Submission details
| Submission ID | 11235 |
|---|---|
| Name | Ramon Oliveti |
| Date | 12 June 2026 |
| How important is to address the challenges that come with working across boundaries |
Extremely important
|
| How important is a growth-ready, rural-aware system |
Extremely important
|
| How important is it to be better for ratepayers |
Extremely important
|
| How important is the best long-term outcome |
Extremely important
|
| How important is effective decision-making |
Extremely important
|
| How important is it to strengthen our voice |
Somewhat important
|
| How important is more engagement with local democracy |
Somewhat important
|
| How important is a resilient region |
Extremely important
|
| How important is statutory and iwi alignment |
Somewhat important
|
| How important is it to be evidence-led |
Extremely important
|
| Thinking about potential mergers with other councils, what, if any, opportunities do you see? |
Potential council mergers could provide significant opportunities to improve long-term planning and service delivery across the Hamilton–Waikato region.
Key opportunities include: Better coordinated growth planning across urban and surrounding districts, reflecting how people actually live, work, and travel. More efficient infrastructure delivery, particularly for transport, water, and housing, reducing duplication between councils. Improved long-term affordability for ratepayers through economies of scale and reduced administrative overhead. Stronger regional alignment on major projects, allowing faster and more consistent decision-making for development and infrastructure. More strategic land-use planning, helping manage rapid population growth in a more integrated way. There is potential for a system that is better aligned to long-term regional growth rather than current administrative boundaries. |
| Thinking about potential mergers with other councils, what, if any, concerns do you have? |
Uncertainties that need to be carefully managed:
1) Loss of local representation and community voice, particularly if decision-making becomes more centralised and distant from local communities. 2) Uncertainty around rates, service levels, and debt allocation, as there is currently limited detailed financial modelling. 3) Risk of reduced accountability, especially in a larger organisational structure where responsibilities may be less visible to residents. 4) Transition complexity and cost, including disruption to existing projects, staff structures, and current council initiatives. 5) Potential imbalance between urban and rural priorities, where Hamilton’s growth needs could compete with wider regional demands. To sum it all up: It is important that any reform is genuinely evidence-based and demonstrates clear, measurable benefits before implementation, rather than relying on assumed efficiencies. |
| Are you giving feedback on behalf of an organisation? |
No, these are my own personal views
|