Te Mahere Whaaroa 2021 31 Long Term Plan
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LONG TERM PLAN LONG TERM PLAN2021-2031 TE MAHERE WHAAROA 2021 31 LONG TERM PLAN TABLE OF CONTENTS 4 OUR VISION: LIVEABLE, THRIVING, CONNECTED COMMUNITIES 88 FUNDING IMPACT STATEMENT 93 Rating Base Information 99 Financial Planning 4 OUR COMMUNITY OUTCOMES AND GOALS 109 Long Term Plan disclosure statement 4 KEY DECISIONS 112 STATEMENT OF ACCOUNTING POLICIES 112 Reporting entity 112 Basis of preparation 5 FINANCIAL STRATEGY 114 Significant Accounting Policies 6 Balancing Affordability, Increasing Expectations and Growth 120 Employee entitlements 6 Sustainable Growth 7 Maintaining Existing Assets 8 Better Services 8 Managing Debt 122 POLICIES AND PLANS 9 Affordable Rates 122 Significance and Engagement Policy 10 Balancing the Books 122 Revenue and Finance Policy 10 Good Investments 126 Rate remission and postponement policies 11 Financial 126 Remission of Penalties 11 Investment Property 127 Remission and postponement policy – Maaori Freehold Land 11 Waikato Regional Airport Ltd 128 Postponement Policy – Financial Hardship 11 Waikato Local Authority Shared Services Ltd 129 Remission Rating of Community, Sporting and Other Organisations Policy 11 Civic Financial Service Limited 130 Land Protected for Historic or Cultural Conservation Purposes or Land Protected for Natural 11 Waikato District Community Wellbeing Trust Conservation Purposes Policy 11 Planning for the Unexpected 131 Remission of Uniform Annual General Charge on rating units with exceptional circumstances 131 Remission of rates – Other categories 132 Subdivision Development Remission 12 30-YEAR INFRASTRUCTURE STRATEGY ( 2021 – 2051 ) 132 Postponement of rates for a new subdivision on the grounds of financial hardship 12 Introduction 132 Remission Policy on Uncollectible Rates 14 Strategic Context 133 Policy on Maaori participation in decision making 18 Interaction with other strategies 23 Infrastructure Overview 28 How we manage our Infrastructure 134 WATER AND SANITARY SERVICES ASSESSMENT 33 Significant Issues 35 Most Likely Scenario AND WASTE MANAGEMENT PLAN STATEMENT 41 Financial Summary 45 Assumptions 136 COUNCIL CONTROLLED ORGANISATIONS 136 Strada Corporation Limited 46 SIGNIFICANT FORECASTING ASSUMPTIONS 137 Waikato Regional Airport Limited 138 Waikato Local Authority Shared Services Limited 52 WHAT WE DO 140 Waikato District Community Wellbeing Trust 53 Governance 56 Sustainable Environment 142 AUDIT OPINION 62 Sustainable Communities 68 Roading 72 Stormwater 76 Wastewater 80 Water Supply 84 Organisational Support 2 3 LONG TERM PLAN OUR VISION: KEY DECISIONS A key focus of our Long Term Plan (LTP) is to build the Council’s capacity and capability to fulfil LIVEABLE, THRIVING, our vision of creating liveable, thriving and connected communities. The Waikato district is experiencing The Blueprint is a community presentations from 77 submitters at high levels of growth. Our population planning document that sets out hearings held on 25-27 May. Most of 81,473 (2020) is expected to swell the priorities of our towns and submissions focussed on the three CONNECTED COMMUNITIES by more than 14,000 in the next rural communities. ‘Waikato 2070’ consultation items and the tables decade and rise to between 128,500 provides a plan for how, where and below summarise the support for the He noohanga aahuru, he iwi whai ora, he hapori tuuhono tahi and 149,500 by 2060. when growth should occur over options offered. the next 50 years. Accordingly, our Our Vision and Community Outcomes infrastructure, walkways and open Connected communities have fit- We face challenges in balancing LTP capital programme is designed Following consultation, the Council set the goals we want to achieve in spaces. They reflect what’s important for-purpose infrastructure to create the level of new investment needed to support growth areas, deliver agreed to set the general rates everything we do. We have refreshed to people, and support a shared liveable, thriving communivties. to meet this growth, while still Blueprint projects and meet expected increases to 6.5% in year 1 and our vision to embrace the growth sense of belonging both to the local Connectivity through roads, maintaining the standards of the assets levels of service while maintaining 3.5% in years 2 and 3, and to sell and changes we face. Our vision is community and the wider district. cycleways, walkways and digital and services we currently provide. affordability for our ratepayers. pensioner housing to a responsible that we work together as a district capabilities enable rapid information provider. After much debate to build liveable, thriving, connected Thriving communities participate sharing and engaging in activities To meet these challenges we have LTP consultation options focussed the Council decided to halt the communities as our townships grow. in Council decision-making and together. By these means, people shaped our approach for managing on a General Rates Increase, and the annual inorganic kerbside rubbish community-led projects, provide in connected communities access infrastructure for the next 30 years future of our pensioner housing and collection in line with its Waste Liveable communities are well- input into the management of their services and amenities that meet by developing our Waikato District inorganic kerbside rubbish collection Minimisation and Management planned and people-friendly, local assets, and sustain the local their social, health, education and Blueprint and ‘Waikato 2070’ Growth service. The Council received 605 Plan, but agreed to explore providing for a range of quality business sector that provides employment needs. and Economic Development Strategy submissions during the consultation alternative solutions such as fast- residential options, social local employment. in consultation with the community. period (7 April - 7 May) and heard tracking resource recovery services. OUR COMMUNITY OUTCOMES AND GOALS General Rates Increase Option 1 Option 2 Neither option Total Increase at 9% in year 1, Increase at 7% in year 1, 3.5% in year 2 6% in year 2 and 3.5% in year 3 and 4% in year 3 Together with your Community Boards and Committees, we have developed the following 176 221 131 528 community outcomes to guide our decision-making: No. of submissions Supporting our communities: Sustaining our environment: ways to deliver strategic, timely and Pensioner housing Option 1 Option 2 Neither option Total Kia tautoko ki a taatou Haapori Kia toituu to taatou Taiao fit for purpose infrastructure and Sell to a Responsible We consider the well-being of all of We are a community that believes services at the most effective cost. Retain our people in all our planning and in environmental sustainability; we Service Provider activities. We support and plan for pursue and promote related ideas Our approach No. of submissions 199 274 23 496 the development of complete and and manage regulatory processes to When considering the financial connected communities. safeguard and improve our district. picture, the Council’s overall approach continues to be: Inorganic kerbside Option 1 Option 2 Neither option Total Building our economy: Working together with you: • Support growth in targeted areas rubbish collection Ka hanga a taatou Oohanga Kia mahi tahi taatou • Maintain existing assets Continue collection Discontinue collection We attract diverse enterprise/ Our communities work with us so we • Modernise infrastructure where it business; creating jobs and are collectively focused on the right is prudent to do so No. of submissions 328 171 21 520 opportunities for our community. things at the right time. • Do more within existing budgets We continue to support our existing • Move the cost of providing a industry. We support others who Providing value for money: service to those who use them ie. leverage our location to ensure Ka whai painga mo te puutea user pays tourism brings benefits to a range of Residents and ratepayers get value people in our communities. for money because we find innovative 4 5 LONG TERM PLAN FINANCIAL STRATEGY Balancing Affordability, Increasing Expectations and Growth The Council is achieving this by: There is uncertainty around the this trunk infrastructure investment • Moving costs of services to those potential economic impacts on in advance of growth it will avoid who use them. the district as the global COVID-19 adverse consequences to public • Maintaining existing assets. pandemic continues. The potential health, safety and the environment. • Modernising and improving economic impacts on the Waikato Figure 1: Capital Expenditure for Growth ($million) infrastructure. Region as indicated in Waka Kotahi Growth capital will initially be funded • Supporting growth. NZ Transport Agency’s (NZTA) study by borrowing, including the Housing Maintaining Existing Assets maintained to the end of their October 2019 with the aim of dated October 2020 are: Infrastructure Fund ($38 million) The Council looks after $1.7 economic lives and are renewed delivering further efficiencies. Forecast growth will see a 21% and each project drawdown will billion of assets, 86% of which are at that moment when it is most However, the underlying condition of increase in the number of homes • The south of the Waikato district be interest free for 10 years. Where infrastructure assets. These assets cost effective to do so. Getting this the assets no longer meet the rising (6,600) over the next 10 years. This is around Hamilton is expected subsidies and external funds can be have been the backbone of our right has a big