Ten Draft Resolutions for CEO Implementation

  1. Fiscal Guardrail and Transparency Dashboard
    That the CEO establish a public-facing “Hamilton Fiscal Dashboard” reporting quarterly on debt levels, rates trajectory, capital projects, and overruns, with data simplified for public understanding.
  2. Expenditure Review and 10% Efficiency Programme
    That the CEO conduct a line-by-line operating expenditure review, identifying options for up to 10% efficiency savings across Council operations without reduction in essential service standards, and report within six months.
  3. Procurement and Contracting Transparency
    That the CEO publish all procurement opportunities and awarded contracts in an open-tender portal, updated in real time, with mandatory post-project reviews of scope, cost, and outcomes.
  4. Project Gating and Stop/Go Framework
    That the CEO institute a mandatory “business case and checkpoint” process for all capital projects over $2 million, with clear stop/go gates at design, procurement, and delivery stages.
  5. Consent Processing Acceleration
    That the CEO establish a fast-track pathway for low-risk building and resource consents, with a 30-day maximum processing KPI, and publish monthly performance metrics.
  6. Growth and Rate-Base Expansion
    That the CEO prepare a “brownfields and infill” housing strategy, including policy to support secondary dwellings (“granny flats”) and affordable subdivision pilots, to grow the ratepayer base.
  7. Water Loss Reduction and Resilience
    That the CEO implement a leak-detection and repair programme targeting a 20% reduction in system losses within three years, and pilot rainwater harvesting partnerships to defer costly metering decisions.
  8. Prioritisation of Core Services
    That the CEO report annually on service-level compliance for roads, footpaths, lighting, stormwater, and safety assets, with these designated as Tier 1 priorities for maintenance funding.
  9. Visitor and User-Pays Revenue Pilot
    That the CEO develop proposals for new visitor-pays models (including differential parking, zoo/public facility fees, and event levies) with impact assessments, for Council consideration before the 2026 LTP.
  10. Staff Engagement and Innovation Drive
    That the CEO establish a “1400 Ideas for Hamilton” staff innovation challenge, inviting all staff to contribute cost-saving or revenue-generating ideas, with annual reporting on uptake and outcomes.