Community Plan A vision for Coromandel's Communities 2010 2020 - Thames-Coromandel District Council
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Community Plan A vision for Coromandel’s Communities 2010 - 2020
Contents The Steering Committee would like to say . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Heritage and Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 How will this Community Plan work? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Industry, Farming and Forestry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Our Guiding Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Infrastructure - Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Maori Cultural Heritage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Infrastructure - Power .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40 Partnership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Infrastructure - Roading and Transport . . . . . . . . . . . . . . . . . . . . . .. .. . . . .. . . . . . . . . . ..41 What our community currently looks like . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Infrastructure - Sewerage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .44 Ward Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..8 Infrastructure - Solid Waste . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Coromandel - Colville Ward in 2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Infrastructure - Water . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47 Key Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Infrastructure - Storm Water . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Arts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Natural Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Beautification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Parks, Reserves and Open Spaces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54 Buildings (homes/commercial/industrial) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Promotion/Tourism. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55 Business (retail/commercial) Home-based ventures . . . . . . . . . . . . . . . . . . . .19 Public Safety. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. .57 Community Assets .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Sport and Recreation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 Community Well-Being . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Ngati Porou Ki Harataunga (Kennedy Bay) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62 Development and Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Manaia. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Colville. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Port Jackson Road . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 Funding Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Port Charles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78 Harbour and Sea. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32 Coromandel Area School Students . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
The steering committee would like to say ...
Through the cooperation of the community, the first Community
Plan for Coromandel and its Outlying Communities (2006-2016)
was completed and endorsed by the TCDC.
This current plan is the first revision of that document for the
period 2010-2020.
The revised community plan works along side the Local Area Blue
Print and both these documents will contribute to the
Coromandel Peninsula Blueprint.
The steering committee has reviewed all the key issues adding
to the ‘want’ and ‘don’t want’ lists, reprioritised projects and most
importantly, we have highlighted what has been achieved.
Community information days were also held and feedback on the
draft plan was received.
Steering Committee 2009
2
How will this Community Plan work?
This Community Plan is a community owned document and is a collection In turn, for all of its future long term planning, the Thames Coromandel
of aspirations and priorities in future directions. It is a framework that can District Council will need to take into account the priorities of this local
be used to guide decision making for local planning purposes. It defines the Community Plan. However, it is expected any of the priorities will not be
‘mind set’ and the culture of the area. viewed in isolation from the rest of the Community Plan.
The Plan will be used to secure support from within and outside the Key themes for the Future
community for funding for specific projects and will be reported on regularly The Steering Committee has used the following key outcomes,
to the Coromandel Colville Community Board and the public. Annual reviews Environmental, Cultural, Social and Economic, (referred to as the four well-
of the priority list will enable success to be measured and information to be beings) mandated in the LGA 2002, as a guide when considering the future.
checked and updated.
The community plan will continue to be used by the Coromandel - Colville
Community Board to guide its decisions. It has also been used by
organisations, such as the Coromandel Independent Living Trust, when
approaching central government and funding agencies with project ideas,
and for individuals wishing to set up business in the area.
The Community Board will take an active role in promoting the plan to the
community partner agencies and where appropriate, facilitating project
development.
For example, individuals and groups may use the plan to support projects
that have been identified, to support their requests for external funding.
As part of the Council’s planning process, the Coromandel - Colville
Community Board could use the Plan to determine local priorities and to
recommend future work programmes to Council.
Harataunga (Kennedy Bay)
3
Our Guiding Principles
Te Whenua – The Land He Tangata - People
The vast Coromandel ranges and their continuance to the sea represent a Tikanga – Culture - We must consistently uphold those values which
significant part of our heritage. They are both our natural and spiritual strengthen environmental integrity, and positive social and cultural
inheritance, sustaining complex ecosystems that require protection to ensure interaction. We will measure any decisions we make against these values to
a sustainable future. know that the communities we build are ecologically sustainable and are
the kind of communities we want to live in.
Ngahere - Forest
The privilege of having large, relatively pristine, areas of native bush cloaking Manuhiri - Visitors
the mountains and surrounding our communities must inspire us to protect We welcome visitors who will share with us our passion for our natural
what we have and ensure it continues to foster and nurture our future assets, history, rich heritage, our values and their protection.
generations in a reciprocal and mutually beneficial relationship. Its diversity
of species is to be strongly protected.
Te Moana & Nga Awa - Sea and Rivers
We need clean water to sustain life. Naturally clean water is an indicator of a
healthy ecosystem. We all need to ensure that each of us takes
responsibility for the protection of our vital life sources that will enable the
continued survival of our natural environment.
Nga hau o Tawhirimatea - Air and Atmosphere
Unpolluted air is fundamental to survival. Individual, collective, and corporate
responsibility is required to ensure that the air and atmosphere are free from
both domestic and industrial pollution.
4
Maori Cultural Heritage
Ko Moehau te Maunga Moehau is the mountain This is revealed in the perception of their natural domain, the Coromandel
Ko Tikapa te Moana Tikapa is the sea Peninsula, being shaped like the barb of the stingray, hence the naming of
Ko Hauraki te Whenua Hauraki is the land the peninsula as “Te Tara a te Ika a Maui”.
Ko Marutuahu te Tangata Marutuahu the ancestor
It is also perceived that the Moehau range is the backbone of the ancestor
Maori cultural heritage is based on the fundamental belief that we are and the rivers that flow into Tikapa Moana (Hauraki Gulf ) are the ancestor’s
genealogically interconnected (whakapapa) to everything in the natural ribs.
creation from Te Kore (The Void) to Io, Papa and Rangi Tangaroa. Tane (Io,
Earth, Sky, Sea, Forests...) down to humankind. It is the interconnections back Reverence towards, and pride in our natural domain is also enshrined in our
to Te Kore (The Void) that provides the passageway for the mauri, (life-energy waiata, art and crafts, stories, and in our Tauparapara above.
force), to descend to nature and thence to humankind.
Tauparapara is recited by our leaders when we visit marae outside of Hauraki
Maori whakapapa connections to the natural creation gives no choice but to indicate to the host tribe the significant features of our natural domain as
imposes responsibilities on everyone to maintain the life-energy force, that clues to where we are from rather than who our speakers are.
is to maintain the mauri (life-energy), wairua (spirit), and tino rangatiratanga
(power) of all natural taonga (treasures). In other words, to ensure our While Marae, kapa haka, pa, waahi tapu sites are separate cultural features,
survival it is paramount that we conduct our daily lives, whether it be they all adhere to the principle of preserving the mauri. For example when
fishing, hunting, food gathering, gardening, building, etc. in ways that will visitors are welcomed to the marae the principle (Kawa) of maintaining the
ensure that the mauri, wairua, and tino rangatiratanga of the Earth, Sky, mauri (life-energy force) and mana (prestige and power) of the people is
Sea, Forests, and all natural beings remain inviolate. Thus it is paramount reflected in the ritual of how the welcoming ceremony is conducted
to ensure that the whakapapa/whakaeke (connection and passageway) of (tikanga). The kawa for Manaia marae is that our side provides the last
the mauri, life-energy force of all things from Te Kore is strong and healthy speaker in order that we retain the mana and mauri within our domain when
and preserved for the sustainability of all natural taonga, and thus for future everything is over.
generations.
Our whakapapa interconnection is the underlying principle of KAWA that
The close relationship of Maori to their natural world is revealed in the Maori determines how we treat everything in our natural world, TIKANGA.
tendency to liken significant parts of their natural environment to treasured
Whatungarongaro te tangata People perish
and familiar beings.
Toitu te Whenua The land remains
5
Partnership In 1987 the Hauraki District Maori council, an organisation vested with the There is a will among some members of the community to protect the statutory authority to progress the social and economic development of environment, however, laws designed to further economic development at the Maori people of Hauraki, made a full and substantial submission to the any cost frequently defeat translating that desire into a pro active reality. Thames Coromandel District Council District Scheme review. The document is prefaced by a comprehensive overview of the Hauraki Maori history and Tangata Whenua have often clashed with mainstream strategies and even culture as a means of informing the TCDC of the cultural values that underpin in these, supposedly enlightened, times when Treaty of Waitangi awareness the responses HDMC made to the review; it was also hoped that the is at its peak, society at large gives little cognisance to the Maori view. Given document would create open dialogue and improve cross cultural the imperatives of the Treaty, Maori still does not have equal, involvement or relationships with the government and local authorities as well as participation in determining the socio-political direction and development mainstream society. Moreover, the document is a strong clear statement of our country; consultation is ad hoc and happens mostly at the behest of about the value system - tikanga - that underpins Hauraki Maori philosophy Maori. This condition needs to change; mainstream must give effect to the and physical processes; it was also intended as a defining position, the covenants of the Treaty of Waitangi. collective view of Hauraki Maori people in regard to community decision making. Thus the TCDC already has an important resource reference when considering or reviewing development plans for the region. People and their values shape a community and prescribed customs determine the ways of the people. Other ethnic groups are absorbed and woven into the social fabric adding diversity to mainstream society. Immigrants have vested interests in living here and assimilate readily into the prevailing culture adding colour and difference to the profusion of institutions, norms and social activity. The ensuing lifestyle is, in turn shaped by the environment; where the environment has been hostile to human activity, resistance has been overcome by the ‘taming of nature’ often with destructive outcomes that have impacted adversely on the health and well-being of the environment and all the life forms it nurtures and sustains. 6
What the community currently looks like
The Coromandel - Colville ward is bordered by Waikawau in the south, Housing Summary
Port Jackson in the north and Tuateawa and Kennedy Bay in the east. • Average number of usual household members is 2.3
• Of 2,325 respondents, 56% own or partly own their usual residence
Source of information: 2006 National Census • Majority of renters pay between $150-$174 per week
Population Employment
• The ward’s usual resident population is 2,868 • Of 2,244 respondents, 58% are employed either full-time or part-time, 36%
• Down
8
Port Jackson
Ward Map
Port Charles
Waiare
Waikawau
Little Bay
Colville
Tuateawa
Amodeo Bay
Kennedy Bay
Papa Aroha
Whangapoua
Matarangi
Coromandel
Te Kouma Waiau
Whitianga
Manaia
Mahakirau
Kaimarama
Mill Creek
Kereta
Coroglen
WaikawauCoromandel - Colville Ward in 2020
Protecting and Enhancing the Environment Air Quality - Coromandel protects its air. The community aggressively
The year is now 2020. Coromandel and surrounding communities share a safeguards its air shed for the sake of its health, its quality of life, its
common bond in their passion for their environment. The natural beauty ecosystems and their future.
that surrounds and encompasses our communities is more than just a
backdrop; it is its soul and the essence of our values. The natural heritage Water Resources - Both fresh and marine water continue to provide the life
is precious to people who live here and they devote considerable energy force of communities and ecosystems. We protect them as some of our most
and attention to enjoying, protecting and enhancing it. Local valuable resources.
communities consider the ecosystems, spectacular scenery, bodies of
water and land forms surrounding them to be irreplaceable gifts that
must be preserved for future generations. From keeping water clean, life
supporting and abundant, to protecting the darkness of the night skies,
residents are dedicated to maintaining the magic and charm of their very
special part of the world.
Scenic Views - Our residents and visitors enjoy the area’s beautiful natural
surroundings as an integral part of the quality of life. Vantage points are
protected for public viewing.
Healthy Forests - Keeping forests and the ecosystems they support
healthy is an important part of caring for the environment. Coromandel
forests are dynamic biological systems that are managed and supported
in ways that are wise and sustainable.
Birds - People understand the delicate interface between urban, farming
and wildlife areas and support measures to protect and manage natural
species. Healthy and diverse natural ecosystems continue to exist in
Coromandel including those in close proximity to communities.
Thames Coast Road
9Well-Being - People with special needs don’t feel disadvantaged because Commercial Activity - In 2020 companies that care for and respect the
they are properly catered for. As the community is proactive in anticipating environment find a sympathetic and receptive home in Coromandel.
the needs of all people, older people and those with disabilities feel included The community actively attracts those businesses that have demonstrated
and valued. they operate in ways that are friendly to the environment.
Development - Coromandel and outlying communities know that the Coromandel has a wealth of natural assets available for economic
question is not whether their community will grow, but how. development, including 11 recreational, natural and cultural attributes. It
There is a commitment to balanced growth. As the communities have grown, takes advantage of these strengths to attract and develop businesses that
quality planning has helped shape development in a way that preserves the support community vales.
environment, community integrity, historical identity and character,
liveability and employment. Economic development will not be undertaken Land-based industries farming and forestry, together with
at any cost, but only where deemed suitable for the Ward. marine-based industry such as shellfish farming, are supported in an
environmentally sustainable manner.
In 2020, to live in the Coromandel-Colville community is to be in touch with
the natural environment. Phrases like “reduce-reuse-recycle” are not merely
slogans. Communities actively practise and promote environmentally
sensitive lifestyles.
We understand that the key to effective growth management is sound plan-
ning; which includes the identification, management and mitigation
(reduction) of natural hazards.
It is a great place to live and do business. The community has established and
adheres to strong development standards designed to direct growth skillfully
and ensure the community’s continued liveability in conjunction with the
environment. There is a good balance of jobs and available affordable
housing.
10Solid Waste Management - Coromandel communities have dramatically Young people are given opportunities to apply their education and move into
reduced the volume of solid waste they generate. They have a high level of productive employment through expanded school-to-work programmes.
recycling and efficiently and safely dispose of what is left. Planning zones are
established to identify areas appropriate for various activities that support History - In 2020, the present and future of Coromandel and outlying
commerce and industry. A balance is maintained between facilitating communities is integrally tied to its past through its many historic,
development and protecting aesthetic and environmental values. The zones archaeological and cultural resources. These resources are vigorously protected
make use of ‘low-value’ areas for commercial activity while protecting and recognised in the LTCCP.
‘high-value’ areas.
Tourism - In 2020, Coromandel is primarily a tourist destination in itself - not
Proactive management techniques such as riparian planting are used to just a place to pass through on the way to somewhere else. Eco-tourism - Tourist
promote and protect the aquatic environment. trade that both respects and draws upon the natural environment - is strongly
promoted and recognised world wide.
Coromandel benefits from a strong economy that flows to the local
community. A key focus of economic development activity is developing The significant conservation assets of the Coromandel are celebrated and
and retaining local businesses that help keep dollars circulating in the local promoted as one of our major attractions. Projects such as “Moehau Kiwi
economy. Recovery” and “Coromandel Walkways” provide a focus for Coromandel identity,
eco-tourism and understanding conservation.
Small and locally-owned businesses flourish, supporting the local economy
and providing good employment. Events eg, festivals are used to promote the intrinsic values and attractions of
the Coromandel.
Employment - In 2020, Coromandel and outlying communities have a
diversified economy and are not dependent on any one sector for
employment opportunities.
Tourism has become a significant source of employment for the area. Primary
industries continue to provide essential employment. Secondary industries
are fostered to grow further employment opportunities.
11Recreation that harms the environment is incompatible with the values of Harbour and coastal facilities are developed to encourage marine recreation
Coromandel and outlying communities. An abundance of low impact while retaining and enhancing the natural character and beauty of the area.
recreational opportunities in and around populated areas that offer a We do not have infinite natural resources and their use needs to be balanced
better alternative are provided. For example: trampers adopt a “leave-no- to ensure their continuation and enhancement. Coastal space, in particular, is
trace” approach; they confine themselves to designated tracks; avoid cutting finite and solutions that look to the future are still needed to ensure
across bush areas; do not disturb native flora and fauna, and never leave litter adverse environmental effects are avoided while gaining the most out of this
or other signs of human use. “Take only photos, leave only footprints.” resource.
The Coromandel area has a network of roads and tracks in place to
accommodate a variety of recreational needs in an environmentally sensitive
manner.
Coromandel Harbour
12Key Issues
• Arts
• Beautification
• Buildings (homes/commercial/industrial)
• Business (retail/commercial)/Home-based Ventures
• Community Assets
• Community Well-Being
• Development and Growth
• Education
• Employment
• Funding Opportunities
• Harbour and Sea
• Heritage and Culture
• Industry, Farming & Forestry etc
• Infrastructure- Communication, Power, Sewerage
• Solid Waste, Roading and Transport, Water, Storm Water
• Natural Environment
• Parks, Reserves and Open Spaces
• Promotion and Tourism
• Public Safety
• Sport and Recreation
Waiau River
13Arts
What we have: Priorities for action:
• Community Arts Council • To provide support for a community based arts project in a suitable
• Coromandel Art Group venue
• Large number of arts and crafts people living in the area
• Hauraki House Gallery and Theatre, commercial galleries
• Annual festivals: Pohutukawa, Keltic Fair, Focus on Coromandel
• Coromandel Artists Express, to promote and encourage arts in this area
• Arts Trail
What we want:
• More community art on display in public
• More funding for the arts to provide a higher profile
• A paid Arts Coordinator to promote and develop the arts and crafts in
the area
• To build a strong sense of community that enables the development of
ideas that help sustain artists
• Continued Council support for Hauraki House
The Source, sculpture garden. Gates by Tim Holman
ARTS - Priority action table for the next three years
ISSUE ACTION LEAD AGENCY PARTNER AGENCY
Support for community based art projects Suitable venue, implementation of growth Creative Communities Coromandel Arts Council,
strategies Arts Waikato
Lack of publicity for local artists, Establish an art trail website possibly as part of Tourism Coromandel, TCDC,
particularly in reference to Rugby World Cup 2011 a wider peninsula website attached to Tourism I-sites, Arts Council, Artists
Coromandel, TCDC and local I-site Express
14Beautification
What we have: Achievements:
• Backdrop of ranges clad in first and second growth native vegetation • Samuel James Reserve – building, playground and gardens improved
• Harbour and island vistas • New signs around the ward
• Coromandel town Street Tree Plan • Landscaping of Woollams Ave car park
• Coromandel - Colville Ward Reserves Management Plan • Main street/gardens in Coromandel Town beautified and well maintained
• Commencement of tree planning plan
What we want: • Programme for removal of abandoned cars and refrigerators etc.
• Collaboration between Council, CILT, schools and volunteer groups on implemented
beautification projects • Reserves that have been beautified during the past six years
• Investigate beautification of small roadside parking areas
• Investigate and encourage appropriate beautification planting of
roadside frontage properties
• High standard of service by Council contractors and monitoring by
Council
• Graffiti to be removed immediately
• Encourage pride in the area by shop-keepers, residents and visitors
• Monitoring of appropriate signage within Heritage Policy zone
What we don’t want:
• Litter, graffiti and “fly dumping”
• Malicious damage to reserves
• Abandoned cars and refrigerators etc. on the side of the road
Coromandel Community Library reserve
15Priorities for action:
• Noxious weeds in rural areas should be sprayed on foot rather than from
a vehicle, giving more accurate control and not destroying native plants
• Beautification plans for outlying communities
• Welcome to Coromandel - Colville Ward signs at Waikawau, 309 Rd and
Whangapoua hill
• Enforce no spraying of weeds etc. by contractors between Carroll’s and
Furey’s Creek bridges and Buffalo Cemetery
• Continued implementation of tree planting plan
Samuel James Reserve, Public Toilet / Community Office Space
BEAUTIFICATION - Priority action table for the next three years
ISSUE ACTION LEAD AGENCY PARTNER AGENCY
Noxious weed spraying Enforce conditions of the contract TCDC Contractor
Beautification of outlying communities Consult with communities to establish their CCCB Outlying communities
desire for a beautification plan
16Buildings (homes/commercial/industrial)
What we have: What we don’t want:
• Many commercial buildings and homes listed on the District Plan • Commercial and residential buildings greater than two stories.
• Heritage Register, some as old as 150 years • People living in unsafe/unsanitary housing.
• Many listed buildings also registered with Historic Places Trust, • Housing developments which consist of more than two units of the same
including two Class 1 Nationally Significant buildings (Council Building design
and Stamper Battery) and many Class 2 buildings • Large multi unit/multi storey apartment complexes
• Heritage policy requirements for buildings and development within the
Coromandel Town centre Achievements:
• Some substandard/non permitted housing • Implementation of restoration programme for Coromandel Citizens Hall
• Implementation of restoration programme for Samuel James Reserve
What we want: building
• Council building not to be sold and to remain as a community owned
asset (also see Community Assets)
• Heritage requirements in District Plan to be updated and avoid
ambiguity
• Investigate defining a heritage theme for heritage zone eg: Victorian or
colonial
• Industrial buildings colour, design and construction to be in harmony
with the natural environment
• Council and developers to comply, in the short and long term, with
conditions of consents
• Enforcement of Heritage Policy in Coromandel Town centre
• Buildings to comply with rules set down in District Plan eg: skyline
protection
• Consideration given to defining areas with building design
guidelines especially where heritage policy requirements are not
applicable
17Priorities for Action:
• Extend Heritage zone and/or implement design guidelines on Kapanga Rd to Te
Tiki St, Wharf Rd out to Patukirikiri Reserve (Jack’s Point) and Tiki Rd out to
Whangapoua Rd intersection
• Ensure all appropriate buildings are listed in the Historic Register in District Plan
• Enhance design guidelines and rules for Heritage Zone and immediate vicinity
• Colour and signage restrictions in the heritage area to be monitored and
enforced
• Investigate possibility of district plan setting standard for future building styles
BUILDINGS AND HOMES - Priority action table for the next three years
ISSUE ACTION LEAD AGENCY PARTNER AGENCY
Rules of the Heritage Zone are ambiguous and not Review the District Plan heritage policy to make rules more TCDC CCCB, Historic Places Trust
considered ‘robust’ effective and enforceable
Heritage policy area does not cover all significant areas Extend geographical area of coverage or implement design
criteria
Not all appropriate buildings listed in heritage register Log all appropriate buildings into Heritage Register CCCB Historical Society, Coromandel
Heritage Protection Society
18Business (retail/commercial) Home-based Ventures
What we have: What we don’t want:
• Commercial light industry eg: garages, marine and auto engineers • Too lose the level of industry that we already have due to lack of facilities
• Aquaculture support industry or infrastructure (also Industry, Farming and Forestry)
• A wide variety of business activities carried out from homes, which do not • High density building in town area
require commercial or industrial premises • Parking meters
• Small but vibrant collection of businesses and shops • Fast food franchise outlets
• Excellent variety of eating establishments with award winning standards • Heavy industrial traffic in main street of town
• BNZ bank with ATM, two bank agencies ( Westpac, Southern Cross) • Businesses and organisations conducting business without a social
• Post-shop with Kiwi Bank conscience
• Coromandel Business Association - Completely Coromandel
• Information available for new or established businesses to develop, enhance Achievements:
and grow in our communities from Bizinfo and Hauraki Enterprise Agency • Regular cleaning of main street and enhancement of town environs
• Hauraki Coromandel Development Group • Installation of CCTV cameras in main street (also Public Safety)
What we want:
• Shops and services developing in rural areas with adequate planning and
meaningful consultation
• Investigation into possible change of name to Coromandel Town
• Taxi service or loop bus that provides transport around town and slightly out
of town
• Active support and encouragement for IT businesses eg: increased
broadband access and reliable high speed internet (also Infrastructure -
Communication)
• Continued opportunities for home-based activities providing there is
minimal noise, odour, dust from traffic and/or machinery and there is no
adverse visual impact
• Support for the Business Association as a forum for business development
• Development that provides employment at varied skill levels Kapanga Rd, Coromandel Town
19Priorities for action: • Support for apprenticeship and work experience programmes (also
• Establish within the Coromandel Peninsula Blue Print the need and Education)
ability for Coromandel town to grow and develop naturally
(also Development and Growth)
• Plan to encourage visitors to area/district following large international
events eg: 2011 Rugby World Cup
• TCDC to have a more cooperative and positive approach with businesses
regarding regulatory and by-law changes and all aspects of business
• A District Plan robust enough to have a meaningful Heritage Policy that
protects buildings in CBD and surrounding areas and ensures that all new
development is sympathetic and appropriate
• Zone changes for suitable expansion to meet community requirements
and town centre expansion for commercial development excluding large
chain store
• Identify funding opportunities to continue the position of Community
Development Coordinator (also Funding Opportunities and
Community Well-being)
Coromandel Town
BUSINESS - Priority action table for the next three years
ISSUE ACTION LEAD AGENCY PARTNER AGENCY
Review of council by-law for position of signage
Signage for home based ventures CCCB CBA-CC
outside commercial area
Make robust enough to protect heritage Heritage committee,
Heritage Policy within District Plan CCCB
buildings Historic Places Trust
Coromandel Peninsula Blue Print to reflect the
Growth and Development in the ward need and ability of Coromandel to grow CCCB
naturally
Hauraki Coromandel
Need to attract new businesses Advocate for government assistance MSD
Development Group
20Community Assets
What we have: • Play equipment in Samuel James, Hauraki House and Long Bay Reserves
• Various parks, reserves, sporting fields and cemetery
Assets owned by the Community: • Citizens Hall gifted to the Council, RSA have permanent tenancy.
• Samuel James Building Available for hire
• Skateboard ramp • Hauraki House housing art gallery, theatre and youth group (5-15yrs)
• Pensioner housing (see Buildings and Homes) • Boat ramps, jetties and beach reserve facilities
• Various walking tracks • Building housing Council Service Centre, DoC offices and I-site
• Community/School Hall. Located on Ministry of Education land and used (Information Centre)
primarily by the school. It is managed by an independent committee and • Library building and adjacent reserve
is available for hire (also Sport and Recreation) • Pound Street works depot
• Community Swimming Pool and Events Centre. Located on Ministry of
Education land. Used by the school and swimming club. Open to public. Assets owned by the Government:
Available for hire (also Sport & Recreation) • Schools
• Coromandel Ambulance station. Also available for private hire • One state house
• Coromandel Volunteer Fire Station
• Replica Fire Brigade building. Used to house restored Leyland fire truck
• Rural Volunteer Fire Stations: Papa Aroha, Kennedy Bay, Manaia, Port
Charles
• Colville and Koputauaki Community Halls
• Harataunga and Manaia Marae
• School of Mines Museum and Silver Bank Museum. Located on Public
Conservation land and administered by the Coromandel Historical
Society RSA
• Libraries at Coromandel, Colville, Port Charles
• Various churches and church halls
Assets owned by the Council:
• Council building not to be sold and to remain as a community owned
Citizens Hall Coromandel
asset (also Buildings and Homes)
21What we want: Achievements:
• Upgrade of facilities at Youth Group (5-15yr olds) • Establishment of Coromandel Sports Arena Trust to oversee
• Completion of Stage 4 of Sports Domain (Pound Street Depot relocation) management of Sports Domain and development of netball courts,
• Restoration and renovation of Coromandel Citizens Hall incorporating new multi-purpose clubroom and car park (stage 3)
clubrooms for RSA • Completion of Stages 1 & 2 of Sports Domain
• Outdoor education centre (also Sport & Recreation) • Commencement of Stage 3 of Sports Domain
• Council to purchase land or buildings when and where suitable to cater for • Aquisition of additional land for Buffalo cemetery
future community needs
• Suitably zoned land to meet the increasing needs of the communities of Priorities for action:
the ward • Youth Centre (15yrs over)
• Town Marae • Completion of upgrade of Koputauaki Community Centre
• Community Centre • Sports Domain Stage 3
• Skate board bowl
What we don’t want:
• To lose any of the assets we already have
• More community buildings that are not self sustaining financially
COMMUNITY ASSETS - Priority action table for the next three years
ISSUE ACTION LEAD AGENCY PARTNER AGENCY
Provide a Youth Centre for over 15yr olds Identify suitable land/buildings CCCB Coromandel Area School, Govt Agencies, CILT
Development of netball courts, multi-purpose
Completion of Sports Domain Stage 3 Sports Arena Trust TCDC, various sport groups
clubroom, car park
Completion of restoration and renovation of
Identify funding opportunities CCCB Restoration sub committee
Citizen’s Hall
Long term management of Citizen’s Hall Establish a Citizen’s Hall Management Committee TCDC CCCB
22Community Well-Being
What we have: • Emergency Welfare Team
• Year round 24/7 liquor ban in public places • Two locally owned gyms
• Medical • Waikato DHB Coromandel needs assessment
- Two medical centres in the ward totalling three doctors (plus Locums)
who work long hours
- 3 District nurses sharing one full-time position in Coromandel
- 1 Public Health Nurse
- Rural Nurses operating from Colville Community Health Centre
- Chemist open 5.5 days per week
- Phoenix House Rest home for the Elderly providing hospital level care,
primary care and long term residential care
- Full-time paid paramedic supported by a volunteer service, medic alert system
- Variety of health services eg: physiotherapist, diabetes clinic, dietician,
osteopath etc
- Variety of alternative health services
- Te Korowai Hauora O Hauraki, with doctor
- Coromandel Community Services Trust, Community Mobility Van
• Schools - many and varied
• Minimal public transport
• Volunteer fire brigade and various rural fire parties at Papa Aroha, Colville,
Kennedy Bay, Port Charles, Manaia
• Two Police officers with a large area to cover
• Local private security company
• Youth Groups at Coromandel and Colville
• Coromandel Independent Living Trust, Resource Centre, Work Co-op, Budget
Advisory Service, Te Ahi Kaa Social Services, Heartlands Agency, Well Housed
NZ, Community Development Coordinator, Adult Community Education Trust
Coromandel Home-Grown Market
23What we want: • Regular dental service
• Greater awareness of Civil Defence systems • Security - greater police presence during busy season
• Expansion of police station to accommodate community policing
programme and victim support system (see Public Safety) Priorities for action:
• Increase in drinking age to 20 • Identify funding opportunities to continue the position of Community
• More affordable first homes and rental properties Development Coordinator (also Funding Opportunities and Business)
• More Housing New Zealand Corporation housing • Establishment of a Youth Strategy (12-24yrs) which would provide for
• The Coromandel - Colville Community Board to continue to represent youth action groups such as a Youth Council
our communities • Establishment of an Aged Strategy
• The Coromandel - Colville Ward to continue as an independent ward • Provision for more low cost accommodation for the elderly, disabled and
with its own elected councillor disadvantaged
• Employment opportunities • Raise public awareness of the impact of drug taking
• Easier access to specialist services eg: physiotherapy etc
• Transport - more regular public transport in and out of district Achievements:
• To retain ferry service (also Roading & Transport, Infrastructure, Tourism • Proactive by-law enforcement
& Promotion)
COMMUNITY WELL-BEING - Priority action table for the next three years
ISSUE ACTION LEAD AGENCY PARTNER AGENCY
Lack of involvement of youth in the development of the ward Establish a Youth Strategy CILT TCDC, schools, community
Drug abuse awareness in the community Education and support Social Services Police, community, Te Ahi Kaa
Develop and create awareness of a community Civil Defence, Volunteer Fire
Lack of community awareness of civil defence procedures Ambulance services, CCCB
based civil defence programme Brigades
WDHB assessment identified difficulty for some to have Provide transport to and provision of, facilities in
WDHB, Team Active CILT
access to sport and fitness facilities rural communities
24Development and Growth
What we have: • Reserve contributions from subdivisions to be in the form of land only if
• Coromandel Zone Project study with recommendations of areas suitable it is in an area identified as a benefit to the community as identified by
for development in Coromandel Town the Community Board
• Coromandel - Colville ward usual resident population is 2868 (source: • More recognition of archaeological landscapes of all areas where human
2006 National Census) habitation has existed for over 100 years as per the National Places Trust
• Transition Town movement requirements. This covers the Coromandel Town CBD including the
• Smaller settlements scattered around the ward. Some focused around Moehau Tea Rooms site which is an example of failure
distinct communities, others are more holiday accommodation areas • Establish within the Coromandel Peninsula Blue Print the need and
• Wider rural community - communes and farms ability for Coromandel Town to grow and develop naturally (also
Development and Growth)
What we want:
• Maintenance of low density rural/residential buffer between rural and What we don’t want:
urban areas • Developments that result in properties with backyards facing onto main
• A District Plan robust enough to have a meaningful Heritage Policy that roads eg: Tiki Rd
protects buildings in CBD and surrounding areas and ensures that all new • To lose views of harbours and access to coastline and beaches
development is sympathetic and appropriate • Large elite commercial/residential complexes
• Development that is appropriate to the area and the Peninsula, which • Multi storey and/or multi unit apartment blocks
retains the character and beauty of the region • Increased pressure on wildlife with new developments outside main
• Subdivisions that do not damage the environment settlement areas
• Subdivisions monitored with strict enforcement of regulations • Subdivision standards that encourage a lesser quality of architecture
• To protect the night sky by limiting street lights to an absolute minimum (including materials) and urban development that devalues the
in new subdivisions investment in housing
• Any development adjacent to areas with significant wildlife, must be • Section sizes below 500sqm
wildlife friendly eg: predatory pets excluded in new subdivisions (also • Infill housing
Natural Environment) • Large hillside developments that scar the landscape
• Develop Coromandel Town as a walkers and cyclers town (also Tourism & • Building developments that consist of more than two units of the same
Promotion) design
25Achievements: • Verify that zoning recognises Maori land held in multiple title and
• Natural Hazard Plan completed endorses the provisions sought in the HDMC 1987 response to the TCDC
• Draft Service Industrial Zone Plan changes district scheme
• Subdivision that does not place pressure on infrastructure (sewerage,
Priorities for action: water supply, roads etc) unless total costs are met by developers
• Ensure Coromandel - Colville ward is not limited in its natural growth and
development by the Coromandel Peninsula Blue Print (also Development
& Growth)
• Ensure that new housing developments occur within current
infrastructure boundaries
• Subdivision and zoning guidelines to be reviewed urgently
• District Plan to incorporate issues such as:
- No heavy industry in inappropriate areas eg: rural zone
- Council to have greater consultation with community
- More planning consent applications to be “notified”
• Strong community consultation of any review of zoning and
non-complying applications
• Lots of advertising and lengthy period for submissions
• Identification of areas appropriate for industrial, residential, commercial
and tourism development Beech Lane
DEVELOPMENT & GROWTH - Priority action table for the next three years
ISSUE ACTION LEAD AGENCY PARTNER AGENCY
Coromandel Peninsula Blue Print potentially restricting
Use Local Area Blue Print (LABs) to create awareness of
the natural growth and development of the Coromandel – TCDC CCCB
ward’s need to grow and develop naturally
Colville ward
Lack of suitably zoned land Review District Plan TCDC CCCB
26Education
What we have: What we want:
• Adult and Community Education • All students leaving CAS to have a high level of numeracy and literacy
• Alternative Education Centre skills
• Coromandel Area School - All ages • Additional educational facilities at Manaia School
• Gateway Programme • Establishment of an Arts programme
• Coromandel Area School Support Group (CASSG) • Encouragement for parents/caregivers/whanau to play a greater part at
• Coromandel Education Advancement Charitable Trust (CEDACT) the schools eg reading groups, interval monitors, parent support groups
• Te Kura Kaupapa Maori o Harataunga -Primary school • To have children exposed to, and participate in arts and environment
• Moehau Environment Group Summer Programme early in their development and on many levels
• Colville Primary Schools • A sensible approach to development in areas that are hazardous or
• Te Kura O Manaia (Yrs 1-10) prone to flooding and erosion (see Development and Growth)
• Rudolph Steiner Kindergarten
• Te Kohanga o Kapanga
• Coromandel Playcentre
• Colville Bay Early Learning Centre
• Coromandel Community Preschool
• Correspondence School
• Home Schooling
• Secondary students travelling to Thames High School and Mercury Bay
Area School
• Secondary students attending boarding schools outside the area
• Community Education through the Coromandel Area School
• Community personnel involved with our schools
• Senior Net
Te Kura Kaupapa Maori o Haratuanga
27What we don’t want: • An Adult and Community Education centre has been established by CILT
• Any reduction in services currently being offered • Video conferencing is now available through CILT
• Area school has a new administration block, junior school classrooms
Priorities for action: and playground
• Special qualities of community reflected in education. Local school and • A parent based group has been established to support the area school
further education programmes based on specialty subjects • A community based charitable trust has been established to raise funds
eg: Environment, Arts, Aquaculture, Multi-Sports set up as academies to for the advancement of education in Coromandel and surrounding
attract students and teachers from outside the area to live and educate communities and in particular Coromandel Area School
here to NCEA and NZQA levels
• Support for the apprenticeship programme (also Business)
• Support for a work experience programme (also Business)
• Marae based cultural/heritage learning programme linked with the
curriculum
• Students to be made aware of the natural environment
• Set up a group of interested stakeholders to identify what exactly is
needed and wanted and how to go about achieving our aspirations
Achievements:
• Manaia school now has Composite School status to Year 10
• Community Preschool established with a strong roll and offering the
government funded 20hrs free early childhood education Coromandel Playcentre
EDUCATION - Priority action table for the next three years
ISSUE ACTION LEAD AGENCY PARTNER AGENCY
Bring together interested parties and identify
Establishment of education Academies CILT MOE, all schools in the ward
what is needed to establish the academies
Lack of facilities at Manaia School New school buildings MOE Manaia community
28Employment
What we have: • Investigate establishment of an Academy based learning that leads to
• A large number of small locally owned businesses operating in a qualifications for employment (also Education)
competitive business environment • A high level of employment
• Seasonal employment • Employment of local people, rather than bringing people in from other
• A strong aquaculture industry sector, which supports several local areas
industries and employees
• Farming, forestry and horticulture etc What we don’t want:
• Tourism • Youth being forced to leave the area for tertiary education and
• Local manufacturing industry employment
• Vibrant restaurant businesses • To be reliant upon seasonal employment or to have limited
• Gateway programme employment opportunities
• Industries that could cause major damage to our environment and/or
What we want: be detrimental to other industries, eg: mining, large-scale timber milling
• Local government agencies eg: TCDC, EW, DoC, to use local labour when or additional forestry, which could be detrimental to the tourism
contracting industry, by damaging the landscape
• Continuation and expansion of locally based training facilities to meet
employer needs eg: ACE (also Business, Education) Priorities for action:
• To provide employment opportunities and work experience for youth • Encourage employment of local people by Council contractors
and people returning to the work force • Encourage Government agencies relating to employment, (WINZ) to be
• A high level of employment more accessible and more proactive in providing employment
opportunities
• Encourage local industry to initiate more apprenticeships
EMPLOYMENT - Priority action table for the next three years
ISSUE ACTION LEAD AGENCY PARTNER AGENCY
Bring together interested parties and identify MOE, all schools in the ward, relevant
Establishment of education Academies CILT
what is needed to establish the academies educational institutions
29Community Max team 30
Funding Opportunities
What we have: Achievements:
• Supportive businesses and community • Establishment of Coromandel Sports Arena with a coordinator to
• Te Puni Korkiri facilitate sports funding applications
• Creative Communities Scheme • Community Development Coordinator position established through
• Community Organisations Grant Scheme (COGS) government grants
• Coromandel Senior Settlement Trust annual grants • Refurbishment of Samuel James Reserve building
• Coromandel Lions Club grants programme • Building of community water tanker bay at fire station
• An excellent relationship with Trust Waikato, Lotteries Board, • Commencement of additional building for museum
NZ Community Trust and Perry Foundation • Welcome to Coromandel Town sign
• An annual Community Board grant scheme for worthwhile community • Christmas banners in main street of Coromandel Town
projects
• Access to “Fund View” through the Coromandel Resource Centre We would also seek support for:
- Government and private incentives for innovative business proposals
What we want: and local economic development
• If more external sources of funding can be harnessed this will assist local - External funding for recreation and community facilities
groups and organisations to undertake projects of value to the
community Priorities for Action:
• Funding sources for local projects to be widely advertised so projects • Identify funding opportunities to continue the position of Community
identified in this Community Plan can progress Development Coordinator (also Community Well-Being and Business)
FUNDING OPPORTUNITIES - Priority action table for the next three years
ISSUE ACTION LEAD AGENCY PARTNER AGENCY
Community Development Coordinator position funding Establish alternative funding options to
CILT Te Puni Kokiri
coming to an end continue position
31Harbour and Sea
As a community we must accept the limitations of all harbours and plan for • Investigate Coromandel Wharf upgrade and extension into deeper
the future respecting this. water (also Infrastructure - Roading and Transport)
• Ensure ongoing provision of fuel to Coromandel Wharf (also Business)
What we have: • To avoid future damage to the environment and to enhance the marine
• EW Clean Streams Programme ecosystem
• Fuelling facility, diesel only (also Business) • Sustainable management of mangroves - fix the problem that causes
• Several shallow tidal estuarine harbours their prolific growth - siltation of harbour/cleaning out of rivers/
• Beautiful beaches flooding/pine trees (also Natural Environment)
• Extensive mud flats • Harbours and coastline to be safe and clear of sediment, aquaculture
• Mangrove and sea grass areas waste and farming run off
• Bird habitats and wetland areas • To promote to harbour users (private and commercial) in the tikapa te
• Mooring areas for both pleasure and commercial craft moana (Hauraki Gulf ) the importance of avoiding pollution with
• Ramps and wharves limited by tidal flow rubbish, sewage, discharge etc (also Natural Environment)
• Areas of marine farming, eg: mussel, oyster and paua • Coromandel to be recognised as the Marine Gateway to the
• Onshore landing facilities for mussel and oyster barges Coromandel Peninsula (also Tourism and Promotion)
• Several all tide wharves and jetties in the area • Existing ramps to be maintained to a good standard and future ramps
and parking facilities placed in appropriate areas
What we want: • To retain reserve areas adjacent to the harbour for public use
• Continuation of EW Clean Streams Programme • To protect bird habitats within coastal areas and spawning habitat of
• Continued central and local government support for development of fish and shell fish eg: mangrove areas, sea grass and mud flats
aquaculture industry including all harbour facilities • Greater consideration for environment when road repairs are
• All wharves to have an improved ongoing maintenance programme to undertaken eg: slip debris to be appropriately disposed of outside
ensure maintenance will be carried out in future coastal limits
• Monitoring and enforcing marine by-laws • To continue to look at better ways for rubbish removal from
• Investigation of development of future treatment plants being able to • Coromandel Wharf, Sugarloaf and Hannaford’s Wharf
process storm water to avoid polluted run-off going directly into tikapa
moana, harbours and sea
32What we don’t want: • Development of a management plan covering mangroves and other
• Run off of sediment, sewerage and pollution into tikapa moana (Hauraki invasive marine plants, covering cause and effect
Gulf ), harbours and seas • Stricter policing of illegal fishing and gathering in tikapa moana
• Future shoreline structures that impede the harbour views (also
Buildings and Homes)
Achievements:
• Commercial and recreational users of the harbour and its facilities now
pay an appropriate fee for all ongoing expenses and maintenance
Provision of extra rubbish facilities for summer period
• Upgrade of Jack’s Point Boat Ramp by the Jack’s Point Boating Assn
Priorities for action:
• Investigate the need and possible site for an expansion of hard-stand
marine facilities at the Sugarloaf or other appropriate site Ariki Tahi (Sugar Loaf)
HARBOUR AND SEA - Priority action table for the next three years
PARTNER
ISSUE ACTION LEAD AGENCY
AGENCY
CCCB,
Develop a plan to ensure continuation of supply of diesel to industry and CoroMFA,
Fuelling facilities at Coromandel Wharf TCDC
recreational user CBA, various
user groups
Law change to prohibit dumping of sewage into Tikapa te Moana (Hauraki Gulf ). MAF, EW, local
Waste being dumped in tikapa moana (sewage/rubbish) TCDC, HGMPF
Investigate provision of a dump station on Coromandel Wharf for boats MP
Damage to catchments and harbours by sediment, CCCB, MAF,
Develop a Harbour & Sea Plan EW
deforestation, development and industry TCDC, DoC
Pollution caused by current disposal methods allowing
TCDC to become proactive in search for and open to alternatives. EW, MAF, local
for sewage to be released into tikapa moana. This is also TCDC
Make use of dumping stations compulsory (see Infrastructure-Sewerage) MP
an offence to Maori cultural traditions.
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