
Bigger May Be Better: Late Advice Shake-Up Forces Councils To Re-Think Water Reform Plans
Plans for the future of water services in the Whanganui, Rangitīkei and Ruapehu districts are in disarray after late advice from government agencies.
The district's three councils have been weighing options for drinking water, wastewater and stormwater reform after identifying and consulting on a joint water services entity as their preferred model.
But the eleventh-hour advice is shaking up proposals by smaller councils to continue providing standalone services or with small clusters of neighbours in joint models.
In the central districts, councils are scrambling to re-open talks on forming bigger regional collectives.
At a meeting on Thursday, Rangitīkei District Council confirmed its preference to establish a multi-council water services council-controlled organisation (WS-CCO) under the Government's Local Water Done Well reforms.
The three-council proposal remains on the table, but Rangitīkei unanimously resolved to progress 'newly ignited conversations' with Palmerston North City Council and Horowhenua District Council.
The surprise move comes after new guidelines from the Department of Internal Affairs, the Local Government Funding Agency and the Commerce Commission on achieving economy of scale and financial sustainability requirements.
Rangitīkei mayor Andy Watson said the Rangitīkei, Ruapehu, and Whanganui councils were newly approached in early May about collaborating with the Palmerston North and Horowhenua councils to form a larger entity.
A key element of the new guidance was that a WS-CCO servicing 50,000 connections would achieve the greatest cost efficiencies for bill payers.
'The understanding that 50,000 connections would unlock greater savings for all those involved has absolutely contributed to other councils re-entering discussions about a wider model,' Watson said.
A three-council entity with Rangitīkei, Ruapehu and Whanganui councils would service about 31,000 connections.
Rangitīkei consulted with residents in March on three models for the future of water services delivery:
• A multi-CCO with Whanganui and Ruapehu district councils (the preferred model).
• Keeping the status quo – in-house delivery.
• A multi-CCO with as many councils in the Manawatū-Whanganui region as possible.
At the time, the third option was not viable because other councils had indicated they preferred alternative models.
Following the latest advice, talks have re-opened on a wider regional approach.
Rangitīkei was now awaiting the decisions of its potential partners, Watson said.
Staff would finalise the Water Services Delivery Plan by September 3.
'We will inform Rangitīkei residents as soon as the final grouping of councils is clear,' Watson said.
'This is one of the biggest decisions councils will make for their communities in decades.'
A decision in Whanganui was deferred on Tuesday to an extraordinary council meeting in early July.
Mayor Andrew Tripe said four viable delivery options remained on the table: a multi-CCO with Ruapehu and Rangitīkei, a Whanganui District Council CCO, a multi-CCO with as many councils as possible, and an in-house business unit.
Most community feedback showed residents felt Whanganui had invested well in its water assets and did not want to 'cross-subsidise' other councils.
'However, we are looking at a joint council proposal which could include a non-harmonised model, ring-fencing costs for each council but giving the benefits of scale – otherwise known as Local Pricing.'
The council was continuing to back a three-council model as the best level of scale to achieve cost benefits, but Tripe said the possibility of achieving 'greater scale' would be investigated.
Under Local Pricing, residents within each district would be charged on the same basis as currently, but any savings were shared.
'All three councils' customers in this case benefit from these savings, while paying costs that relate only to the delivery of services in their district. So customers pay less than they would have if councils were to go on their own.'
The cost benefits could be around $18,000 per Whanganui connection over 30 years, or $588 a year.
'Local Pricing may also offer further savings to Whanganui if there is a greater scale, something which requires further investigation."
Tripe said councils took their preferred options to consultation before the new guidelines were received.
'It is pertinent that we consider them now, as considerations such as public liability and ring-fencing of assets, even with an in-house model, do come at a cost.
'The adoption of a water services delivery plan for our district is one of the most significant changes to local government in decades,' Tripe said.
'It is vital that we do not rush this process.'
On Wednesday, Ruapehu district councillors decided to ditch a standalone option in favour of the three-council CCO and investigating a wider regional entity to reach the 50,000-connection threshold.
The decision brings potential collaboration with Waikato back to the table.
The Ruapehu council will engage with its community on the new information and options available. No new preferred option will be offered.
The council will meet on 25 June to make a final decision.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


NZ Herald
7 hours ago
- NZ Herald
Far North festivals get boost from Government tourism funding
The Brew of Islands is among several local festivals set to receive a funding boost, along with the Upsurge Bay of Islands Arts Festival and the Fired-Up Barbecue Festival. The Far North is set to benefit from an injection of regional tourism funding, with the Government supporting local festivals through the Regional Events Promotion Fund. Northland MP Grant McCallum said the Government is encouraging more New Zealanders to visit Northland. 'I'm thrilled to see Northland included in this round


Newsroom
a day ago
- Newsroom
It's time to back Auckland's innovation moment
Opinion: I attended Mayor Wayne Brown's Innovation Forum, the day he updated his Manifesto for Auckland, and the proposal to form an Auckland Innovation Alliance. In it, he said the Government needed to focus on three areas: technology and innovation, housing and growth, and immigration and tourism. I came away encouraged that the leader of Auckland was putting innovation on the agenda, as crucial in the imagining and delivery of our city's future. I love Auckland and believe in its potential. I was born and raised in the Bombay Hills, back before we had a 'Super City', studied at Waipapa Taumata Rau, University of Auckland, met my husband working in the Viaduct during the America's Cup, and now live in Te Atatū. Over the past year, like many Aucklanders, my family and I have made the most of what this city offers: swimming at our beaches, bush walking in the Waitākeres, Eden Park concerts, scooter rides along the waterfront, and the playful chaos of the Dog Disco pop-up in Aotea Square. We joined 40,000 other 'geriatric millennials' in the Domain for the Synthony Festival and got behind the launch of Auckland FC. I share this not to age myself, but because I genuinely believe we live in a vibrant, creative, and world-class city. Yes, Auckland has problems. it also has enormous potential, and that potential hinges on people. The mayor's moves to put innovation and economic transformation at the heart of Auckland's agenda will go a long way towards attracting further talent. For years, different groups have published reports diagnosing our economic underperformance and pointing to untapped innovation capacity. The Committee for Auckland's State of the City reports have benchmarked us against global peers, while the Auckland Chamber Tech Council, led by Simon Bridges, has brought together business leaders who are investing time, capital, and energy to help Auckland step into its future. The proposed Auckland Innovation Alliance, a partnership between Auckland Council, the Government, business, and universities, could be the catalyst the city needs. In cities like Singapore, Dublin, and Copenhagen, similar alliances have driven bold, coordinated action. Why should everyday Aucklanders care? Because innovation isn't just about startups and tech, it's about people. A truly innovative city creates high paying, meaningful, and future-proof jobs, not just for software engineers, but for educators, health workers, tradespeople, and students. It leads to better services, smarter infrastructure, and more vibrant communities. Above all, it offers opportunity. The Time for Growth report identifies three globally competitive sectors where Auckland can lead: CreativeTech, FinTech, and HealthTech. Innovation in these areas, and further afield, is how we will keep people here and attract others. But we must do it on our own terms – we can't and don't need to mimic Silicon Valley. We can lead with a model shaped by Aotearoa's values, grounded in partnership, sustainability, and inclusion. Te Ao Māori values like kaitiakitanga (guardianship), manaakitanga (care), and whanaungatanga (connection) offer us a blueprint for innovation that puts long-term impact and intergenerational wellbeing ahead of short-term gains. The mayor's vision to make Auckland the innovation capital of the South Pacific is bold, and timely. His proposals—stronger government partnerships, targeted investment, and an Advanced Technology Institute—are the right moves. A key part of this vision is forging more intentional partnerships between universities and industry, not by expecting them to be and become the same, but by understanding their distinct roles. When they come together, we spark innovation, and build a pipeline of talent that powers the city's future. At the Mayor's Forum, a map of the city's innovation ecosystem showed just how much is already here, university incubators, research and development labs, startup hubs, and investors. Take Outset Ventures, once a garage for tinkerers, now a 5000 square metre deep tech campus backing world changing companies like Toku Eyes, Wellumio, and Zincovery. Add to that Icehouse Ventures, Bridgewest, and others who've invested in hundreds of early-stage ventures and it's clear: the foundations are strong, the momentum is real. Universities are central to this momentum, as both knowledge producers, and as anchor institutions in the civic and economic fabric of Auckland. At the University of Auckland, initiatives like UniServices, the Centre for Innovation and Entrepreneurship, the Product Accelerator, and MedTech iQ help turn research into real world impact. The Newmarket Innovation Precinct is fast becoming a hub for this work. AUT, through AUT Ventures and a new investment fund, is backing new emerging technologies into startups. Together, these institutions are not only developing ideas, but shaping the people who will drive them. And that's the point: innovation doesn't happen without people. It doesn't happen without belief in our talent, or commitment to supporting it. If we harness the current momentum, Auckland won't just be a great place to live. It will be a city where ideas take root, capital flows, and talent from around the world chooses to stay.


NZ Herald
2 days ago
- NZ Herald
If you didn't like this year's Budget, just wait until the superannuation one
New Zealanders were asked, and it turns out the Government's Budget is not all that popular with voters. According to the results of a Talbot Mills Research poll, 33% of respondents said the Budget was bad when asked if it will be good for the country overall, bad or wouldn't