Whangarei District Growth Strategy

AcknowledgementsThe Whangarei District Growth Strategy was produced by the Futures Planning Team, Policy and Monitoring Department, Environment Group, Whangarei District Council.

Group Manager Environment:Paul Dell

Manager Policy and Monitoring Department:Paul Waanders

Members of the Futures Planning Team:Dr Kerry Grundy – Team LeaderDavid Coleman – Senior Strategic PlannerDianne Zucchetto – GIS/Trends AnalystAnnejo Liang – Strategic Policy PlannerElise Batelaan – State of the Environment Co-ordinator

Assistance provided by the following Policy Planners from the Policy and Monitoring Department, Whangarei District Council:Carine Andries – Policy PlannerHelen Duncan – Senior Policy PlannerMelissa McGrath – Policy Planner

Background Report on Biodiversity provided by:Leigh Honnor

Background Report on Health, Education and Safety provided by:Donna Stuthridge

Input from Major Projects Department provided by:Dominic Kula – Team Leader PlanningDavid Snowdon – Group Planner

Economic analysis conducted by:Infometrics Ltd

Graphic Design by:Sara King – Graphic Designer, Communications Department, Whangarei District Council

Peer review by:Ken Tremaine

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Foreword from the Mayor and Chief Executive OfficerThe Sustainable Futures 30/50 Sub-regional Growth Strategy for Whangarei District sets out a vision for the sustainable development of Whangarei District and supports the development of a “sense of place”.

It provides, over 30-year and 50-year timeframes, a comprehensive assessment of the most sustainable growth pattern for the district as we, as a community, strive to maintain it as an attractive and affordable place to live, work and play.

The integrated Strategy’s spatial planning identifies the growth patterns which will best protect the district’s high amenity of urban environments and maintain its natural environment.

Projections are that by 2060 Whangarei District will be home to a further 55,000 people, and work on the Sub-regional Growth Strategy was begun to ensure this growth is well managed and fosters strong economic development.

Population growth of that order equates to an additional 400 to 500 homes built each year, totalling at least 20,000 more homes within the 50-year period.

It is important, in order to preserve the district’s amenity values, its fertile soils and environment that this growth results in quality, compact urban environments.

At the start of the project Council indicated the importance of consolidation, infill, transition (urban to rural) and choice as key elements in developing the Strategy.

After analysing a number of scenarios, the Strategy has identified where, and the manner in which, growth will take place in the most sustainable way.

In doing so, local government can now overlay its vision for the establishment of community facilities – commercial and retail areas, recreation areas, health facilities and schools – and accurately assess and plan for the infrastructure which will support them.

The Strategy is vital, in a district such as ours with many on low or fixed incomes, in enabling local government to target infrastructural spending in a timely and cost-effective way. The Strategy contains the research which enables local government to win the district’s share of national resources needed to cater for growth and the economic benefits which go with it.

Already the Board of the New Zealand Transport Agency has indicated its support for this approach in aligning Government and local government spending on roads.

The Sustainable Futures 30/50 Sub-regional Growth Strategy is the most important document Whangarei District Council has ever produced.

It lays the foundation for growth which will allow the district to maintain those features that make it such an attractive place to live, work and play, and identifies where that growth will contribute most environmentally, socially, culturally and economically to our increasing population.

The project team which has led the research and produced the Growth Strategy has produced a first class assessment of the shape of future growth which will preserve the district’s character and meet the expectations of its citizens for generations to come.

Stan Semenoff

Mayor

Mark Simpson

Chief Executive Officer

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Executive SummaryThe Whangarei District experienced significant growth over the period 2001 to 2008. Between 2001 and 2006 the population of the district increased from around 68,000 to 74,400, an increase of 9.35% or almost 2% per annum. The population increased to around 79,000 by 2009. Rural and coastal areas experienced higher growth than urban areas. Over the past 15 years around 40% of the population growth occurred in urban Whangarei or around the urban fringes whilst around 60% occurred in rural and coastal areas. Rates of population growth were highest along the coast and in rural areas. The average annual growth rate for the rural area was 3% whilst along the coast it averaged 2%. This compares with an average annual growth rate of around 0.5% per annum in urban Whangarei.

This has resulted in widespread development throughout the district, including ribbon development along the coast and along transport corridors, sporadic development on the urban fringes, and scattered rural residential development throughout the rural and coastal areas. The widely dispersed nature of this development has created a number of challenges for the district. First, the timely and cost effective provision of infrastructure is difficult if the future location of development is unknown or fragmented. Infrastructure provision under this scenario tends to be reactive rather than proactive. Infrastructure, such as water provision, wastewater and stormwater disposal, solid waste disposal, roading, parks and reserves all require long lead in times to plan and supply services in a cost effective and timely manner.

Managing the cumulative effects of development on the biophysical environment increases in complexity if development is widely dispersed and effects have to be managed on a case by case basis. The danger of ‘death by a thousand cuts’ is inherent to this approach. There is mounting evidence in the district of adverse cumulative effects on landscape, natural character of the coast, biodiversity, water quality, and amenity values. Avoiding adverse effects of development on historic and cultural heritage, including sites of significance to Maori and archaeological sites, is difficult when development is widely dispersed and lightly regulated. Ribbon development along the coast and transport corridors is resulting in continuing detrimental effects on historic and cultural heritage, particularly sites of significance to Maori and the district’s historic stone walls.

The fragmentation and consequent reduction in the productive potential of agricultural land is an on-going challenge to the district. Protecting productive farm land from urban spread and rural residential development, particularly on the high class versatile volcanic soils around Maunu, Maungatapere, Maungakaramea, Three Mile Bush Road, and Glenbervie is extremely difficult given the widespread subdivision of this valuable land resource over recent times. Such scattered development also reduces productivity through reverse sensitivity issues arising when residential development occurs in a productive farming landscape. Avoiding natural hazards and future risks from climate change is also difficult under a widely dispersed settlement pattern. This type of development pattern increases risks from natural hazards and exacerbates responses to, and costs of, hazard events.

There are good reasons for Council to address these issues. Firstly, there are legislative requirements under the Resource Management Act 1991 relating to managing the effects of development on the environment to ensure the sustainable management of natural and physical resources in the district. Secondly, it is clear from research conducted by Statistics New Zealand that the environment is one of the main reasons people come to live in Northland and Whangarei and the main reason for remaining there. It is also a major reason for tourists to visit the district. Last but not least, protecting the environment, including productive farm land, is widely supported by the community and tangata whenua. Almost all submissions received on the Growth Strategy supported the proactive provision of infrastructure, strong environmental protection and the

protection, where appropriate, of high class versatile soils from residential and rural residential development.

Although growth in the district is slowing in line with global and national trends, future growth is projected to continue and, in some parts of the district, has the potential to be substantial, particularly in the Marsden Point/Ruakaka area and along the coast. The population of the Whangarei District is projected to increase from 74,430 in 2006 to around 110,000 in 2041 (roughly the size of Tauranga) and to around 130,000 in 2061 (roughly the size of Hamilton). This represents an average annual increase of 1.35% or 1,000 additional people per annum, and a total increase in population of around 55,000. This equates to an average annual increase in occupied dwellings of 1.42%, or 400 additional dwellings per annum. Moreover, based on recent growth rates, there are likely to be around 100 additional holiday homes per annum, mostly in coastal areas.

To manage projected growth sustainably, the Whangarei District Council committed to formulating a long term sub-regional growth strategy. This project, entitled Sustainable Futures 30/50, sought to identify economic drivers of development, assess future growth potential, determine existing and potential land use patterns, and assess and plan for infrastructural requirements for the district over a 30/50 year time frame. Environmental, social and cultural constraints on, and consequences of, anticipated development were identified and assessed. Early in the process Council identified the need to consolidate growth, identify areas for infill, create transition from urban to rural, and provide a choice of living styles and locations. This research and analysis enabled a long term, integrated, strategic planning programme to be developed, based upon sustainability principles, which will assist the sustainable development of the district over the next 50 years.

The 30 to 50 year time frame was chosen deliberately to provide a framework within which to manage future growth in the district. Firstly, the 50 year time frame provides for the development of a long term vision for the district towards which Council can orientate its planning and resource management functions. The 50 year time frame enables Council to respond to, and plan for, longer term natural cycles such as climate change, biological change (forestry and fisheries), changes to hydrology, changing land use patterns, and so on. The 30 year time frame enables Council to plan for the timely and efficient provision of infrastructure (both hard and soft). Major infrastructural developments require long term strategic planning, and a 30 year planning horizon ties in with land transport strategies and plans formulated under the Land Transport Management Act 2003.

The Whangarei Growth Strategy, based upon these longer term planning horizons, provides the overarching framework for a suite of planning documents required under those statutes prescribing the functions of local government. For example, beneath the Growth Strategy (30/50 years) and the Regional Land Transport Strategy (30 years) sit the Coastal Management Strategy, Urban Growth Strategy, Urban Form and Development Report, Open Space Strategy, Urban Design Strategy, 20/20 Plus Central City Development Plan, and a range of structure plans produced for the coast and urban fringe. These all adopt a 20+ year planning horizon. Below these documents sit the Long Term Council Community Plan formulated under the Local Government Act 2002 and the Whangarei District Plan formulated under the Resource Management Act 1991, both of which adopt a 10 year planning cycle.

Developing a partnership with tangata whenua and widespread engagement with iwi and hapu were seen as essential to the success of Sustainable Futures 30/50. This relationship was initiated and progressed in a variety of ways. These included the recognition of tangata whenua in the overall governance arrangement of the project, interaction with the Te Karearea Maori Liaison Committee of Whangarei District Council, ongoing involvement of Council’s Maori Liaison Officers,

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Sustainable Future 30/50To stimulate debate as to the preferred future development path for the district over the next 50 years, three alternative futures for the district were developed at a broad conceptual level. Future One represented a lightly regulated, market led approach to development and, in general, reflected land development in the district over the past 10-20 years. It was presented as a continuation of this lightly regulated, largely market driven approach to land development and could be seen as a baseline against which to evaluate the other two options, in addition to an alternative development path in its own right.

Future Three represented a managed, consolidated development path based upon a structured five tier settlement pattern. This hierarchical arrangement was as follows: Whangarei City as the primary district and regional urban centre with a strong, protected and enduring CBD; a satellite town at Marsden Point/Ruakaka which complements (but does not compete with) Whangarei City; five urban villages within greater Whangarei; one rural (Hikurangi) and two coastal growth nodes at Parua Bay and Waipu; and two rural villages along with eight coastal villages located along the coastline from Waipu Cove in the south to Oakura in the north.

Future Two was an intermediate position between Futures One and Three. It represented a moderately controlled, less consolidated development path based upon a three tier settlement pattern. These tiers consisted of twin cities at Whangarei and Marsden Point/Ruakaka competing with each other for higher level service provision; urban and coastal settlements with some associated urban sprawl and ribbon development; and rural development largely at village level with some sporadic development in the rural area.

Following feedback from the community, stakeholders and tangata whenua, the three alternative futures were assessed using a range of criteria within a sustainable development framework, including sustainable economy and infrastructure, sustainable environment, sustainable society and sustainable culture. Constraints upon, and consequences of, each scenario were analysed and reported back to the community for further comment. Finally, a preferred option – Future Three – was chosen and used to provide a broad conceptual development path around which further detailed analysis could be undertaken.

The preferred future development path for the district – Sustainable Future 30/50 - was then examined in greater detail. This analysis was structured once again around the four sustainability criteria or well beings, but at a nodal (or individual settlement) level. Each node was examined to determine its past and future growth rates, the economic factors that influence those growth rates, existing and future infrastructure needs, environmental constraints and opportunities, and the social and cultural implications of growth in the node.

Each nodal analysis included an examination of existing land availability for various uses including residential, rural residential, commercial and industrial uses. Future land requirements for residential and business uses were identified based upon projected growth rates for each node and, where and when existing capacity is exhausted, projections made for future land requirements. An analysis of existing infrastructure was included along with projected infrastructure needs and indicative costings over the next 30/50 years. This included water provision, wastewater disposal, stormwater, transportation, parks and reserves.

The environment of each node was examined to determine existing land use, water resources, natural hazard constraints, existing biodiversity, landscape and natural character values, ecosystem services and the implications of future climate change. The social and cultural infrastructure of each node was examined to determine present circumstances and future needs. This included health, education and safety, sense of place and urban design, arts, culture and civic amenities, historic and cultural heritage and tangata whenua interests.

working with various Maori Trusts of Te Taitokerau and their technical staff, and information and consultation meetings with iwi and hapu throughout the district. A report providing direct iwi and hapu input to the Growth Strategy was also commissioned.

The Growth Strategy was structured using a sustainable development approach. It integrates the four sustainability criteria contained within this concept – sustainable economy, sustainable environment, sustainable society and sustainable culture. This is in recognition that if development is to be beneficial to the district over the long term it must be founded upon enduring economic growth that is cognisant of its natural, social and cultural environment. In other words, economic growth must not be at the expense of the natural environment, it must enhance social well being, and it must recognise and respect cultural diversity, in particular the cultural traditions and aspirations of tangata whenua. Adopting a sustainable development approach also meets the requirements of the Local Government Act which specifically prescribes such an approach and requires councils to orientate their planning to improving four well beings: economic, environmental, social and cultural.

To ensure the sustainable development of the district requires integrated and coordinated planning across all sectors of our social economy. Firstly, the district must plan for enduring economic outcomes that benefit the district over the long term. Sustainable economic growth is based upon resilient and diversified long term development initiatives. Historically, the Northland and Whangarei economies have been subject to boom and bust trajectories. There is much potential to avoid such trajectories in the future. Tourism, aquaculture and marine engineering all have significant potential to grow as do horticulture/viticulture and forestry/wood processing. Improved transport infrastructure linked to the Marsden Point Port and adjacent industrial land will assist manufacturing industries. The rail link to the Port and the Puhoi to Wellsford state highway extension are particularly important. Marsden Point/Ruakaka has the potential to become an industrial hub for the Northland Region.

To assist economic development, land use planning must be coordinated with infrastructure planning. Asset management planning for transport infrastructure is particularly important, as is solid waste, wastewater and stormwater disposal along with adequate and reliable water supply. This essential infrastructure must be provided in a proactive, planned and efficient manner that precedes development rather than reacting to development pressures. Social planning must provide for the timely and affordable provision of social infrastructure, such as health care, education, civic amenities, arts and cultural assets, open space, and entertainment/recreational facilities.

Integrated planning requires that cultural and historic heritage is recognised and provided for. The traditions and aspirations of tangata whenua are at the forefront here. The relationship of Maori to ancestral lands and access to valued taonga must be ensured and enhanced. Our unique historic heritage and manifold archaeological history needs careful and enduring protection. Land use planning must be aware of, and take into account, natural hazards and risks, such as coastal erosion, flooding, land instability, contaminated sites, climate change, and so on. With the predicted change in climate these hazards are likely to increase and we need to prepare for more extreme weather events and possible sea level rise.

And most importantly, economic development, to be sustainable, must be in harmony with the ecological systems within which it operates and upon which it depends. Waterways, air, coast and harbours, biodiversity, indigenous flora and fauna, iconic landscapes, high class soils, and productive farm land must all be recognised and protected as essential natural capital. The economic system and associated social and cultural welfare depends ultimately on the ecological resilience and continued well being of the district’s and region’s ecology. The challenge is to ensure these needs while growing a strong economy.

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The Implementation Plan will also outline how the Growth Strategy will be monitored and reviewed over time. A suite of indicators needs to be developed and monitored at regular intervals to measure outcomes and progress over time. Periodic reviews will assess the effectiveness of the Growth Strategy in achieving its purpose and objectives, and whether parts of the Strategy need to be amended to address changing circumstances or as new information comes to hand. The figure below provides a strategic overview of this on-going process and illustrates how the Growth Strategy and its various components fit together to provide a long term strategic planning framework for the district over the next 50 years.

Overall, the Whangarei District has considerable potential for ensuring a positive future for present and future generations. Whilst there are socio-economic indicators that require improvement, there is significant potential for a more robust and resilient economy in the future, and for this economic development to improve the socio-economic well being of residents over time. The district is endowed with a range of natural resources together with a benign climate. There is much productive farm land, forestry resources, fishing, and potential for aquaculture. There is significant potential for industrial development, particularly at Marsden Point/Ruakaka adjacent to the deep water port. There is much potential to further develop the tourism industry, both cultural and eco-tourism. In a ‘post settlement’ era there is significant potential for Maori economic development.

The district also has a world class natural heritage, including iconic landscapes, distinctive biodiversity, clean air, an extensive network of reserves, parks and walkways, and a coastline superior to most others in the world. The district also has a long and distinctive historic and cultural heritage from both Maori and European colonisation which, when combined with the district’s natural attributes, form a unique and compelling ‘sense of place’. These factors make the district an attractive and desirable place to live, work, play and visit. The Growth Strategy seeks to build upon these attributes to ensure they are protected and enhanced over the long term and contribute to the sustainable development of the district over the next 30/50 years. To accomplish this, the Strategy:

Provides a vision, and rationale, for development of the district over the next 30/50 years and 1. incorporates the views of tangata whenua into the future development of the district. Sets out a consolidated, sustainable settlement pattern for the district over the next 30/50 2. years, incorporating constraints and opportunities.Facilitates economic development with proactive, cost effective provision of infrastructure 3. linked to existing and future land use.Integrates land use and transport planning and assists engagement with New Zealand 4. Transport Agency/Government over the provision and funding of transport infrastructure.Better enables the management of cumulative environmental effects arising from development 5. in the district.Incorporates social and historic heritage, and arts, culture and civic amenities into future 6. planning processes.Prioritises the protection of productive farm land from residential and rural residential 7. development where appropriate. Enhances sense of place through good urban design coupled with a holistic approach to 8. place making. Provides for flexibility and resilience to enable timely responses to future challenges and 9. changing circumstances.Enables a long term, integrated, strategic planning programme based upon sustainability 10. principles.

All of the above analyses contributed to a comprehensive examination of the preferred future development path for the district over the next 30/50 years, and a spatial plan of the future development path was derived from this analysis. In brief, analysis showed that, despite significant development across the whole district, growth in the different nodes has been variable. This variable growth pattern has, in turn, created different pressures that will need to be accommodated in the future management of development. There has been limited residential development around some of the urban nodes (such as Tikipunga, Otaika and Onerahi) despite available residential zoned land. In other nodes, there is a limited amount of residential land zoned despite high recent growth rates, e.g. Maungatapere, Maungakaramea and Pataua. In general, there is sufficient capacity of zoned residential land in most nodes to accommodate demand over the medium to longer term.

There has been a high level of recent land subdivision in some locations that has exceeded actual demand, mainly around coastal settlements such as Tutukaka, Matapouri, parts of the Whangarei Heads area and at Marsden Point/Ruakaka. This is especially evident in the numbers of existing vacant rural residential lots in many coastal locations. Whilst there will be continued demand for this type of land use over time, there may be little need to facilitate further subdivision of rural residential land in these areas over the medium term.

Apart from general land requirements, it is clear that some locations need a better ‘fit’ between community expectations and patterns of development that enhance local ‘sense of place’. The nodal analysis indicated that more detailed planning is required around some coastal and rural nodes. The high projected populations (especially when compared with their present population) of Parua Bay, Waipu, Hikurangi and the rural villages of Maungakaramea and Maungatapere will necessitate careful planning to maintain and enhance existing ‘sense of place’. Likewise, some coastal settlements require detailed planning to ensure their natural attributes are not adversely affected by development.

In many nodes there are constraints which impact on the scale and location of future development. Natural hazard constraints are common in most nodes, especially in many coastal settlements and in some of the urban nodes. In some areas, particularly around Maunu, Maungatapere, Maungakaramea, Three Mile Bush Road and Glenbervie, there are constraints imposed by the presence of high class versatile soils. Another important constraint on development can be infrastructure availability. Some nodes have high current capacity for development in the short to medium term, whereas others do not.

Whangarei City is a particularly complex place to accommodate future growth. Future development in this node will require intensification strategies, mixed use development, changes in transport infrastructure, and innovative planning methods to accommodate population growth and enhance urban amenity. Several projects are already underway, e.g. CBD/Town Basin reviews, the second harbour crossing, roading upgrades, intensification and mixed use initiatives, etc. Further work programmes will be required that build upon these earlier projects.

ImplementationThe effectiveness of the Growth Strategy relies upon a rigorous and consistent implementation process. The Growth Strategy provides an overview of implementation methods and actions along with monitoring requirements and review procedures. This overview will act as a framework for the development of a full Growth Strategy Implementation Plan. The Implementation Plan will detail a programme of activities required to implement the Growth Strategy. A variety of tools, statutory and non-statutory, are available to assist implementation. Some tools and documents already exist, but may require amendment, whereas others may represent new initiatives.

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Strategic Overview

PART A

Development of Strategy

PART B

District Wide Analysis

PART C

Assessment of Alternative

Development Paths

PART D

Nodal Analysis of Preferred

Development Path

PART E

Overview of Implementation, Monitoring and

Review

Strategy Implementation Plan

Monitoring and

Review

LTCCPAsset

ManagementPlans

Land Transport Planning

Whangarei District Plan/Long Term Council Community Plan/

Annual Plan

Council Infrastructure Provision

Concept/Structure Plans

Town/CBD Development

Open Space/ Rural Strategies

Economic Development Strategy

External Partnerships

Tangata Whenua

Other Policies/Strategies

Growth Strategy

Urban Design Strategy

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CONTENTSForeword from the Mayor and Chief Executive Officer 3Executive Summary 5PART A: STRATEGY DEVELOPMENT 111. Background 12

1.1 Introduction 12

1.2 Sustainable Development 13

1.3 Community Outcomes 14

1.4 Governance and Management Structure 14

1.5 Timeline 15

1.6 Community Engagement 15

1.7 Partnership with Tangata Whenua 16

2. Growth Projections 172.1 Introduction 17

2.2 Population Change 17

2.3 Population Structure 18

2.4 Household Change 18

2.5 Business and Employment Growth 19

2.6 Marsden Point/Ruakaka 20

3. Key Issues 233.1 Introduction 23

3.2 Economic Outcomes 23

3.3 Infrastructure and Services 24

3.4 Natural Environment 26

3.5 Social and Cultural Well Being 28

3.6 Background Reports 31

4. Tangata Whenua 324.1 The Treaty of Waitangi (Te Tiriti o Waitangi) 32

4.2 Engagement with Tangata Whenua 33

4.3 Sustainable Cultural Growth 34

4.4 Sustainable Environmental Growth 35

4.5 Sustainable Social Growth 36

4.6 Sustainable Economic Growth 38

PART B: SUSTAINABLE DISTRICT 411. Sustainable Economy 42

1.1 Economic Profile 42

1.2 Drivers of Economic Growth 46

1.3 Development Strategies 48

1.4 Minerals and Aggregates 50

1.5 Energy Resources 52

2. Sustainable Environment 542.1 Land Use 54

2.2 Natural Hazards 57

2.3 Biodiversity 59

2.4 Landscape/Natural Character 61

2.5 Air Quality 65

2.6 Water Resources 67

2.7 Contaminated Land 69

2.8 Climate Change 71

2.9 Ecosystem Services 74

3. Sustainable Society 763.1 Demographic Profile 76

3.2 Socio-Economic Profile 78

3.3 Health Services 80

3.4 Education 82

3.5 Public Safety 84

3.6 Sense of Place 86

4. Sustainable Culture 894.1 Ethnic Diversity 89

4.2 Historic/Cultural Heritage 90

4.3 Arts/Culture/Civic Amenities 93

5. Sustainable Infrastructure 965.1 Land Transport 96

5.2 Whangarei Airport 101

5.3 Whangarei Port 102

5.4 Telecommunications 104

5.5 Infrastructure and Services 106

PART C: FUTURE DEVELOPMENT PATH 1091. Alternative Futures 110

1.1 Introduction 110

1.2 Future One: Lightly Regulated, Market Led Development (Business as Usual) 110

1.3 Future Two: Twin City/Urban and Coastal Spread 111

1.4 Future Three: Satellite Town/Rural and Coastal Villages 112

2. Futures Assessment 1142.1 Introduction 114

2.2 Public Consultation 114

2.3 Tangata Whenua Input 114

2.4 Infrastructure and Services 115

2.5 Sustainability Matrix 115

2.6 Preferred Future 116

PART D: SUSTAINABLE FUTURE 30/50 1171. Introduction 118

1.1 Future Development Path 119

1.2 Overview of Nodal Analysis 120

2. Whangarei City 1272.1 Environment 127

2.2 Society 129

2.3 Culture 131

2.4 Economy 131

2.5 Infrastructure 132

2.6 Summary 133

3. Five Urban Villages 1343.1 Kamo 134

3.2 Maunu 141

3.3 Otaika 147

3.4 Onerahi 153

3.5 Tikipunga 159

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4. Satellite Town - Marsden Point/Ruakaka 1654.1 Environment 165

4.2 Society 167

4.3 Culture 169

4.4 Economy 170

4.5 Infrastructure 170

4.6 Summary 171

5. Growth Nodes 1725.1 Hikurangi 172

5.2 Waipu 178

5.3 Parua Bay 184

6. Rural Villages 1896.1 Maungatapere 189

6.2 Maungakaramea 194

7. Coastal Villages 1997.1 Matapouri 199

7.2 McLeod Bay/Reotahi 204

7.3 Ngunguru 209

7.4 Oakura 214

7.5 Pataua 219

7.6 Taurikura/Urquharts Bay 224

7.7 Tutukaka 229

7.8 Waipu Cove/Langs Beach 234

8. Rural/Coastal Area 2398.1 Rural Hamlets 240

8.2 Coastal Hamlets 247

PART E: IMPLEMENTATION/MONITORING AND REVIEW 2531. Implementation 254

1.1 Statutory Methods 254

1.2 Non-statutory Methods 256

2. Monitoring and Review 256GLOSSARY | APPENDICES | REFERENCES 257Glossary 258

Glossary of Maori Words 258

Appendices 259Appendix 1: Sustainable Futures 30/50 Growth Model 259

Appendix 2: Whangarei CBD Flood Model

Comparative Map - Present, Future Low and Future High Climate Change Scenarios 262

Appendix 3: Methodology for Determining Splits between Urban and Non-Urban Living 263

Appendix 4: Vacant Properties by Node as at September 2010 265

Appendix 5: Growth-related Infrastructure Expenditure for Nodes 266

Appendix 6: Number of Employees by Industry 267

References 268Background Research Reports Produced by Whangarei District Council 268

Other References 268

List of Figures 271List of Tables 272