Andrew von Dadelszen Former Regional Councillor

It is annual plan submission time again and I hope our councilors continue to be mindful to cut their cloth to meet the tight economic environment.

You may remember that your regional council, when developing its 2009 to 2019 Ten Year Plan, signaled an increase in rating per dwelling of 113 per cent (over that ten year period) against a regional council average country wide of just 45 per cent. It is great to see that they have cut $17.4m from its original 2011/12 estimates; now planning to spend $82.6m (previously $100m) on its operating costs.

Efficiencies in Tauranga's public transport contract will see a $2.2m savings translated into a reduction in the targeted rate for Tauranga ratepayers. However, I am concerned that once again there is a zero rate struck for dairy discharges into the iconic Rotorua Lakes. I understand the need for good science to base decision making, but we have known of the serious degradation of Lake Rotorua in particular for more than 20 years. Regional ratepayers are becoming increasingly frustrated with the 'softly, softly” approach, that is not showing an action-driven programme to address this issue. It is good to see that 'promoting land management change” in the Lake Rotorua catchment is a priority action for the 2011/12 Plan, because until we get land use change we will make little long-term progress in Rotorua Lakes' clean-up.

In the last ten years, we have seen a doubling in the cost of services at the regional council – this has to be seen alongside a considerable step-up in action orientated outcomes (public transport initiatives, Lake Rotoiti clean-up, Tauranga Harbour mangrove mechanical removal, Eastern Bay flood mitigation to name a few). We still see, however, huge staff time taken in writing reports – what we really want is action orientation. This should include Tauranga Harbour initiatives (resolving sedimentation issues, as well as mangrove and sea lettuce issues); making progress in the clean-up of Lake Rotorua; and ensuring both regional development and transportation issues are actively addressed.
It is not about spending more money in total, but about better redirection to ensure effective outcomes. Perhaps it will take the change in leadership (CEO) to drive this change management further. Whoever the income CEO is, his or her challenge is to finish off the change in culture initiated by outgoing CEO Bill Bayfield.

If you have a view on these or any other local government issues, I invite you to email [email protected]