have released the Proposed Variation 5 for the Lake Taupo catchment which is looking specifically at nitrogen discharges into the Lake. Developing standards and land use practices which limit the effects on water quality are required to provide the community with certainty regarding what is acceptable. Whilst the Strategy recognises the importance of Lake Taupo s water quality, it does not elevate this issue above the other 11 strategic directions. Water quality issues alone should not exclude urban development within the LakeTaupo catchment. In fact the controlled development of identified areas of rural land for residential purposes provides an opportunity for tighter controls to be placed on the use of the land and therefore its potential effects on water resources. Utilising low impact design principles and an integrated catchment management approach will reduce the amount of stormwater entering waterways and may result in a better quality of stormwater. Both Council and private developments will be encouraged to utilise these techniques to take advantage of the environmental benefits. Policies P 10.1 Protect and maintai n the quality of receiving waters, particularly Lake Taupo, through land use planning, development standards and land management practices. P 10.2 Consider a range of alternatives for managing on site waste water discharge including the development of community owned systems P 10.3 Incorporate low impact design principles and an integrated catchment management approach in the development and management of public and private stormwater systems 98 Where denser residential development takes place it is likely that Council provision of wastewater infrastructure will provide the best outcome. With some rural residential developments it may be that the extension of the Council system is cost prohibitive and may not represent the best way of ensuring that water quality is not adversely affected.

103 Table 12 Strategic Direction 10 Actions No. Action In conjunction with Environment Waikato, take an integrated approach to management of wastewater by ensuring: Lead agency Support agency Cost implications Implementation tools Linked to Strategic Direction Strategy A 10.1 Onsite wastewater management Domestic wastewater systems represent the best practicable option and include provision for nitrogen removal Information and advice is provided Environment Waikato Taupo District Council Existing activity Proposed District Plan, Structure Plans, Design guidelines, Asset Management Plans, LTCCP 8 and 12 Non-domestic wastewater discharges do not adversely affect Lake water quality A 10.2 Taupo District Council shall advocate for Taupo District 2050 to be identified in the Letter of Expectation to the Lake Taupo Protection Trust. Taupo District Council Lake Taupo Protection Trust Existing activity 12 A 10.3 Provide for in the Long Term Council Community Plan for community wastewater upgrades and reticulation, particularly in respect of un-serviced lakeshore settlements Taupo District Council, New activity LTCCP, Asset Management Plans 8 99

104 Strategy Strategic Direction 11 - Open Space Networks Explanation Open space (including reserves, parks, recreational areas and river and lake systems) offer residents and visitors recreational and leisure opportunities. Maintaining easy access to these areas is very important as it contributes to the District s l ive, work and play ethic. It is essential that urban growth does not detract fr om these opportunities and in fact it is intended to enhance them. A balance is required between maintaining the character of these areas whilst also providing for commercial tourism opportunities. As with a number of the strategic directions Council does not control or manage these areas in isolation. P artnerships with agencies such as the Department of Conservation are particularly important in regards to this strategic direction. Open space is linked to the strategic direction Settlement Patterns, as open space plays a major role in forming the boundaries of the urban settlements. This is greatly assisted by taking a network approach to maintaining, securing, and linking open space. Open space is also seen as a critical part of the District s infrastructure from a community perspective. It can also provide significant recreational opportunities contributing to the District s tourism facilities. A Regional Park is considered a desirable asset for the region, as it will provide both recreation opportunities and contribute to the open space network. A collaborative approach with Environment Waikato will be pursued to provide such assets. Policies P 11.1 Networks of open space shall be used to help manage land use patterns and landscape values within the District and assist in shaping urban form. P 11.2 Open space shall be available for recreational and leisure opportunities for the wider community includin g visitors to the District. P 11.3 Encourage the development of a regional and district parks and open space policy P 11.4 Encourage the investigation and implement ation of alternative funding sources for purchase and development of parks, open space and green corridors P 11.5 Encourage use of open space to separate growth areas and using a range of tools to achieve this, including both public and private ownership arrangements that are anchored through mechanisms such as legal agreements, and district plans P 11.6 Open space provided by rural and undeveloped areas shall be used to manage land use patterns and landscape values within the District and assist in maintaining the rural character of the District 100

105 Table 13 Strategic Direction 11 Actions No. A 11.1 Action Investigate the use of a targeted green rate to fund the purchase and protection of open space, parks, ecological areas heritage and significant landscapes Lead agency Taupo District Council Support agency Cost implications Implementation tools Linked to Strategic Direction New activity LTCCP 8 Strategy A 11.2 Develop open space policy and funding arrangements for implementation that includes open space protection involving both public and private land Taupo District Council, Environment Waikato, Department of Conservation New activity Recreation Strategy, Reserve Acquisition and Provision Policy 8 A 11.3 In developing structure plans, open space and new parks be defined together with protection/ purchase arrangements and ensuring that new urban areas are separated from existing areas by open space and buffer areas Taupo District Council Department of Conservation New activity Structure Plans, Recreation Strategy, Reserve Acquisition and Provision Policy 3 A 11.4 Improve public access to and recreation facilities adjacent to lakeshore and rivers as part of the structure planning and GMS implementation where consistent with the foreshore management strategy Taupo District Council Department of Conservation, Department of internal Affairs New activity Structure Plans, Recreation Strategy, Reserve Acquisition and Provision Policy 2 101

106 Strategy Strategic Direction 12 - Leadership, Partnership, & Collaboration Explanation Leadership in respect of growth management is a key ingredient in ensuring that the District is able to grow in a managed and cost effective way. With governance comes leadership, with leadership comes accountability. In combina tion it is important to recognise that Council does not work in isolation an d must work in partnership and collaboration with others. Council must develop working relationships with central and regional government, community groups, and the private sector. This will ensure that all those affected by particular projects can be involved in the devel opment and implementation of these projects. It is important that the ideas and aspirations of the community can be captured and developed within Council policy. By providing d irection and le adership i n future urban planning the key parties affected by growth will be able to ma ke decisions accordingly. Consistent and transparent decisions will ensure that all groups are heading in the same direction. Policies P 12.1 Develop collaborative working relationships with other key stakeholders to achieve effective implementation P 12.2 Support community participation in planning processes, enabling local communities to articulate their future aspirations and enhance their sense of place and wellbeing. P 12.3 Leadership in planning decisions will provide a high degree of certainty and accountability to the community, the development sector, and service and infrastructure providers. P 12.4 Commitment to the ongoing implementation of Taupo District 2050 and monitoring of the outcomes achieved 102

107 Table 14 Strategic Direction 12 Actions No. Action Ensuring implementation of the growth management strategy occurs by delegating responsibility to a committee of Council. Lead agency Support agency Cost implications Implementation tools Linked to Strategic Direction Strategy A 12.1 (a) Overseeing the implementation of the Taupo District 2050, in particular the Strategy actions for the next three years. (b) Taking responsibility and accountability for progressing those actions specifically allocated to the Council governance level in the Strategy and ensuring implementation occurs. Taupo District Council New activity Council reporting structures (c) Monitoring progress against milestones. (d) Reviewing and adjusting the Strategy if circumstances change. A 12.2 That an updated implementation plan will be produced in every third year as the basis for continued Taupo District 2050 implementation, preceding the review of the Long Term Council Community Plan Taupo District Council New activity A 12.3 A formal risk management strategy be adopted and implemented by the Council, which includes formal frameworks for managing the following: Inadequate resourcing for implementation Uncoordinated and conflicting Council strategies Taupo District Council, New activity Risk Management Strategy Conflicts between Environment Waikato and Taupo District Council and other agencies 103

108 Strategy No. Action involved in implementation Negative responses from either the revised Strategic Partners Forum or Tangata Whenua Significant alteration to the funding base for key infrastructure Lead agency Support agency Cost implications Implementation tools Linked to Strategic Direction Public response impacting on strategy substance and timeframes A 12.4 Active advocacy of the Taupo Case before Government to ensure that national legislation and policy initiatives are tailored to the local situation and to provide a framework for local action Taupo District Council Government departments Existing activity A 12.5 Monitor growth management drivers and trends in demographics, growth and development, including: Uptake rates, and land availability. International migration to determine its relationship to growth rates and growth impact in the District. Permanent vs. holiday residences (predictions of land needs are based on current ratios. Housing affordability (ratio of housing costs and income will provide a strong indicator of successful integration of growth management and economic development strategies). Community well-being at the district level including issues on aging. Taupo District Council New activity Monitoring Strategy 104 A 12.6 On-going research on growth trends is Taupo Community Existing activity Monitoring Strategy

109 No. Action essential to enable continuous review and improvement of growth management strategies. There is potential for partnerships in this work with other organisations Lead agency District Council Support agency social and economic agencies, Government departments, Environment Waikato Cost implications Implementation tools Linked to Strategic Direction Strategy A 12.7 Review the objectives and membership of the Strategic Partners Forum Taupo District Council Strategic Partner member organisations Existing activity 105

110 Future development pattern 9.5 Southern Growth Area Figure 11 Southern Growth Area The southern growth area, centred on Turangi, is likely to continue to grow at a relatively slow rate over the initial 20 year planning period. The area is showing economic growth partly based on a greater focus on tourism and the role of the area as a gateway. However, population growth continues to be slow and this trend is not likely to change dramatically. The area around Turangi is likely to experience about 5% of the anticipated growth for the District. This equates to approximately 340 new residential lots or around 38 hectares. However, this land area is likely to increase with more low density development being planned for. In addition to residential growth, consideration needs to be given to the potential for future light industrial expansion and commercial accommodation related to the growing tourism industry. Another important consideration in the assessment of growth is the proximity of the south western and south eastern lakeshore settlements. These areas provide accessible alternatives for residential living in high amenity surroundings. The vacant land adjacent to Taupahi Road and the area around Topia Drive are considered adequate to cater for demand until However there is a need to provide a variety of residential densities to meet different lifestyle choices. The Mangamawhitiwhiti block, Hirangi Road and Grace Road areas have all been i dentified to ensure that there are opportunities in this southern area for future expansion. Hirangi Road and Grace Road are more likely to suit residential and low density residential development. The Mangamawhitiwhiti block is seen as more appropriate for more lifestyle and rural residential development. 122

111 The areas around Taupahi Road, Topia Drive, Grace Road and Hirangi Road offer significant advantages over the other potential growth areas because the close proximity of existing service networks reduces the costs of future development. Close proximity builds well on the existing critical mass of population and enhances opportunities to link well with social services, the existing activity centre in the Central Business District and those areas which offer employment opportunities. While more separated by the Tongariro River the Mangamawhitiwhiti block does offer the potential for lifestyle and rural residential development over time. This density of development better reflects the likelihood that this area will need to be self sufficient with regard to servicing. The one major concern with this block is access. At present the access onto the State Highway is problematic and will need to be addressed as part of any future development. However future structure planning for this block will also need to be cognisant of the Mangamawhitiwhiti Stream which runs through the area and its ecological value especially in terms of the trout fishery. Many of the other potential growth locations are adversely affected to varying degrees by floodplains or swamp prone land. The Council is working with Environment Waikato and Mighty River Power on a study to investigate flood and erosion prone land. Once completed, the results of the study will provide direct input into structure planning for the area. elements can be further explored through subsequent structure planning for the town and ongoing monitoring. In terms of future industrial growth, it is anticipated there will be continued utilisation of the existing industrial area to the south of the town, adjacent to the state highways. Future expansion of this area is promoted to the northwest on the same side of the State Highway, thereby maintaining the efficiencies of having industrial activities in close proximity to each other. Summary The southern growth area will accommodate an estimated 5% of the District s growth over the coming 20 years approximately 340 residential lots. Future residential growth will continue to be focused around Turangi in Taupahi Road, around Topia Drive with expansion into the Grace Road area if required. Development in the Hirangi and Grace Road areas will need to be the subject of future structure planning but is likely to be suitable for residential and low density residential development. The Mangamawhitiwhiti block is likely to offer lifestyle and rural residential opportunities with future development based on a self servicing approach. Future development pattern The Taupahi Road area provides excellent opportunities for commercial accommodation, although multiple Maori ownership of the area may influence the timing of development. If the area is partly developed for commercial accommodation this may accelerate the need to look at Grace Road as a potential location for future residential development. These Commercial and industrial growth will be promoted within and adjacent to the existing industrial area to the south of Turangi. 123

112 Future directions Future development pattern Development is already being planned for the Topia Drive area and this is likely to continue in the short to medium term. Development may also take place in Taupahi Road. The timing is less certain given the multiple Maori ownership. Both the Hirangi Road and Grace Road areas will take longer to develop given the need to prepare structure plans and asset management responses. The development of the Mangamawhitiwhiti block will also need to be directed by structure planning although it is a low priority. However because this block will be developed in a comprehensive manner it is more likely that it will be the subject of a private residential development plan. 124

113 9.6 South Eastern and South Western Growth Areas Figure 12 South Eastern Growth Area development of land in the south eastern lakeshore area are likely to result in increased demand in the south west. The location of these settlements in close proximity to Turangi town has meant they are not only able to cater for the traditional holiday homes that characterise the area, but increasingly they are becoming home to more permanent residents. These areas offer higher amenity values while the Te Puke Road area to the west of Kuratau offers low density residential living which is not currently available in close proximity to Turangi town. With 10% of the District s growth anticipated for these areas there will be a need to plan for approximately 680 new residential lots, requiring about 76 hectares of land. Along the south eastern side of Lake Taupo there are very limited opportunities for future residential development in close proximity to existing settlement areas. In particular the majority of potential growth locations evaluated were significantly affected by floodplains. Future development pattern As a result, the area to the south of Motuoapa has been identified as the only substantial area for growth looking out to This area has the potential for linkages to the nearby reticulated networks and roading access via a number of different options. The south eastern and south western lakeshore settlements have been assessed together given the similar niches which they fill within the real estate market. In the context of this assessment, restrictions on the With the area behind Motuoapa in multiple Maori ownership it is likely to be some time before it is developed. This will be exacerbated by its present land use as forestry. However, there is a significant supply of undeveloped residential lots within the existing settlement of Motuoapa which will be gradually taken up over the coming 20 years. 125

114 Future development pattern Figure 13 South Western Growth Area When the take up of existing lots starts to accelerate, the land behind Motuoapa will either start to become developed or there will be a shift in focus to the south western side of the Lake. With relatively limited opportunities in the south east, the south western lakeshore needs to be able to provide for the bulk of the 10% of growth. The potential growth locations that were evaluated in the south west tend to focus in and around the existing settlements. With a strong focus on building on the existing infrastructure, both Whareroa and Omori have been identified as the preferred locations for residential growth in the next 20 years. In Omori growth is being promoted behind the existing settlement. This reflects concerns about the effects that continued lakeshore development might have on the landscape. In contrast, future growth to the north of Whareroa will be located closer to the margin of Lake Taupo. Due to topographical constraints the future growth of Whareroa is necessarily directed northward over the Kuratau River rather than westward and away from the Lake. This growth of Whareroa is considered desirable in the broader context of the south western settlements. Much of the character that defines these south western settlements is derived from their relatively small and compact nature. By advocating for small extensions to Omori, Kuratau and Whareroa this compact nature can be retained. If Whareroa was not permitted to grow any further there would be undue pressure on the other settlements and much larger urban areas as a result. 126 Concerns about the landscape effects of extending Whareroa to the north are partly mitigated by the ability to place future residential development within the context of the regenerating native bush.

115 It is also noted that this area was identified in the Transitional District Plan as Lakeshore Residential indicating its appropriateness for some form of future residential development. Future structure planning for Whareroa will need to recognise and provide for the landscape values present in the area and will also need to be particularly sensitive to the regenerating native bush which helps to shape the areas character. Kuratau is a well established settlement that offers growth potential within the existing urban area. This area did not score particularly well in the formal evaluation process. This was largely because the area has been tentatively identified as a potentially significant natural area and because part of this area is adjacent to the Kuratau River. On the positive side, this area of Kuratau is already included in the existing service catchment and therefore easily serviced. It is almost completely surrounded by existing residential development, meaning its transition to residential use is unlikely to have a significant landscape effect. Like the area to the north of Whareroa, this area in Kuratau was also identified as Lakeshore Residential in the Transitional District Plan. Development in this area will need to recognise and provide for the regenerating native bush and acknowledge the restrictions presented by the Kuratau River to the north. character as well as meet a particular demand in the market place for low density residential development. The area around Te Puke Road is favoured as the main location for low density residential growth over Parerohi Grove because of the longer term opportunities that are offered. While the area around Parerohi Grove has potential for further re-subdivision, this is likely to result in a disjointed approach given the number of landowners already in the area. In contrast, Te Puke Road offers the option of a comprehensive approach facilitating the development of the appropriate infrastructure in a more orderly and cost effective manner. Summary The south eastern and south western growth areas will accommodate an estimated 10% of the District s growth over the coming 20 years approximately 680 residential lots. The majority of this growth will be focused on the western lakeshore settlements. Whareroa will expand to the north over the Whareroa Stream, however future structure planning will need to be cognisant of the landscape and natural values in the area. Incremental residential growth will be encouraged to the west of Omori and within the existing urban area of Kuratau. Low density residential growth will be encouraged in the Te Puke Road area. Future development pattern Substantial opportunities exist along Te Puke Road to the west of the main urban area of Kuratau. With an already established land use pattern of low density residential development it is proposed to continue this theme over the coming 20 year period. This will build on the existing 127

116 Future development pattern 128 Future directions On the south eastern side of Lake Taupo, the area to the south of Motuoapa was the only area identified for future growth. The timing of this areas development is unknown and is partly dependant on the uptake of vacant sections in the existing urban area of Motuoapa. It also depends on future servicing arrangements and the ability to extend existing networks. Another factor is the interrelationship of the real estate market within the different lakeshore settlements. As land becomes available in one settlement, it affects the prices in the others. Similarly, higher prices in the south western lakeshore settlements may make development in the south east more attractive. It is anticipated that structure planning will need to be undertaken for the area around Motuoapa before it could become available for future development. In the south west, the growth area identified within the Kuratau urban area is the only area which is currently sitting within the existing service catchments. This effectively makes this the only area ready to accommodate growth at present. The other growth areas around Whareroa, Omori and along Te Puke Road will all require further structure planning. This will establish servicing requirements and set out the necessary amendments to asset management plans. It will also need to set the future limits to the urban areas for the initial planning period to The rest of the District The remaining 5% of the expected growth is likely to be distributed around the rest of the District. While this equates to approximately 340 Lots the actual land requirements are unknown, as a proportion of these will be for rural dwellings. The remainder are likely to be centered on existing settlements along the Waikato River. Waikato Riverside Settlements There are a number of small settlements in close proximity to the Waikato River and associated hydro lakes. Current patterns of growth suggest that substantial new growth areas will not be required. Collectively, these settlements have experienced decline in the usually resident population, although there is an increasing demand for holiday homes within these locations. This pattern is likely to result in a degree of substitution as permanent residents are forced out by higher land prices and are replaced by holiday accommodation. This pattern of substitution suggests that substantial new growth areas will not be required. Another result of the decreasing permanent population in some of these smaller urban areas is a corresponding capacity for future growth. As an example Mangakino currently has approximately 150 residential Lots which are vacant but able to be readily serviced by the existing reticulated networks. The exception to these areas of minimal incremental growth is Lake Ohakuri where there is potential for a significant new lifestyle settlement. Future development of this relatively isolated area will have a minimal impact on the overall pattern of growth of the District. Further evaluation

117 of this location is considered unnecessary given the relatively small scale and lack of alternative locations. Furthermore, future development in this location is likely to be assessed as a non-complying activity under the rural provisions of the Proposed District Plan. To further distinguish between urban and rural areas it is Council s intention to further increase the minimum lot size in the rural environment. There will also be a small number of lifestyle and rural residential environments allowing for smaller block subdivision. These new environments will be created adjacent to urban areas subject to designs set out in structure plans. Industrial areas The majority of the District s industrial activity will be located in and around Taupo Town and Turangi. However there is a growing trend of industrial activities wanting to locate closer to energy producers, particularly geothermal energy producers. This has a significant advantage for the industries who are able to use waste energy following the main use for electricity generation. It also provides generators with an additional source of revenue and overall makes better use of the geothermal resource. However the issue at present is that the areas where the geothermal power stations are located are identified as rural environment in the Proposed District Plan. This provides little direction as to the suitability of industrial activity and therefore provides no certainty for industrial investors. Future development pattern Rural areas Council has recently introduced a minimum lot size of four hectares in the rural environment via Variation 8 to the Proposed District Plan. This was intended to provide greater guidance to development in the rural environment until such time as Taupo District 2050 was adopted and subsequent amendments to the Proposed District Plan could be made. To address this issue it is intended that the Proposed District Plan be reviewed with the aim of extending existing industrial zonings to around the fringes of the core sites associated with the power stations. This would create a more favourable regulatory framework for industrial activity in these localities. 129

118 9 Future development pattern 9.1 Limiting the number of growth areas A key part of the development of Taupo District 2050 was the identification of a range of areas for future growth and then an evaluation of those to establish the ones which are most appropriate. All of these areas were identified in Volume Two of the Strategy and are illustrated on the maps in Appendix 1. The number of growth locations was limited in Taupo District 2050 due to two main factors. Firstly, the Strategy includes a growth model which indicates that over the next 20 years there is likely to be a need for between 6,150 and 7470 residential Lots. This growth model has helped to provide a parameter for not only the number but also the approximate size of the future growth areas. The second factor is linked to the need to achieve a critical mass of people in a number of growth areas. Locating future residential development into a limited number of growth areas will ensure that those growth areas will achieve a critical mass of people sooner than if that population was spread over a larger number of geographically diverse growth locations. This achievement of a critical mass of people is important in ensuring that both the capital and operational costs of infrastructure are efficient and affordable. Furthermore, the grouping of people together into a limited number of growth areas will make public transport more efficient and economically viable in the future. While less important in Taupo at present, all of the national and international indications are that planning should provide for an urban form that can support future public transport. Future development pattern 107

119 Future development pattern Densities of Development To meet the requirements of an evolving community with diverse lifestyle needs Taupo District 2050 envisages several densities. They are: Residential Environments Residential 8 10 households per hectare High Density Residential Low Density Residential Rural Living Environments households per hectare 4000m 2 10,000m 2 (1ha) lot size Rural Residential 10,000m 2-20,000m 2 (2ha) lot size identified as suitable for any of the above densities will be zoned for residential or rural/residential living. Land outside the above environments will for the purposes of growth management, be defined as rural and expected to maintain the existing level of rural amenity and character. Residential Environments Residential Rural Lifestyle Environment 20,000m 2-40,000m 2 (4ha) lot size These various bands of development densities are designed to accommodate growth by providing a range of lot sizes to meet market demand and a desired concentration of development. Ultimately land The Residential Environments will comprise the land expected to be serviced to full urban standards, and the resulting development of the land will be required to meet comprehensive residential subdivision standards. The density of 8 10 houses per hectare provides for an average lot size of about 650m 2 800m 2. This is consistent with the existing residential areas around the District which have a high level of open space and amenity, and will allow for the continued high standards for roading, infrastructure and reserves. High Density High density residential areas at present tend to be concentrated near the Taupo Town Centre, or in historic areas of higher density development such as Lake Terrace. Planning provisions in these areas have also tended to focus on providing for commercial activity such as motels and offices. For the purposes of new residential areas, high density is likely to provide smaller residential lots and apartment type living. While there may be a distinct character demarcation in some instances between residential and high density, in many cases there may be only small pockets of high density development. In any case, high density development proposals will still be required to meet certain residential design criteria across the total site. Low Density This is based on the traditional Rural/Residential area that is now covered in the Proposed District Plan as Low Density Residential and managed by a site coverage standard of 5%. It does not pretend to have any rural characteristics, and simply provides for a larger residential lot than would otherwise be found in the normal residential environment. Existing and future areas of Low Density Residential are likely to be found adjacent to the residential areas, and will in the future be fully serviced with water and wastewater reticulated systems. However they may not have other urban level services when it comes to roading (street lights, footpaths etc) or the same level of neighbourhood open space/reserves.

120 Rural Living Environments Rural Residential This new proposed environment will provide a buffer between residential density and rural land where appropriate in the identified growth areas. It will provide for larger lot choice and introduce some space and amenity opportunities around the edges of urban areas. Due to topography and other co nstraints, it is very likely that this environment will directly adjoin an urb an area. It is likely that these lots will be serviced where appropriate, but in most cases the environment will maintain a rural feel even t hough it is not expected that such areas would contain rural activity. They will be managed by minimum lot sizes to maintain the intent of the zone and ensure that rural residential areas do not become intensified at a later date. Rural Lifestyle There are a number of existing pockets of 4 hectare lifestyle lots around the District. Lots of this size are generally accepted as too small for most commercial farming activity, but they do provide choice, and can be used for some limited rural activity. Some are intensely farmed and sometimes friction occurs between lifestyle properties when these smaller lots adjoin larger rural properties. The Rural Lifestyle Environment will have a rural flavour and will focus on those existing rural locations where smaller lots already exist. The existing rural lifestyle properties are generally not serviced, but in the future there may be limited water and wastewater services. Rural Environment The remaining land outside the residential and rural living environments will be rural land containing established rural activity and generally much larger properties. To maintain the distinction between the urban and the remaining rural land, minimum rural lot sizes will need to be maintained with subdivision below 4 hectares recognised as a non-complying activity. Application of these densities The lot sizes discussed are indicative of the type of development density anticipated to create a desired range of property sizes which will meet market demand and create a variety of neighbourhoods with distinct character differences. In the case of residential environments, development density may continue to be managed by land use provisions as well as possibly introducing minimum lot sizes. For rural living environments and the remaining rural environment, minimum lot sizes are likely to be the main planning provision to manage density. The use of a non-complying activity status to avoid creating lots smaller than the desired range and to avoid future re-subdivision of land will be considered as part of future changes to the Proposed District Plan. It is intended that the range of desired residential and rural living densities be kept to the suggested number above, to avoid a myriad of zones being created around the District, and the Proposed District Plan itself becoming unusable. However, there may be opportunities from time to time to reflect subtle locational differences. Specific resource consent applications will provide the opportunity for such variations to be addressed given locational differences. Just as the Proposed District Plan will be limited to these identified density ranges, it is anticipated that future structure plans will similarly utilise these densities to ensure consistency. This will help to ensure a more seamless transition for structure plans into the Proposed District Plan over time. Future development pattern 109

121 Future development pattern 9.3 Management of the Rural Environment The Proposed District Plan will be amended to provide Council with greater control over development in the rural environment. This is likely to involve increasing the minimum lot size to 10 hectares in the rural area, and making subdivision below 4 hectares a non-complying activity. This is designed to create a true rural environment that recognises rural amenity, creates a clear distinction between the different forms of urbanisation and rural land use, and reduces the future demands and cumulative pressures on roading and other infrastructure. Taupo District 2050 identifies growth areas for the reasons outlined earlier, and all other existing rural land is therefore not identified for urban growth. Having identified the areas of future growth, other land must have a level of regulatory restriction to avoid indiscriminate land use change that is not consistent with the objectives and principles of Taupo District 2050 or indeed the Resource Management Act The intent is to lift permitted rural subdivision from 4 hectares to 10 hectares. Below 10 hectares subdivision will be treated as a discretionary activity, the same as subdivision below 4 hectares is treated at present. This means that an application can be made to subdivide below 10 hectares, and there will always be the ability to consider the proposal not only in terms of environmental outcomes, but also the creativity and innovation of the design. The purpose of the proposed rural environment 10 hectare permitted activity rule is to reduce the density of development on land, and maintain 110

122 the general pattern of ownership, outside the identified growth areas. Historic ally the Proposed District Plan did not set a minimum lot size for subdivision in the rural area because it had not yet determined which areas were more suitable than others for urban type development. The Proposed District Plan set up a framework to deal with subdivision and land use change on a case by case basis by way of the resource consent process. Having determined over time that the Proposed District Plan is not providing sufficient guidance to assist with decisions on various subdivision applications, Taupo District 2050 was commissioned to identify which areas were more appropriate for land use change and resulting urban/lifestyle growth. Of more consequence is the proposed action under TDC 1.2 to make subdivision in the rural area below 4 hectares a non-complying activity. At present, as introduced by Variation 8, any subdivision in the Rural Environment resulting in lots below 4 hectares is a discretionary activity. This 4 hectare rule was introduced to create a minimum lot size performance standard to provide the ability to assess smaller lifestyle and residential subdivisions against Proposed District Plan rural amenity and rural functioning objectives and policies. It treats the land in any location as equal and does not necessarily prevent inappropriate subdivision patterns in terms of urban form and wider growth issues. The existing 4 hectare subdivision standard was criticised during the Variation 8 process, as being neither rural in nature in terms of maintaining rural amenity, nor urban in terms of the ability to service the lots. In many parts of the country where significant areas of rural land have been grided into 4 hectare parcels, the ability to use the land for anything more than lifestyle lots is minimal, and the resulting residential lifestyle use of the land leads to demand for improved roads, water supplies etc. This then leads to further infill type subdivision until at some point, the locality is no longer rural, and the land itself is not coping with elements such as water supply or wastewater disposal. Future development pattern 111

123 Future development pattern Increasing the permitted rural subdivision standard from 4 hectares to 10 hectares attempts to address Resource Management Act 1991 Part II matters in terms of the sustainable management of natural and physical resources. It is a land area that provides for some rural land use, and a lot size such that it does not attract a solely residential lifestyle buyer. It allows for diversification, flexibility for building location, and the retention of environmental values such as vegetation, landscapes and historical sites. Taupo District 2050 is the basis for strategic zoning in the Proposed District Plan that will essentially restrict urban type lifestyle lots on rural land outside the growth areas. The Proposed District Plan has in the past been criticised for not providing strategic direction, and it is doubtful that a level of planning control and integrity can be maintained without strategic zoning. The permitted subdivision standard of 10 hectares, and non-complying status below 4 hectares in the remaining rural environment, will ensure that property sizes reflect true rural objectives and are not subject to the infill friction that has been created in the past. Open space between development areas Maintenance of these key areas of open space between settlements is a fundamental element of the pattern of development being promoted by Taupo District To facilitate a village feel to the District s urban areas it is proposed to maintain and enhance the areas of open space between the existing and new areas of growth. The network of open space plays an important part in maintaining the feel of separation between settlements like Pukawa, Omori and Kuratau. 112 Traditionally, much of the open space between existing settlements has been in multiple Maori ownership or under the control of the Department of Conservation. Maori owners are starting to signal development aspirations for parts of this network of open space. Similarly, parts of land controlled by the Department of Conservation are leasehold land.

124 9.4 Northern Growth Area Figure 9 Northern Growth Area A key element for growth in this northern area is critical mass. Because this is where the majority of people are to be located, it is where the most significant investment will be made in the range of infrastructure. To make that infrastructure provision efficient and affordable it is desirable to try and cluster people together. For this reason the number of growth areas needs to be limited thereby avoiding development on too many fronts. Significant structure planning has recently been undertaken in Taupo Town and Kinloch. Because this strategy seeks to build on planning already completed in conjunction with the community, it is anticipated that these two areas will proceed to develop in accordance with those structure plans. Both of these urban areas provide existing reticulated networks and established local roading patterns. To varying degrees they also have a developed community infrastructure. Furthermore development on the fringes of these areas is able to be accommodated in a relatively efficient and affordable manner. Future development pattern This area stretches from Waitahanui around to Kinloch taking in Taupo Town and the Mapara Valley. It is the location of approximately 80% of the anticipated future growth. Because it will accommodate a majority of the future residential growth it will need to reflect this with a variety of residential housing types and locations. This diversity will be important in ensuring affordability and satisfying the changing demands in residential housing type driven by changes in household structure. An analysis of both structure plans indicates that the Kinloch area has an approximate capacity for another 800 residential lots, while the Taupo Urban Area has an approximate capacity for a further 3,300 residential lots. This gives a total minimum capacity of 4,100 residential lots. This estimate for the Taupo Urban Structure Plan area does not include the substantial Maori landholdings in the form of the Rangatira E farm and the Paenoa Te Akau block, which may be able to be developed on a leasehold basis. 113

125 Future development pattern It would be undesirable from a real estate market perspective to focus on filling up all of the Kinloch and Taupo Town areas before moving on to a new growth area. Such an approach would limit variety of choice, restrict supply and consequentially make housing more unaffordable. The proposed approach is to focus on Kinloch and Taupo Town where there is already a good infrastructure base and at the same time open up an additional growth area. This provides the desired variety for the market and thereby extends the timeframe for reaching capacity in Kinloch and Taupo Town. By 2026 it is estimated that the actual take up of lots will be approximately 500 in Kinloch and 3,000 in the Taupo Urban Area. This is a total of 3,500 over 20 years meaning approximately 2,000 additional lots will be needed in other growth areas. The evaluation process has identified both Waitahanui and the Mapara Valley as the two logical areas for urban expansion. Growth Issues Taupo is partially surrounded by a geothermal resource of national significance. The utilisation of that resource for the generation of electricity does have an impact on the town s urban growth. If not effectively addressed this has the potential to result in unsustainable and risky growth management outcomes for the Council and the community. Council also has an absolute duty under the RMA 1991 not to permit urban development in areas of actual or potential natural hazards. The nature and location of the geothermal resource means that the available growth options are limited. The utilisation of the Wairakei-Tauhara geothermal resource poses a particular challenge for the management of Taupo s urban growth. The establishment or expansion of incompatible land-uses has the potential to lead to reverse sensitivity conflicts which threaten both the energy resource and the areas of urban expansion. The challenge is to reconcile the development potential of the geothermal resource against urban growth. It is important to acknowledge that large parts of the existing Taupo Urban Area are built over significant geothermal resistivity areas. These are identified in Appendix 9. As a consequence, parts of the Taupo Urban Area are subject to varying levels of subsidence as a result of ongoing geothermal resource development. Given this awareness it is important that sound geothermal resource information is available to the community and any future geothermal development is carefully planned and monitored so as not to exacerbate the current situation. It is inappropriate to have urban development on land which is naturally subject to geothermal influences. Hot ground, hydrothermal eruption and subsidence are all acknowledged as potential risks. Furthermore, urban development compromises the ability to access and utilise the underground energy resource which is increasing in importance particularly given the national commitment to renewable energy resources, New Zealand s limited hydrocarbon resources and the recent rises in the cost of petrol. Contact Energy Ltd hold a number of surface and subsurface encumbrances over land in the Taupo District. Figure 8 shows the location of the easement rights they currently hold. In addition to the resistivity areas, th ese encumbrances are another element that must be considered when evaluating the various options for the future growth of Taupo Town. 114

126 Figure 10 Contact Energy encumbrances Future development pattern Fee Simple KEY Surface and Subsurface Easement Rights Subsurface Easement Rights (ability to acquire ownership if required) Crown Owned Wairakei Tourist Park land Resistivity Boundary East Taupo Arterial Route 115

127 Future development pattern In addition to the generation of electricity and other industrial uses, the geothermal systems in the Taupo District are valued for their scenic, recreational, cultural, and spiritual values. This includes a number of tourism operations associated with both activities that utilise the geothermal resource and some of the geothermal features in the District. The Taupo Urban Structure Plan (2001) and the 2004 update outlined that because the Wairakei-Tauhara geothermal system encompasses the Taupo urban area there are large tracts of land which are unavailable for conventional urban development. Given this, it was considered prudent that the East Taupo Arterial ( ETA ) be utilised as the urban fence. It is intended that growth to the east and southeast of the ETA will be discouraged. This will create a buffer between future residential areas from industrial and geothermal resource development activities, and avoid potential reverse sensitivity conflicts. Effects of the Resistivity and Encumbered Areas on Future Growth Options An analysis of Figure 8 indicates that Taupo Town has no contiguous growth areas available in either the north or the east. Given the cost of servicing and the relatively slow rates of growth, new growth areas need to be adjacent but not necessarily physically contiguous, to existing settlements. Options such as Broadlands and Opepe are quite disconnected from existing settlements. Neither would be able to develop quickly enough to support basic community services and all of these would have to be obtained from existing settlements. In addition, market attractiveness of these areas could well be an issue. Waitahanui There are challenges in developing Waitahanui but it has been identified as a future development area because of its potential for a comprehensive development such as a marina. Previous studies have identified a future shortage of marina berth facilities. Waitahanui is considered to be a potential location for a waterways style development similar to that in Whitianga as it is low-lying and in close proximity to the Lake. It is estimated that approximately 200 residential lots could be accommodated. Challenges include: Protection of lakeshore amenity values (including lake water quality). State Highway access (Transit New Zealand will have a key role to play in any future development in this location). Wastewater infrastructure capacity. Mapara Valley It is proposed to centre this future urban growth area on a major cross valley transport corridor linking Kinloch and Taupo, the West Kinloch Arterial (WeKA). There area a number of elements which make the Mapara Valley desirable for future growth: The location between the established urban areas of Kinloch and Taupo Town offer opportunities to create better transport links between the towns, with substantial benefits for the ongoing growth to the west. 116 The only unfettered area with sufficient critical mass for future development is the land to the west between the existing Taupo Town and Kinloch. The Mapara Valley is very large and therefore able to accommodate a critical mass of population. This will make the funding of future infrastructure more efficient and affordable. In particular it will make public transport more economic in the future with the three urban

128 areas connected by a key corridor. This large land area is also important because it ensures that there is capacity for future expansion beyond the initial 20 years. The ability to link with the existing Taupo Central Business District and a future secondary activity centre in Rangatira E also makes this an attractive growth location. The valley is largely unaffected by natural hazards. Although there is some localised faulting this can be accommodated through design at a structure plan level. A private primary and secondary school will be built within the Mapara Valley near the route of the WeKA. This education facility will act as an important anchor for future residential development in the Mapara Valley and is recognised as a crucial piece of community infrastructure for the future Mapara Valley community and the Taupo District as a whole. With the route of the WeKA passing through the middle part of the Mapara Valley it is sensible for the future commercial centre to be located in close proximity to that arterial road. Future residential development will be developed around that centre and radiate outwards. This centre in the middle part of the Mapara Valley is vitally important in securing a sense of place for the future community. Furthermore, its development is crucial if the principles of live, work and play are to be successfully applied to this community.. There are a number of other reasons why development in the Mapara Valley needs to be focused on the central part of the Mapara Valley: Mapara Road already faces significant capacity issues and is considered inappropriate for the large increases in traffic flow if growth was to be focused at the southern end of the Mapara Valley. Future growth focused on the southern part of the Mapara Valley would significantly reduce the benefits of a cross valley link between Kinloch and Taupo making it uneconomic. As a result the greater benefits for Taupo and particularly the Kinloch area would be removed. Future development pattern Formal consultation as part of the Taupo West Rural Structure Plan identified a community desire to have development set back up the valley away from Whakaipo Bay. This was based on concerns about water quality, landscape values and the immediate impacts on Whakaipo Bay. Future development is unable to be located further to the north due to the existing geothermal field, consented power station, existing surface and subsurface encumbrances and the future plans for reinjection of geothermal fluid in this northern area. 117

129 Future development pattern 118 The exact extent of the future growth area in the Mapara Valley will be determined through future structure planning. While the future commercial centre, the focus of the growth node, will be centred on the WeKA, future residential areas may well stretch further to the south at differing densities. The southern extent of the future urban area will need to reflect the community s desire for a substantial setback from the margins of Lake Taupo. Other Growth Areas Other potential growth areas are not currently being pursued. This decision is based on the inadequacy of some of the other areas identified in Volume Two of the Strategy, such as Wairakei, which is affected by a geothermal system, or Opepe which is considered to be too isolated from the existing urban areas.. One of the key reasons for limiting substantial future growth to Kinloch, Taupo and the Mapara Valley is infrastructure investment. Both Taupo District Council and other infrastructure providers have made significant investment in establishing existing infrastructure services such as the Taupo wastewater treatment facilities. By limiting the number of development fronts to four the agencies that provide infrastructure can ensure that the existing infrastructure is used most efficiently and new infrastructure is provided in the right places at the right time for a reasonable cost. Commercial and Industrial Growth in Taupo Town With the anticipated growth in population there will be an increasing need for commercial and industrial land within the northern growth area. The provision of that land was considered as part of the Taupo Urban Structure Plan (2001 and 2004). That Structure Plan identified future commercial and industrial land to the east and the west of the East Taupo Arterial (ETA). It also identified additional industrial land around the airport to the south of town. That previous planning has been carried through into Taupo District Heavy industrial activity will be promoted on the identified industrial land to the east of the ETA in the area bounded by Centennial Drive and Broadlands Road. Heavy industrial is considered most appropriate here given the geothermal constraints and proposed Tauhara power station. This area links well with the existing heavy industrial area in Rakaunui Road and the ETA which is the District s major transport link to other regions. To the west of the ETA there is an area of land between the ETA and the existing urban area which will be made available for lighter industrial and commercial activity with smaller footprints. This area is bounded by State Highway 5 to the south and Broadlands Road to the north. It will link well with the established industrial area at Miro Street via Crown Road. Most of this land is currently owned by the Council and will be released for devel opment following structure planning. One of the trends highlighted is the emergence of large format retailing in and around Taupo Town. To date there has only been limited development of this form of retail such as the Warehouse and a number of large supermarkets, however there is increasing pressure for a large scale complex with a range of large format retailers and smaller specialised shops. Such complexes have become common place in other parts of New Zealand and have been represented throughout the country in a variety of forms.

130 This strategy seeks to promote the location of large format retailers on the northern side of Spa Road in the area bounded by State Highway 1 and Opepe Street. This area is adjacent to the existing Central Business District and as such large format retail in this location would essentially become part of the Central Business District. This approach has been favoured as it avoids the lessons learned in other communities around the country. In many of those towns the establishment of a large format retail complex separate from the existing town centre has resulted in a significant decline in those town centres. Close proximity of the town centre and large format retail is considered the most favourable result in terms of the viability of the existing Central Business District and the broader urban form. This reinforces the Central Business District as the retail and commercial heart of the District. This area to the north of Spa Road is currently utilised for a range of commercial and light industrial land uses. It is anticipated that the availability of the Council owned land to the west of the ETA will act as a catalyst for many of these tenants to move from Spa Road out to nearer the ETA and existing industrial area. Given the strategic advantages for the community of such a shift, it may well be appropriate for Council to consider acting as an agent of change to facilitate this transition. Future development pattern A dispersed approach will be taken with regard to those large format retail uses unable or unwilling to locate to the north of Spa Road. Rather than coming together in a large complex those large format retailers will be actively encouraged to locate in a dispersed pattern with no more than two or three retailers on any one site. In taking this approach the Strategy is sending a strong signal that an additional retail complex should not be established that would undermine the viability of the existing town centre. 119

131 Future development pattern 120 Other Commercial Centres It is anticipated that Taupo Town with its Central Business District and industrial land will, continue to be the District s major employment centre. There is currently a small developing commercial centre at Kinloch and this is unlikely to change significantly over the initial 20 year planning period. Traditionally, Kinloch has been a holiday destination and is evolving into more of a commuter village for people working in Taupo Town. The Mapara Valley is likely to be similar to Kinloch with many of the future residents commuting to employment in Taupo. However, the Western Kinloch Arterial (WeKA) between Kinloch and Taupo is likely to generate a significant amount of through traffic, opening up commercial opportunities in the middle of the Mapara Valley. As a result, future structure planning for the Mapara Valley should provide for a commercial centre near the WeKA. This new centre will not only provide commercial and retail facilities for the residents of the Mapara Valley, it will also be associated with some expanded employment opportunities. The provision of these employment opportunities will mean that the principles of live, work and play will be able to be implemented within the Mapara Valley. However, the desire to locate substantial residential development in the Mapara Valley means that it is unlikely to be suitable for significant industrial activities. With a significant proportion of future growth in this northern area located to the west of the Waikato River, there will be an emerging need for a major secondary commercial centre to support this growth. Ideally this secondary centre would be located between Nukuhau and Acacia Bay on the Rangatira E farm. This reflects the fact that west of the Waikato River is where a substantial proportion of new residential development is likely to be focused in the short to medium term. It will also allow for ready access from a variety of locations once the future roading links are secured and existing corridors upgraded. The other advantage of this location is that it provides a viable land use for the farm land which can only ever be leased given legislative constraints on the development of multiply owned Maori land. For this last reason the Rangatira E farm may well be utilised for a range of land uses in the future which are compatible with leasehold arrangements. This could involve further commercial development, education facilities or tourist opportunities. Summary The northern growth area will accommodate an estimated 80% of the Districts growth over the coming 20 years approximately 5440 residential lots. Future residential growth will continue to be focused on Kinloch and Taupo Town within the areas identified in previously completed structure plans. A transport corridor between Kinloch and Taupo will service future growth to the west of Taupo the West Kinloch Arterial (WeKA). A new growth area will be developed in the Mapara Valley centred on the new western transport corridor (WeKA). Waitahanui has potential for limited growth undertaken in a comprehensive manner. Commercial and industrial growth will be promoted in accordance with the Taupo Urban Structure Plan 2004

132 Commercial centres will be promoted in Kinloch, the Mapara Valley and Rangatira E. Large format retailing will be encouraged to locate on the northern side of Spa Road adjacent to the existing Central Business District. Future Directions With four development fronts in the form of Kinloch, Taupo Town, Waitahanui and the Mapara Valley all operating at the same time there is likely to be some flux within the market. People will chose where they wish to live and Taupo District 2050 has limited control over this. The rate at which each of the four growth areas will develop is unknown. In terms of planning for the future it is estimated that over the next 20 years the Mapara Valley will need to accommodate approximately 2,000 residential lots at varying densities. It is estimated that Waitahanui will accommodate approximately 200 lots at urban density potentially around a marina complex and associated facilities. The extent of development in these locations will not be known until further analysis and specific structure plans have been completed. Structure plans for Kinloch and Taupo Town have been completed. This has enabled the identified structure plan boundaries to be adopted in the Taupo District Residential, commercial and industrial growth will be allowed to take place within these boundaries in accordance with the adopted structure plans. However some areas still required further infrastructure planning before they can be incorporated into the Proposed District Plan. The rate of development will need to be monitored in each of the growth fronts to ensure a steady supply of land is made available through strategic zoning in the Proposed District Plan. Future development pattern For the Mapara Valley, future structure plans will need to focus on the central part of the valley around the proposed West Kinloch Arterial road. The structure plan will be limited in its northern, western and eastern extents by the ridges that define the valley. The community s strong message about setback from Lake Taupo and Whakaipo Bay in particular mean that a substantial setback of approximately three kilometres from the Lake will generally mark the southern boundary. The extent of this southern boundary will need to be better defined through the structure plan taking into account the likely requirement for 2,000 residential lots. 121

133 Development sequence & key infrastructure 10 Development sequence & key infrastructure 10.1 Approaches to sequencing Land prices are less likely to be significantly affected by issues of supply In general there are two possible approaches to development sequencing. The requirement for structure planning ensures that infrastructure The first is to maintain a tight and orderly approach which determines that no additional land will be released for development until at least 80% to 85% of existing land has been taken up. While this approach goes some way towards satisfying the requirements of Part II of the RMA 1991 in terms of the efficient use of resources, it has the following downsides: Available land may not be either in the form or location desired by the market As the land is increasingly developed shortages occur and prices increase Land shortages enable developers to insist on sales with tied land and building contracts Market choice becomes limited There is unnecessary pressure on infill development and a reduction of amenity in established areas The second is to allow much greater market freedom for the location of development, provided that detailed structure planning occurs and arrangements are made for the provision of infrastructure before any land is released. This approach has a number of advantages: services are planned and provided for in an efficient manner 10.2 Land development process Not all of the locations identified for future growth are ready to be developed in the near future. This is largely due to infrastructure requirements and funding sources. To ensure that growth takes place in an orderly fashion a two stage process for the release of land is proposed refer to the growth area maps in the previous section. Stage 1 - Yellow The land shown as yellow on the location maps for the Northern, Southern, South Eastern and South Western growth areas indicates those areas that are considered suitable for future urban development. These areas have either been the subject of previous structure planning in the case of Taupo Town and Kinloch, or they have been considered as part of previous infrastructure planning. The infrastructure to service these areas has been budgeted for in the Long Term Council Community Plan. 130 Future planning has the flexibility to cater for changes in market demand Before these areas can be developed there will still need to be alignment between Taupo District 2050 and the Proposed District Plan. It is

134 anticipated that Taupo District Council will make the necessary changes to the Proposed District Plan to facilitate growth in the chosen locations. Stage 2 - Red The areas shown on the location maps as red circles indicate those areas of future growth for which more specific planning must be undertaken such as the Mapara Valley. These areas have been shown as red circles to specifically avoid any determination in this strategy about exactly where future urban boundaries might be. Such determinations will be part of subsequent structure planning. Structure Planning It is anticipated that Council will take a leadership role by undertaking structure planning exercises for the identified growth areas. In parallel, the necessary changes to the Proposed District Plan will be prepared and both documents will be publicly notified simultaneously. This will ensure that the planning in the structure plan can be given statutory weight as soon as possible. The structure planning process is important as it identifies the extent of a growth area, the range of different densities and resulting infrastructure requirements (without re-litigation of the general location and indicative lot yield as set out in this strategy). Without this structure planning approach, there is no basis for Council to strategically zone land in the Proposed District Plan. Once the Proposed District Plan has been changed to incorporate the structure plan, individual landowners will have the ability to apply for resource consents for specific developments in respect of their property holdings. It is also recognised that there may be some situations where developers wish to proceed faster than the Council can complete structure planning processes). In those situations developers will bear the cost of preparing the private equivalent of a structure plan; however they will still be expected to work closely with Council in preparing that plan. Council s structure planning for the future growth areas is intricately linked to asset management planning for key infrastructure. This reflects the fact that Council is unable to provide the entire required infrastructure for all the growth areas at once. Where developers wish to proceed faster than Council anticipated (as identified in the Long Term Council Community Plan), the developer will need to pay the cost of bringing forward those infrastructure projects required to service the new growth area. That cost may also involve recognition of extra operational costs that Council might incur as a result of taking over the new infrastructure earlier than anticipated. Once a structure plan has been prepared for a growth area that structure plan can be implemented by incorporating it into the Proposed District Plan or through a comprehensive resource consent application. While comprehensive resource consents have been used previously, such as the Brentwood balance lands, they do not provide the same opportunity as a change to the Proposed District Plan to consider the wider environmental effects of a proposal (including precedent effects on the integrity of the Proposed District Plan). In addition, the consultative requirements of a resource consent application are less onerous than the First Schedule process set out in the Act for a change to the Proposed District Plan. The other key disadvantage of a comprehensive resource consent application is that it doesn t provide a mechanism for incorporating the key elements of a structure plan into the Proposed District Plan. Structure plans by their nature include roading patterns and infrastructure networks which cross boundaries. Although they may be identified in a structure plan, there is still the opportunity for individual resource Development sequence & key infrastructure 131

135 Development sequence & key infrastructure consents to undermine these cross boundary plans unless they are included in the Proposed District Plan. As a result, all future structure plans must be incorporated into the Proposed District Plan to secure the strategic zoning identified in the structure plan. The Proposed District Plan will be amended to highlight this process. Statutory process Structure plans are non-statutory documents prepared under the Local Government Act 2002, however to have statutory effect, they must be incorporated into the Proposed District Plan through the First Schedule process under the Resource Management Act The First Schedule process involves the following steps: 1. Notification 2. Submissions 3. Further submissions 4. Hearings 5. Deliberations and decisions 6. Appeals to the Environment Court As noted above, when a structure plan is prepared, a variation or plan change to amend the Proposed District Plan will be prepared at the same time. This variation or plan change will outline the elements of the structure plan which will be taken into the Proposed District Plan. The structure plan and the variation/plan change will need to be notified together and both will go through the First Schedule process together. Other Considerations It should be noted that the private plan change approach does not provide the applicant with an unfettered right to obtain what is provided for in the plan change. The Council processes the plan change and still retains the right to submit on it. A private plan change allows for the sharing of costs in respect of plan formulation. Traditionally all of these costs would have fallen on the Council. However, picking up on the theme of growth paying for growth, it places some of the cost burden on the developer promoting the plan change. These costs can be significant. The experience in other local authorities is that the private plan change approach allows the developer to focus on preparation of the change without being side tracked or having competing priorities, provides the resources to undertake the work (in collaboration with the Council, potentially any substantive issues are resolved prior to notification) and then the Council focus is on the processing of the change and ensuring that matters such as infrastructure provision and associated funding mechanisms are in place. The collaborative approach required by the Council and the developer may be formalised through a Memorandum of Understanding to clarify who will do what, that the developer will not withdraw the change or parts of it without the agreement of the Council and any other matters of relevance. It is about providing a framework for the formulation and processing of private plan change so both parties have clarity and understanding of what is to be achieved. 132 The above process is exactly the same regardless of whether the structure plan is led by the Council, or a private developer.

136 10.3 Impact on community facilities Infrastructure costs The Local Government Act (LGA) 2002 requires Council to anticipate the impact of development on infrastructure and to fund for this so that infrastructure is provided in a timely manner, and that development does not have a negative impact on existing infrastructure. Much of the infrastructure required for the future has already been budgeted for within the Long Term Council Community Plan (LTCCP). A full list of all capital projects from the LTCCP is attached in Appendix 8. The infrastructure elements which have not been budgeted for will need to be further investigated and decisions made on the best way to fund these elements. Subsequent amendments to the LTCCP will need to be made. Funding will be provided from a variety of sources such as development contri butions, rates, central government funding and specific development agreements. The main infrastructural element for which there has not been future funding planned is a proposed Taupo to Kinloch western transport corridor known as the West Kinloch Arterial (WeKA). This corridor is necessary to: Avoid the situation where urban development in the Mapara Valley is reliant on the rural standard Mapara Road for its access links to Taupo Provide an efficient access from settlements at Kinloch and the Mapara Valley into a secondary commercial centre on the Rangatira E lands between Acacia Bay and Nukuhau Provide an opportunity for a more economic public transport system linking Taupo Town, Mapara and Kinloch Enable walking and cycling provisions within the corridor Although the WeKA will result in reduced travel times, particularly for those residents in Kinloch, the primary reason for this link is to reinforce the established pattern of settlement. Ultimately the linkage of Kinloch and Taupo Town will result in a more sustainable urban form in the long term. This objective is consistent with the overall objectives of both the Resource Management Act 1991 and the Land Transport Management Act In order to progress the implementation of the WeKA the route has to be identified and designated. Preliminary work has already been undertaken. This now needs to be aligned with Council s asset management planning and the WeKA needs to be incorporated into the Long Term Council Community Plan as a capital project. Development sequence & key infrastructure Efficiently link an expanded Taupo town and Kinloch in the future Provide the key access for an orderly and efficient development pattern in the Mapara Valley 133

137 Development sequence & key infrastructure 10 Development sequence & key infrastructure 10.1 Approaches to sequencing Land prices are less likely to be significantly affected by issues of supply In general there are two possible approaches to development sequencing. The requirement for structure planning ensures that infrastructure The first is to maintain a tight and orderly approach which determines that no additional land will be released for development until at least 80% to 85% of existing land has been taken up. While this approach goes some way towards satisfying the requirements of Part II of the RMA 1991 in terms of the efficient use of resources, it has the following downsides: Available land may not be either in the form or location desired by the market As the land is increasingly developed shortages occur and prices increase Land shortages enable developers to insist on sales with tied land and building contracts Market choice becomes limited There is unnecessary pressure on infill development and a reduction of amenity in established areas The second is to allow much greater market freedom for the location of development, provided that detailed structure planning occurs and arrangements are made for the provision of infrastructure before any land is released. This approach has a number of advantages: services are planned and provided for in an efficient manner 10.2 Land development process Not all of the locations identified for future growth are ready to be developed in the near future. This is largely due to infrastructure requirements and funding sources. To ensure that growth takes place in an orderly fashion a two stage process for the release of land is proposed refer to the growth area maps in the previous section. Stage 1 - Yellow The land shown as yellow on the location maps for the Northern, Southern, South Eastern and South Western growth areas indicates those areas that are considered suitable for future urban development. These areas have either been the subject of previous structure planning in the case of Taupo Town and Kinloch, or they have been considered as part of previous infrastructure planning. The infrastructure to service these areas has been budgeted for in the Long Term Council Community Plan. 130 Future planning has the flexibility to cater for changes in market demand Before these areas can be developed there will still need to be alignment between Taupo District 2050 and the Proposed District Plan. It is

138 anticipated that Taupo District Council will make the necessary changes to the Proposed District Plan to facilitate growth in the chosen locations. Stage 2 - Red The areas shown on the location maps as red circles indicate those areas of future growth for which more specific planning must be undertaken such as the Mapara Valley. These areas have been shown as red circles to specifically avoid any determination in this strategy about exactly where future urban boundaries might be. Such determinations will be part of subsequent structure planning. Structure Planning It is anticipated that Council will take a leadership role by undertaking structure planning exercises for the identified growth areas. In parallel, the necessary changes to the Proposed District Plan will be prepared and both documents will be publicly notified simultaneously. This will ensure that the planning in the structure plan can be given statutory weight as soon as possible. The structure planning process is important as it identifies the extent of a growth area, the range of different densities and resulting infrastructure requirements (without re-litigation of the general location and indicative lot yield as set out in this strategy). Without this structure planning approach, there is no basis for Council to strategically zone land in the Proposed District Plan. Once the Proposed District Plan has been changed to incorporate the structure plan, individual landowners will have the ability to apply for resource consents for specific developments in respect of their property holdings. It is also recognised that there may be some situations where developers wish to proceed faster than the Council can complete structure planning processes). In those situations developers will bear the cost of preparing the private equivalent of a structure plan; however they will still be expected to work closely with Council in preparing that plan. Council s structure planning for the future growth areas is intricately linked to asset management planning for key infrastructure. This reflects the fact that Council is unable to provide the entire required infrastructure for all the growth areas at once. Where developers wish to proceed faster than Council anticipated (as identified in the Long Term Council Community Plan), the developer will need to pay the cost of bringing forward those infrastructure projects required to service the new growth area. That cost may also involve recognition of extra operational costs that Council might incur as a result of taking over the new infrastructure earlier than anticipated. Once a structure plan has been prepared for a growth area that structure plan can be implemented by incorporating it into the Proposed District Plan or through a comprehensive resource consent application. While comprehensive resource consents have been used previously, such as the Brentwood balance lands, they do not provide the same opportunity as a change to the Proposed District Plan to consider the wider environmental effects of a proposal (including precedent effects on the integrity of the Proposed District Plan). In addition, the consultative requirements of a resource consent application are less onerous than the First Schedule process set out in the Act for a change to the Proposed District Plan. The other key disadvantage of a comprehensive resource consent application is that it doesn t provide a mechanism for incorporating the key elements of a structure plan into the Proposed District Plan. Structure plans by their nature include roading patterns and infrastructure networks which cross boundaries. Although they may be identified in a structure plan, there is still the opportunity for individual resource Development sequence & key infrastructure 131

139 Development sequence & key infrastructure consents to undermine these cross boundary plans unless they are included in the Proposed District Plan. As a result, all future structure plans must be incorporated into the Proposed District Plan to secure the strategic zoning identified in the structure plan. The Proposed District Plan will be amended to highlight this process. Statutory process Structure plans are non-statutory documents prepared under the Local Government Act 2002, however to have statutory effect, they must be incorporated into the Proposed District Plan through the First Schedule process under the Resource Management Act The First Schedule process involves the following steps: 1. Notification 2. Submissions 3. Further submissions 4. Hearings 5. Deliberations and decisions 6. Appeals to the Environment Court As noted above, when a structure plan is prepared, a variation or plan change to amend the Proposed District Plan will be prepared at the same time. This variation or plan change will outline the elements of the structure plan which will be taken into the Proposed District Plan. The structure plan and the variation/plan change will need to be notified together and both will go through the First Schedule process together. Other Considerations It should be noted that the private plan change approach does not provide the applicant with an unfettered right to obtain what is provided for in the plan change. The Council processes the plan change and still retains the right to submit on it. A private plan change allows for the sharing of costs in respect of plan formulation. Traditionally all of these costs would have fallen on the Council. However, picking up on the theme of growth paying for growth, it places some of the cost burden on the developer promoting the plan change. These costs can be significant. The experience in other local authorities is that the private plan change approach allows the developer to focus on preparation of the change without being side tracked or having competing priorities, provides the resources to undertake the work (in collaboration with the Council, potentially any substantive issues are resolved prior to notification) and then the Council focus is on the processing of the change and ensuring that matters such as infrastructure provision and associated funding mechanisms are in place. The collaborative approach required by the Council and the developer may be formalised through a Memorandum of Understanding to clarify who will do what, that the developer will not withdraw the change or parts of it without the agreement of the Council and any other matters of relevance. It is about providing a framework for the formulation and processing of private plan change so both parties have clarity and understanding of what is to be achieved. 132 The above process is exactly the same regardless of whether the structure plan is led by the Council, or a private developer.

140 10.3 Impact on community facilities Infrastructure costs The Local Government Act (LGA) 2002 requires Council to anticipate the impact of development on infrastructure and to fund for this so that infrastructure is provided in a timely manner, and that development does not have a negative impact on existing infrastructure. Much of the infrastructure required for the future has already been budgeted for within the Long Term Council Community Plan (LTCCP). A full list of all capital projects from the LTCCP is attached in Appendix 8. The infrastructure elements which have not been budgeted for will need to be further investigated and decisions made on the best way to fund these elements. Subsequent amendments to the LTCCP will need to be made. Funding will be provided from a variety of sources such as development contri butions, rates, central government funding and specific development agreements. The main infrastructural element for which there has not been future funding planned is a proposed Taupo to Kinloch western transport corridor known as the West Kinloch Arterial (WeKA). This corridor is necessary to: Avoid the situation where urban development in the Mapara Valley is reliant on the rural standard Mapara Road for its access links to Taupo Provide an efficient access from settlements at Kinloch and the Mapara Valley into a secondary commercial centre on the Rangatira E lands between Acacia Bay and Nukuhau Provide an opportunity for a more economic public transport system linking Taupo Town, Mapara and Kinloch Enable walking and cycling provisions within the corridor Although the WeKA will result in reduced travel times, particularly for those residents in Kinloch, the primary reason for this link is to reinforce the established pattern of settlement. Ultimately the linkage of Kinloch and Taupo Town will result in a more sustainable urban form in the long term. This objective is consistent with the overall objectives of both the Resource Management Act 1991 and the Land Transport Management Act In order to progress the implementation of the WeKA the route has to be identified and designated. Preliminary work has already been undertaken. This now needs to be aligned with Council s asset management planning and the WeKA needs to be incorporated into the Long Term Council Community Plan as a capital project. Development sequence & key infrastructure Efficiently link an expanded Taupo town and Kinloch in the future Provide the key access for an orderly and efficient development pattern in the Mapara Valley 133

141 Implementation 11 Implementation Implementation Plans This section highlights those actions taken from each of the Strategic Directions that will be undertaken by Taupo District Council. The actions are arranged under seven themes: Proposed District Plan Structure Plans and other supplementary guidance Asset Management Plans Advocacy, leadership and partnership Implementation timing The actions to implement Taupo District 2050 are largely focused on a recurring pattern of structure planning, changes to asset management plans and subsequent amendments to the Long Term Council Community Plan (LTCCP). The three yearly cycle of the LTCCP drives this pattern. All three of these processes are time consuming, require substantial input from a wide range of Council staff and are costly for the community. These factors mean that it would be undesirable to be making regular reviews of the asset management plans or amendments to the LTCCP. Funding Policies Community planning Monitoring and Review It is intended that Taupo District 2050 will be monitored on a three yearly basis in conjunction with the review of the asset management plans. Undertaking this review in the year preceding the new LTCCP will allow any required amendments to feed into that LTCCP process. Figure 14 The three yearly planning cycle Year Activity Structure planning Review of asset management plans LTCCP Structure planning Review of asset management plans LTCCP 134

142 11.1 Proposed District Plan The Proposed District Plan is the primary document for controlling the way land is used and developed. The way it is written and changed is governed by the Resource Management Act The Taupo Proposed District Plan was publicly notified in 2000 and subsequently been through a process of submissions, further submissions and decisions. At present it still maintains its proposed status as there are outstanding appeals. has efficient and sustainable manner. Better controls of the overall settlement pattern and associated infrastructure will ensure that this happens. The proposed changes to the Plan will need to be undertaken in accordance with the First Schedule of the Resource Management Act 1991 (Appendix 7). This will ensure that all members of the community have an opportunity to participate in the process. Until such time as the Plan becomes operative all such changes will need to be made by way of Variation rather than Plan Change. Implementation The Plan, as publicly notified, had an effects-based approach to planning. Phil osophically the Plan did not prevent any activity from taking place, as long as an applicant could show through the resource consent process that the negative effects of the activity could be avoided, remedied or mitigated. Therefore the Plan did not identify particular land for future urban growth. Instead it treated each application on its individual merits, allowing devel opment to unfold in any pattern that did not cause significant negative effects on the pre-existing environment. While flexible this approach made it very difficult to take the cumulative effects of growth into consideration. Taupo District 2050 has signalled a significant shift in philosophy for the Proposed District Plan to better deal with those cumulative effects. The Plan is now going to be used to strategically zone land for future urban growth in accordance with the settlement pattern identified in Taupo District This will provide g reater certainty for all sectors of the com munity with regard to where future expansion of urban areas will take place. More importantly, this move to strategic zoni ng will better enable Taupo Distri ct Council to fulfil its responsibilities under Part II of the Resource Management Act Part II requires Council to manage resources in an Existing Variations to the Proposed District Plan The Proposed District Plan is currently in a state of flux. Like Taupo District 2050 it is a living document that needs to respond to changes over time. As a result, there are currently a number of Variations to the Proposed District Plan which are already being progressed such as: Cultural Values Kinloch Variation Rural Variation (8) Residential Variation Landscapes and Natural Values Variations These Vari ations will continue to be progressed, however i t is recognised that a number of them will need to be reviewed to ensu re that the direction that they are taking is consistent with the approach embodied in Taupo District

143 Implementation Table 15 Proposed District Plan - implementation plan No. Action Who When Linkages TDC 1.1 TDC 1.2 Advance the variation on cultural values specific to the Rauhoto area Prepare a variation or plan change to: Introduce a tiered approach to the management of development in the rural environment utilising controlled, discretionary and non-complying activity status with the following indicative range of Lot sizes: hectares or greater (Controlled Activity) 2. Between 10 hectares and 4 hectares (Discretionary Activity) 3. Below 4 hectares (Non-complying Activity) In implementing the tiered approach noted above, specific consideration will be given, as part of the section 32 analysis, to the use of an averaging technique to encourage innovative development proposals that make the best use of rural land. Identify existing pockets of 4 hectare properties and strategically zone them as rural residential environment areas Strategically zone Stage 1 Land Development Areas Insert objectives and policies in the Proposed District Plan reflecting section 6 and 7 of Taupo District 2050 to provide guidance for Stage 2 Land Development Areas. Pre-consultation for this Variation will be undertaken in a targeted manner with key interest groups. Following that targeted pre-consultation the variation will proceed directly to the formal notification process identified in the First Schedule of the Resource Management Act Environmental Policy Unit Notified by July 2006 A variation to address this specific area is already underway. Environmental Policy Unit December 2006 This variation to the Proposed District Plan establishes the framework for future changes to the Plan and is thus necessary before structure planning can be incorporated 136

144 No. Action Who When Linkages TDC 1.3 This is in accordance with Section 3C of the first schedule of the Act whic h allows for recognition of consultation under the Local Government Act It reflects the consultation already undertaken as part of the previous planning and in the preparation of Taupo District Advance variations to provide protection for outstanding and amenity landscapes and significant natural areas Environmental Policy Unit Notified by December 2006 This timing reflects the ongoing consultation process with the community and Tangata whenua Variations to manage significant landscapes and natural areas are already being progressed. Implementation TDC 1.4 Investigate the expansion of existing the industrial environment around existing power core sites Environmental Policy Unit 2006/2007 To meet the growing trend of industry collocating with geothermal power generators TDC 1.5 Review the Proposed District Plan to establish if any amendments are required on adoption of the Regional Lan d Transport Strategy. Environmental Policy Unit On adoption of the Regional Land Transport Strategy. TDC 1.6 Following notification of the rural, residential, natural a nd landscape value variations, plan effectiveness monitoring will continue to be undertaken to establish whether there is adequate protection of: significant ridgelines and associated open spaces amenity values along the margins of Lake Taupo, its tributaries and the Waikato River Environmental Policy Unit 2007/2008 The Proposed District Plan already offers some protection for significant ridgelines, open space and amenity values around the margins of water bodies. Plan effectiveness monitoring will establish whether further protection is required. TDC 1.7 Investigate methods to provide protection for identified cultural areas throughout the District Environmental Policy Unit 2007/2008 Although a variation has been developed for the Rauhoto area of the District, the approach taken there may not be appropriate for 137

145 Implementation No. Action Who When Linkages TDC 1.8 TDC 1.9 Investigate the incorporation of iwi and hapu management plans into the Proposed District Plan to help facilitate the development and protection aspirations of local iwi and hapu Review, and amend if necessary, the Proposed District Plan provisions to ensure they support diversification of the rural economy and protect those economic resources in the rural environment for ongoing utilisation Environmental Policy Unit 2007/2008 Environmental Policy Unit 2007/2008 other areas. As such further investigation must be undertaken to find the most appropriate methods for protection of other areas A review of the Proposed District Plan will establish whether the existing regulatory framework is flexible enough for any land use changes identified through Environment Waikato s decisions on the Proposed Waikato Regional Plan Variation 5 Lake Taupo Catchment (Proposed) and the completion of the Economic Development review TDC 1.10 Review the Proposed District Plan to establish what amendments may be required to give effect to changes to the Proposed Regional Plan as a result of Proposed Waikato Regional Plan Variation 5 Lake Taupo Catchment (Proposed). Environmental Policy Unit 2008 TDC 1.11 Investigate whether there are significant view shafts to the National park, mountains and Lake Taupo that require further protection under the Proposed District Plan. Environmental Policy Unit 2009/ TDC 1.12 Undertake plan changes as required for the following Structure Plans Mapara Valley TUSP Commercial and Industrial land TUSP Residential land South Western Settlements Environmental Policy Unit Ongoing Plan changes will need to be prepared in parallel with Structure Plans for these areas and notified simultaneously.

146 No. Action Who When Linkages Turangi Waitahanui South Eastern Settlements Implementation 139

147 Implementation 11.2 Structure plans and other supplementary guidance The Taupo Distric t Council has previously prepared structure plans for the Taupo Urban Area, Kinloch and the Taupo Town Centre. In addition a draft structure plan was prepared for the area between Taupo Town and Kinloch. A series of new structure plans are proposed as a result of Taupo District The Strategy identifies a number of stage 2 land development areas around the District which require further planning before they can be incorporated into the Proposed District Plan by strategic zoning. What does a structure plan need to cover? In establishing what the pattern of residential densities and commercial development will be a structure plan must also take into consideration the following: Landscape features Significant natural areas Sites of significance to Tangata Whenua 140 These structure plans will establish the boundaries of new growth areas, the pattern of respective residential densities within the areas, and key infrastructure requirements and their costs. To ensure that the outcomes of structure plans are able to be enforced district plan changes will be prepared in parallel to structure plans. The new structure plan and the district plan change will then be notified simultaneously. Although the plan change will need to go through a more rigorous Resource Management Act process, its notification will ensure that the structure plan has immediate effect. As noted in the land development process in section 7 of Taupo District 2050, it may be possible for land owners to develop land in stage 2 land development areas ahead of the Council schedule. In these situations the developer, in collaboration with Council, will need to bear the burden of undertaking the structure planning and prepare the necessary changes to the Proposed District Plan. This in turn may mean that the Council no longer needs to prepare a structure plan for that area. Open space and reserve requirements Future public transport needs Low impact urban design Water, stormwater and wastewater needs and how they can be met in an integrated way Stormwater catchment management plans Transportation corridors and links between growth areas The location of geothermal systems and the utilisation of the geothermal resource. The location and operation of electrical transmission infrastructure Further detail on the preparation of structure plans is included in Appendix 2.

148 In addition to the preparation of structure plans there are a number of other areas of planning guidance that need to be provided to steer decisions made under the Proposed District Plan. The first of these is the Code of Practice. This is a set of engineering standards which has been developed for the District. It will be necessary to review these standards to ensure that they are consistent with the policies of Taupo District 2050 and the design guidelines which will be produced. Increasingly the community is demanding better quality urban and rural areas. One way of achieving this is through the development of design guidelines. These can work at a range of different scales guiding developers in designing large residential subdivisions, commercial centres, and even specific buildings. Because Taupo District has such a large proportion of rural land it is intended that these guidelines will cover both urban and rural development. Implementation The preparation of design guidelines may form part of a wider response by the Council to the Urban Design Protocol initiated by central government. A comprehensive approach to design The urban areas in the Taupo District have predominantly been designed to be car-orientated. Adapting this pattern to meet more diverse lifestyle and economic trends will need to utilise the basic design principles: Consolidation and dispersal Integration and connectivity Diversity and adaptability Legibility and identity Environmental responsiveness 141

149 Implementation Table 16 Supplementary planning - implementation plan No. Action Who When Linkage Prepare a structure plan for the Stage 2 Land Development Area identified in the Mapara Valley Prepare a structure plan for the Stage 2 Land Development Areas identified as commercial and industrial expansion within the Taupo Urban Structure Plan. Strategic Environmental Policy Unit Strategic Environmental Policy Unit 2007 Plan changes will need to be prepared in parallel with Structure Plans for these areas and notified in conjunction with the structure plans Plan changes will need to be prepared in parallel with Structure Plans for these areas and notified in conjunction with the structure plans. The timing of this structure plan may need to be reviewed if Taupo District Council as land owner proceeds to develop a structure plan for the industrial land to the west of the ETA. Review the Taupo Urban Structure Plan to: Investigate the viability of expanding the structure plan boundaries to include the Rangatira Point area linking Acacia Bay and Whakamoenga Point Address urban design issues such as the location and expansion of higher density development and the future development of the Central Business District Strategic Environmental Policy Unit 2007/2008 The Rangatira Point area was omitted from the earlier versions of the structure plan as the area was managed by the Department of Conservation. Indications are that this may change in the future. Although there are currently separate structure plans for the Taupo Urban Area and the Taupo Town Centre, the future focus of planning for these areas will mean that it is more appropriate for them to be planned for in an integrated manner. This review will focus more on the urban design challenges facing the Taupo Urban Area with a strong focus on the infrastructural implications of brownfield development. 142

150 No. Action Who When Linkage Prepare a structure plan for the Stage 2 Land Development Strategic Environmental Areas identified at Whareroa, Omori and Te Puke Road Policy Unit (South Western Settlements) Prepare a structure plan for the Stage 2 Land Development Areas identified as residential expansion within the Taupo Urban Structure Plan. Prepare a structure plan for the Stage 2 Land Development Areas identified in Turangi. Strategic Environmental Policy Unit Strategic Environmental Policy Unit 2008 Plan changes will need to be prepared in parallel with structure plans for these areas and notified in conjunction with the structure plans Plan changes will need to be prepared in parallel with Structure Plans for these areas and notified in conjunction with the structure plans Plan changes will need to be prepared in parallel with Structure Plans for these areas and notified in conjunction with the structure plans. Implementation Prepare a structure plan for the Stage 2 Land Development Areas identified to the north of Waitahanui Strategic Environmental Policy Unit 2010 Plan changes will need to be prepared in parallel with Structure Plans for these areas and notified in conjunction with the structure plans. Prepare a structure plan for the South Eastern Settlements Strategic Environmental Policy Unit 2010 Plan changes will need to be prepared in parallel with Structure Plans for these areas and notified in conjunction with the structure plans. Prepare design guidelines to cover both the rural and urban areas Review the Code of Practice to incorporate any changes required as a result of the design guidelines Environmental Policy Unit 2007/2008 These design guidelines are intended to operate as a non-statutory document in conjunction with the statutory requirements of the Proposed District Plan. Works 2008 While the Code of Practice primarily deals with the engineering standards related to development, it also offers an opportunity to reinforce the desired design outcomes identified in the proposed design guidelines. 143

151 Implementation 11.3 Asset management plans The Taup o District Council is responsible for managing a range of community owned assets such as the roading network, the District Landfill, and Owen Delaney Park. To ensure that all of these assets are managed in an efficient and affordable way asset management plans have been developed. These plans are also required under the Local Government Act The asset management plans not only deal with the ongoing maintenance and runni ng of assets, they also address the future requirements in response to urban growth. Taupo District 2050 and the structure plans identified in theme two above will help to provide the direction for where growth will be located while the asset management plans will provide the specific community infrastructure response. Because the capital expenditure detailed in the asset management plans must be reflected in the LTCCP, it is necessary for the asst management plans to be reviewed in the calendar year preceding the LTCCP. This reflects the long and complex process involved in such a review. For these reasons regular reviews of the asset management plans will be avoided. 144

152 Table 17 Asset management plans - implementation plan No. TDC 3.1 TDC 3.2 Action Who When Linkages In conjunction with Transit New Zealand, ensure options for the improvement of the State Highway 1 intersections with Norman Smith Street and Poihipi Road are advanced. Commence construction of the East Taupo Arterial as a critical priority. Transportation Manager 2006 This northern transportation corridor is under increasing pressure, particularly at these two identified intersections. Address this issue in partnership with Transit New Zealand is integral to further growth around Taupo Town Works 2006/2007 Implementation TDC 3.3 Amend asset management plans to incorporate the proposed West Kinloch Arterial (WeKA) transportation corridor. Asset managers 2006 This addition to the Asset Management Plans will need to be incorporated into the LTCCP and Development Contributions policy by way of amendment as an urgent priority TDC 3.4 Determine the levels of service for community facilities in the associated asset management plan Community and Recreation 2006/2007 The reviewed levels of service are required for input into the review of the Development Contributions Policy in 2007 TDC 3.5 Align the asset management plans with the structure plan for the Mapara Valley Asset managers 2008 TDC 3.6 Align the asset management plans with the structure plan for the commercial and industrial expansion areas within the Taupo Urban Structure Plan. Asset managers 2008 TDC 3.7 Investigate the adjustment of the growth model developed for Taupo District 2050 so that it includes visitor numbers making it more appropriate for future asset management planning. Works 2007 Although a growth model has been developed for this strategy development, further detail with regard to visitor numbers will be required to allow for more robust asset management planning. 145

153 Implementation No. Action Who When Linkages T DC 3.8 TDC 3.9 TDC 3.10 Update asset management plans to reflect the demand data and assumptions noted in Taupo District Align asset management plans and the Cycling and Walking Strategy and the Horse Riding Strategy Review the Roading Asset Management Plan to include direction for the District s future transportation needs. Asset managers 2008 Works 2008 Transportation Manager 2008 This will provide direct input into the Regional Growth Strategy and Regional Land Transport Strategy reviews. TDC 3.11 Progress and complete the second Taupo Town River Works 2008/2009 Along with the Norman Smith Street Crossing between Norman Smith Street and Opepe Street and Poihipi Road intersections with the State Highway, this river crossing is seen as crucial to reshaping Taupo Town TDC 3.12 Review the existing Solid Waste Management Strategy with a view to moving toward a zero waste management system Works 2009 TDC 3.13 Secure additional land for disposal purposes around the Acacia Bay and Waitahanui wastewater treatment plants. Works 2009 If this work is undertaken the need for centralisation is delayed. TDC 3.14 Align the asset management plans with the structure Asset managers 2011 If there is an out of sequence plan for the residential areas within the Taupo Urban amendment to the LTCCP we will Structure Plan look to take advantage of this. TDC 3.15 Align the asset management plans with the structure plan for the South Western Settlements Asset managers 2011 TDC 3.16 Align the asset management plans with the structure plan for the Turangi area Asset managers 2011 TDC 3.17 Align the asset management plans with the structure plan for the South Eastern Settlements Asset managers TDC 3.18 Align the asset management plans with the structure Asset managers 2011

154 No. Action Who When Linkages plan for the area to the north of Waitahanui TDC 3.19 Utilise designation process to ensure ongoing protection of key infrastructure sites and corridors as identified in the structure plans. TDC 3.20 Review Water Asset Management Plan to ensure that it is consistent with the Variation to the Regional Plan regarding water allocation. TDC 3.21 Review asset management plans to ensure that provision has been made to progress the relevant actions identified in the Taupo nui a tia 2020 Action Plan Asset Managers Ongoing Asset management areas will prepare applications for designations. Asset Managers 2006/2007 Asset Managers 2007/2008 Implementation 147

155 Implementation 11.4 Advocacy, leadership and partnership Taupo District 2050 signals a change in philosophy for the Taupo District Council. W hile the Council has always had a part to play in the growth of the District it has sometimes been in more of a reactionary manner. Through Taupo District 2050 the Council is now setting out a blueprint for where growth will go and therefore providing direction of the provision of infrastructure to service that growth. In building these relationships with other organisations there are a range of tools which will need to be used such as memorandums of understanding, sector agreements or ongoing forums. Regional planning initiatives and forums that Council is involved in Council is currently a membe r of the following groups or is actively participating in the following initiatives at a regional government level: However t he Council is not alone in responding to the effects of growth. Other agencies such as the Ministry of Education, Housing NZ Corporation or the District Health Board provide a range of services to the community; similarly private sector organisations like Unison, Contact Energy and Telecom also need to be able to meet the needs of growing communities. Forming partnerships with these other providers will be a crucial element if the Strategy is to be successful. Council will also continue to work in partnership with Ngati Tuwharetoa to ensure that the aspirations and needs of Tangata Whenua are recognised and appropriately advanced within the framework provided by Taupo District 205 Also crucial is the ongoing relationship between Taupo District Council and Environment Waikato. Both Councils are involved in managing the effects of growth in the District often from different perspectives. Ensuring that they work together toward common outcomes lies at the heart of much of the implementation of Taupo District This is because much of the regional planning, such as the Regional Land Transport Strategy or the Regional Policy Statement, has a direct impact on the pattern of land use within the District. Community Outcomes Bay of Plenty Strategic Planners Network Waikato Information Forum Choosing Futures Waikato Project Watershed Lake Taupo Protection Trust Joint Committee Regional Land Transport Strategy Waikato Biodiversity Forum Lake Taupo Foreshore Risk Management Strategy project Forum for Integrated Regional Management 148

156 Table 18 Advocacy, leadership and partnership - implementation plan No. Action Who When Linkages TDC 4.1 TDC 4.2 Implementation of all actions identified in the implementation plans contained in Section 11 of Taupo District 2050 Develop a communications strategy in relation to the implementation of Taupo District 2050 to ensure high levels of awareness regarding ongoing growth management issues Taupo District Council Ongoing As the elected representatives for the District, the Taupo District Council is ultimately responsible for the implementation of Taupo District 2050 on an ongoing basis. Communications Manager 2006 Implementation TDC 4.3 Review the Strategic Partners Forum and establish whether it has an ongoing role during implementation. Strategic Environmental Policy Unit 2006 The role of the Strategic Partners Forum will change once Taupo District 2050 is adopted. This will require a full review of the ongoing role of the group during the implementation phase. TDC 4.4 Report on progress implementing Taupo District 2050 to the Evaluation and Audit Committee of Taupo District Council Strategic Environmental Policy Unit Quarterly TDC 4.5 Report on progress implementing Taupo District 2050 to the implementation agencies and the community on an annual basis Strategic Environmental Policy Unit Annual TDC 4.6 Advocate for the statement of intent of the Lake Taupo Protection Trust to reflect the direction taken by Taupo District 2050 Strategic Development 2006 TDC 4.7 Advocate to Transit NZ for funding and the commencement of construction of Stage 4 Chief Executive Officer

157 Implementation No. Action Who When Linkages of the East Taupo Arterial TDC 4.8 Advocate to Transit NZ for construction of Chief Executive Officer critical improvements to the northern transportation corridor TDC 4.9 Prioritise the development of a property strategy for Council as part of the current review of the Council s property services. This should include an assessment of whether Council should have a role facilitating the establishment of large format retailing on the northern side of Spa Road in the area bounded by State Highway One and Opepe Street Property Team 2006 A Strategic Property Strategy has been identified in the LTCCP for development in , however pressing demand will mean that this timing may need to be prioritised through subsequent amendments to the LTCCP. TDC 4.10 Participate in the review of the Regional Strategic Environmental Policy Policy Statement Unit Strategic Development TDC 4.11 Participate in the development of the Regional Growth Management Strategy Strategic Environmental Policy Unit 2007/2008 TDC 4.12 Advocate to Environment Waikato and the Lake Taupo Protection Trust for the investigation of land purchase and subsequent use of land for Regional Parks. Community and Recreation 2007/2008 TDC 4.13 Advocate to the Department of Internal Affairs for additional boat ramp facilities Community and Recreation 2007/2008 TDC 4.14 Promote the development and use of iwi and hapu management plans to meet the development and protection aspirations of tangata whenua Strategic Communications Officer 2007/

158 No. TDC 4.15 Action Who When Linkages Develop a Council wide policy which sets out the appropriate processes for community engagement Strategic Development 2007/2008 TDC 4.16 Be party to discussions regarding the Transportation Manager To coincide with the extension of the existing upper North Island Environment Waikato rail network to Kinleith and Murupara study on this matter. Although not part of the Taupo District the extension of future rail links to the identified places does have the potential to benefit the District economically. For this reasons it is prudent for the Council to at least be a party to discussions that may take place Implementation TDC 4.17 Be party to discussions regarding the linkage of Taupo, Kinloch and Turangi by water based public transport Transportation Manager 2009 Other agencies or private operators are more likely to initiate water based transport linkages, however it will be important for the Council to be a party to such discussions TDC 4.18 Advocate to other infrastructure providers (e.g. telecommunications, power) the need to invest in and provide the required levels of infrastructure to service the growth identified in the Growth Management Strategy. Strategic Environmental Policy Unit 2007 onwards The provision of services such as telecommunications and power are essential for growing communities. Council does not provide these services but will advocate to the service providers regarding timely provision. 151

159 Implementation 11.5 Funding policies Traditionally the Taupo District Council has used money taken from rates to pay for a large part of new and existing infrastructure. Some limited contributions were collected under the Town and Country Planning Act 1974 and more recently under the financial contributions section of the Proposed District Plan. The Local Government Act 2002 changed the way that Council s looked at the way they funded infrastructure and particularly the costs of growth. The local Government Act requires Council s to clearly demonstrate what activities they will undertake over the coming 10 year period and how that will be paid for ( LTCCP). To better enable this the legislation provides Council s with the abili ty to develop a Development Contributions Policy. Taupo District Council has developed such a policy enabling it to collect contributions for developers to pay for infrastructure. In this way growth effectively pays for growth. There are however times when the traditional rates revenue and the more recent development contributions are not sufficient to pay for substantial infrastructure. Most commonly this is the related to major roading infrastructure such as the East Taupo Arterial. In such instances it will be necessary for Council to investigate other potential funding sources such as funding from central government or public private partnerships with the development sector. 152

160 Table 19 Funding policies - implementation plan No. Action Who When Linkages TDC 5.1 TDC 5.2 TDC 5.3 Investigate the use of alternative funding sources for major roading infrastructure Investigate funding options for existing reserves, community enhancement and protection of ecological and heritage areas Review the Development Contributions policy to reflect the new capital expenditure on community infrastructure in the identified growth areas Works 2006/2007 Community and Recreation Development Contributions Officer 2007/2008 These investigations will be linked to the development of a district wide recreation, reserve acquisition and provision policy 2008 This will need to be undertaken in conjunction with the review of Asset Management Plans in 2008 Implementation 153

161 Implementation 11.6 Community planning The term community planning covers a broad spectrum of different planning undertaken by the Council, such as economic, tourism and reserve and recreation planning. The key area of focus for Taupo District 2050 is the open space network because o f the significant impact that the network has on the overall shape and ch aracter of the District s urban areas. The District has a substantial network of open space, much of which is managed by the Department of conservation. The Council also manages a large number of reserves most of which are located in urban areas. The challenge facing the Council is the maintenance of the existing high levels of service in the face of continued growth pressure. To ensure th at the open space network protects those green s paces between settlements it will be necessary to develop a district wide policy. That policy will need to specifically address the issue of acquisition of future reserves, in conjunction with the more traditional approach of designating. 154

162 Table 20 Community planning - implementation plan No. TDC 6.1 Action Who When Linkages Develop a district wide recreation strategy and a reserve acquisition and provision policy that identify: Strategic recreation management issues and actions Reserve land and recreation enhancement in terms of means, type and distribution Reserve design code of practice Community and Recreation 2006/2007 As part of the 2007 review of the Development Contributions Policy consideration will need to be given to the outcomes of this recreation, reserve acquisition and provision policy. The specific need for contributions to enhance existing reserves will also be a factor Implementation TDC 6.2 Align the Tourism Strategic Plan and Taupo District 2050 to ensure that the District continues to be a desirable visitor destination Destination Lake Taupo Strategic Development 2006/2007 TDC 6.3 Align the Economic Development Strategy and Taupo District Strategic Development 2006/2007 TDC 6.4 Development of a gateway strategy for the main entrances to Taupo building on the work already completed for Turangi. Community and Recreation 2007/2008 The development of this strategy will have close linkages to the development of design guidelines. TDC 6.5 Prepare an Affordable Housing policy looking at options for rental stock and home ownership. Community and Recreation 2007/2008 Housing NZ Corporation has expressed an interest in being involved in the development of this policy. 155

163 Implementation 11.7 Monitoring and review The success of Taupo District 2050 will be based on how well it is implemented. While much of the monitoring in relation to the implementation actions will be coordinated by the Strategic Environmental Policy Unit, the actual review processes will require input from a number of Council staff across a range of different divisions. The first major review of the Strategy is programmed for 2008 in the lead up to the 2009 LTC CP amendment. Despite this there will be smaller annual reviews of the document to monitor the growth drivers, assumptions and rates of growth. Taupo District 2050 may also need to be reviewed as a result of major policy changes like the completion of the Landscape Values Va riation to the Proposed District Plan or Variation 5 to the Regional Plan dealing with Lake Taupo water quality 156