Waihangatia Nga Vol. 1 Rangi Meake Nei SHAPING OUR FUTURE “Ahutahi Ki Mua - Moving forward together!”
Long-Term Plan 2015-25
1 MastertonMasterton District District Council Council I 64 I Chapel 64 Chapel Street Street I POI PO Box Box 444 444 II Tel (06)(06) 370 370 6300 6300 I [email protected] I [email protected] I www.mstn.govt.nz I www.mstn.govt.nz
Shaping our Future
MASTERTON DISTRICT COUNCIL
Long Term Plan 2015 - 2025
Volume 1
ISSN 1175-9553
Table of Contents
Mayor’s Message 1 Audit New Zealand Report 2-4 Over-Arching Principles 5 Council Organisational Structure 6-7 Community Outcomes 8 What we want Masterton to be 9 Community Well-being 10 Outcomes 1-6 11-15 Financial Strategy 16-24 Infrastructure Strategy 2015-45 25-45 Activity Statements Roading (Roads, Streets, Footpaths and Parking) 47-54 Water Supplies (Urban and Rural) 55-62 Wastewater (including Treatment and Disposal of Sewerage) 63-70 Stormwater 71-75 Solid Waste Management 76-80 Community Facilities and Activities 81 Community Services 82-87 Library and Archive 88-92 Property 93-97 Parks, Reserves and Sports Fields 98-102 Recreation Centre 103-106 Cemeteries 107-110 Masterton Airport (Hood Aerodrome) 111-114 Regulatory Services 115 Resource Management and Planning 116-119 Building Control 120-123 Environmental Health, Alcohol Licensing and General Inspection 124-128 Animal Control 129-131 Rural Fire Control 132 Civil Defence and Emergency Management 132-133 Governance and Corporate Services 134-140 Forecast Financial Statements 141-173 Capital Expenditure Statements 174-180 Priority 2 Projects (non funded) 181-182
LONG TERM PLAN 2015-2025
Message from the Mayor
Ahutahi ki mua – Moving forward together!
Welcome to our Long Term Plan for 2015-25 which outlines the Council’s activities and projects over the next ten years.
We are immensely proud of our District and believe that what we intend will add value and help us to achieve our vision that Masterton is a great place to live, visit and do business, providing the best of rural provincial living.
Maintaining or increasing levels of service are a key element in this Plan, whilst also ensuring that rates are kept at an affordable level. We are committed to ensuring that we keep rates within the projected forecasts for the full ten years of the Plan. This is essential if we are to continue to make Masterton an attractive place for people to live and work.
Economic development is one of our priorities and we believe there are many compelling reasons to relocate to our District. We must ensure we don’t place barriers in the way of new investment.
We are also committed to engaging more effectively with our Māori communities to achieve our goal of true partnership relationships and greater co-governance across Council’s business activities. Additional staffing resource will enhance our capacity to achieve this.
Our major expenditure over the next ten years is in continuing to maintain and develop our infrastructure, in particular our water treatment plant, pipe renewals, the Homebush Wastewater Treatment Plant and improving resilience of Council owned buildings.
In our Consultation Document we asked you about proposed new projects and were delighted to receive a positive response to all of them. Key new investments over the next ten years include:
Exploring options for improving the library to better meet user needs. We will consult on options for the library once these have been identified. Investing in our neighbourhoods and our Central Business District. Implementing our planned economic development programme to grow our district. Developing a new resource recovery centre and increasing our opening hours at Nursery Road Transfer Station. Exploring options for improving facilities for netball and other sports in the District. Supporting ambitions for Masterton to become a renowned cycling centre by investing in on and off road cycling routes.
We thank you for taking the time to provide us with feedback on the Consultation Document. We will continue to progress these plans and make Masterton a better place to live, visit and do business!
Lyn Patterson Mayor of Masterton District
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LONG TERM PLAN 2015-2025
Auditor’s Report
To the reader Independent auditor’s report on Masterton District Council’s 2015-25 Long-Term Plan
I am the Auditor-General’s appointed auditor for Masterton District Council (the Council). Section 94 of the Local Government Act 2002 (the Act) requires an audit report on the Council’s long term plan (the plan). I have carried out this audit using the staff and resources of Audit New Zealand. We completed the audit on 24 June 2015. Opinion
In my opinion:
the plan provides a reasonable basis for:
long-term, integrated decision-making and coordination of the Council’s resources; and
accountability of the Council to the community;
the information and assumptions underlying the forecast information in the plan are reasonable; and
the disclosures on pages 171 to 173 represent a complete list of the disclosures required by Part 2 of the Local Government (Financial Reporting and Prudence) Regulations 2014 and accurately reflect the information drawn from District Council’s audited information.
This opinion does not provide assurance that the forecasts in the plan will be achieved, because events do not always occur as expected and variations may be material. Nor does it guarantee complete accuracy of the information in the plan. Basis of Opinion
We carried out our work in accordance with the Auditor-General’s Auditing Standards, relevant international standards and the ethical requirements in those standards.1
1 The International Standard on Assurance Engagements (New Zealand) 3000 (Revised): Assurance Engagements Other Than Audits or Reviews of Historical Financial Information and The International Standard on Assurance Engagements 3400: The Examination of Prospective Financial Information. Activities Page | 2
LONG TERM PLAN 2015-2025
We assessed the evidence the Council has to support the information and disclosures in the plan and the application of its policies and strategies to the forecast information in the plan. To select appropriate audit procedures, we assessed the risk of material misstatement and the Council’s systems and processes applying to the preparation of the plan.
Our audit procedures included assessing whether the:
Council’s financial strategy, and the associated financial policies, support prudent financial management by the Council;
Council’s infrastructure strategy identifies the significant infrastructure issues that the Council is likely to face over the next 30 years;
information in the plan is based on materially complete and reliable asset and activity information;
Council’s key plans and policies have been consistently applied in the development of the forecast information;
assumptions set out within the plan are based on the best information currently available to the Council and provide a reasonable and supportable basis for the preparation of the forecast information;
forecast financial information has been properly prepared on the basis of the underlying information and the assumptions adopted and complies with generally accepted accounting practice in New Zealand;
rationale for the Council’s activities is clearly presented and agreed levels of service are reflected throughout the plan;
levels of service and performance measures are reasonable estimates and reflect the main aspects of the Council’s intended service delivery and performance; and
relationship between the levels of service, performance measures and forecast financial information has been adequately explained within the plan; and
we did not evaluate the security and controls over the electronic publication of the plan. Responsibilities of the Council and auditor
The Council is responsible for:
meeting all legal requirements affecting its procedures, decisions, consultation, disclosures and other actions relating to the preparation of the plan;
presenting forecast financial information in accordance with generally accepted accounting practice in New Zealand; and
having systems and processes in place to enable the preparation of a plan that is free from material misstatement.
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LONG TERM PLAN 2015-2025
I am responsible for expressing an independent opinion on aspects of the plan, as required by sections 94 and 259C of the Act. I do not express an opinion on the merits of the plan’s policy content. Independence
We have followed the independence requirements of the Auditor-General, which incorporate those of the External Reporting Board. Other than our work in carrying out all legally required external audits, we have no relationship with or interests in the Council or any of its subsidiaries.
Phil Kennerley, Audit New Zealand On behalf of the Auditor-General, Wellington, New Zealand
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LONG TERM PLAN 2015-2025
Over-Arching Principles
The Council will take the following principles into account for delivery of services to achieve wellbeing and our outcomes:
Te Tiriti O Waitangi: the Council will support the principles of active protection of Māori language and culture, participation and partnership
Affordability: the Council will be cognisant of the many people on fixed or low incomes and the impact of increased costs on their wellbeing
Sustainability: the Council will take the long term view on the impact of its services on the environment, the economy and the people
Collaboration & Partnership: the Council can achieve more by joining forces with other agencies. Many other organisations and agencies in the Masterton District, the Wairarapa and the Wellington Region along with central government also undertake work that contributes to the community outcomes. The Council is committed to supporting other organisations and working together on joint projects and initiatives where appropriate.
Social Justice & Equity: the Council will pursue policies that allow for the wellbeing of all people and will ensure that the needs and interests of all sectors of its community are considered when Council decisions are made.
Interdependence & Participation: the Council recognises and will take into account the interdependence of the various sectors of its own and neighbouring communities; the Council seeks to work with its own communities and those of our neighbouring councils; the Council will actively encourage opportunities for people to voice their opinions and have input into key decisions.
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LONG TERM PLAN 2015-2025
Masterton District Council
Masterton District Council Mayor and Councillors Iwi Governance Committee
Function To provide Council with advice and support to develop its capacity to work with and include Maori in its decision making processes. POLICY AND FINANCE AUDIT AND RISK HEARINGS COMMITTEE COMMITTEE COMMITTEE
(Ten Councillors and Mayor) (Five Councillors and Mayor) (Four Councillors and Mayor)
Function Function Function Considers rates, valuation, Considers reporting of the Hearing of submissions, revenue and financing policies, Council’s finances and contested applications and corporate policies and performance, audit issues objections pursuant to any monitoring Council services. and reporting against service statutory planning process. contracts with external agencies that are funded by the Council.
Environment Task Economic Community Parks and Open Space Communications Group Development Task Development Task Task Group Strategy Task Group Group Group Function Function Function Function Function To develop and review policies relating to the To consider issues that To develop and review To assist with policy and To develop and review environment and will supplement economic policies relating to planning for parks and communications functions recommend a change to development in the community development reserves. within the Council and the Council. District. initiatives and allocate between the Council and community development the community. grant funding.
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LONG TERM PLAN 2015-2025
Community Outcomes What is the Council required to do?
The Council is required to describe the outcomes it aims to achieve in order to promote the environmental, social, economic and cultural well-being of our district, in the present and for the future.
The Council must outline how it will contribute to the outcomes identified. We have done this for each of our activities in this Plan.
Roles of Council
There are many roles the Council can play. In some cases we may be a provider or a leader. In others we may fund, advocate, regulate, form partnerships or monitor achievement. The Plan focuses particularly on the areas where we have provider, funder or regulator roles.
Role Description
Provider Funding and delivering services
Funder Funding other organisations to deliver services through grants and service delivery contracts
Regulator Regulating some activities through placing bylaws, rules or limits around their operation
Partner Forming partnerships and strategic alliances where appropriate
Collaborator Working with other parties in the interests of the Masterton District
Facilitator Assisting others to be involved in activities by bringing groups and interested parties together
Advocate Promoting the interests of the community to other decision-makers
Leader Leading community-based responses to local issues
Monitor Monitoring and reporting on progress towards community outcomes at least once every three years
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LONG TERM PLAN 2015-2025
What we want Masterton to be like? Our Vision We want Masterton to be a great place to live, visit and do business and provide the best of rural provincial living.
The following outcomes have been identified by Councillors with input from the community.
1. A Strong, Resilient Economy We want Masterton to be a desirable place to do business and for our people to benefit from a strong economy.
2. A Sustainable, Healthy Environment We will look after our green spaces and waterways, reduce our waste to landfill and reduce our energy consumption.
3. An Active, Involved and Caring Community We want all residents to participate fully in our strong, vibrant community; to be able to access social services and support as needed; to pursue their own personal sporting, recreational and cultural goals and to support others to achieve theirs.
4. A Knowledgeable, Learning Community We want people in the Masterton District to have access to the knowledge they need, underpinned by quality educational opportunities.
5. An Easy Place to Move Around We want our transport links to be efficient, reliable, convenient and safe.
6. A Reliable and Well-Maintained Infrastructure We want to provide water supply, stormwater and wastewater systems in a cost effective way to address the present and future needs of the district.
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LONG TERM PLAN 2015-2025
How the Outcomes link to Community Well-being
The environmental, social, community and economic well-beings provide the umbrella for our community outcomes. The chart below illustrates the key links between each outcome and each well-being.
Outcome Environment Social Cultural Economic al Well-being Well-being Well-being Well-being
A Strong, Resilient Economy
A Sustainable, Healthy Environment An Active, Involved and Caring Community A Knowledgeable and Learning Community An Easy Place to Move Around
A Reliable and Well- Maintained Infrastructure
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LONG TERM PLAN 2015-2025
OUTCOME 1: A Strong, Resilient Economy
We want Masterton to be a desirable place to do business and for our people to benefit from a strong economy.
Council Contributes to this Outcome by: For Example:
Providing infrastructure that supports Roading network; airport; water and wastewater economic activities systems; water services, waste management services
Supporting economic development and Investing in economic development initiatives; co- growth operating with regional initiatives; supporting research to investigate new economic potential such as the Wairarapa Water Use Project; pursuing Sister Cities opportunities
Supporting programmes and projects that Contributing funds to support Destination promote Masterton as a great place to visit Wairarapa; Mawley Park; maintaining public facilities to a high standard; operating Hood Aerodrome
Encouraging and facilitating events Providing funding to support key events; providing venues for events; supporting projects that will attract events; providing services to support events such as promotion, help with road closures, information about stallholder requirements etc
Encouraging and supporting businesses to Investing in economic development initiatives; establish and grow supporting the Wellington Regional Strategy; supporting and contributing funds to business promotion; allocating land for industrial use in the District Plan; promoting Wairarapa as the national road cycling centre, pursuing Sister Cities opportunities
Promoting improved education outcomes in Co-operating with the Wairarapa councils and other the Masterton District relevant groups towards achieving a Wairarapa Education Strategy; Library programmes that include: - assisting businesses with information - library literacy programmes - assisting job applicants with CV’s and access to the internet
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LONG TERM PLAN 2015-2025
OUTCOME 2: A Sustainable, Healthy Environment
We will look after our green spaces and waterways, reduce our waste to landfill and reduce our energy consumption.
Council Contributes to this Outcome by: For Example:
Protecting significant landscapes Implementing the Wairarapa Combined District Plan; Supporting registration of Māori sites; Involving tangata whenua in resource consent processes
Supporting biodiversity Implementing biodiversity provisions in the Wairarapa Combined District Plan; Encouraging protection of significant biodiversity areas
Providing parks, reserves and open spaces Queen Elizabeth Park; Henley Lake; Lansdowne Recreational Trails
Pursuing policies to reduce waste to landfill Enhanced recycling facilities at Masterton Transfer Station; Waste Management and Minimisation Plan 2011-17; recycling within our own offices
Pursuing greater energy efficiency Recreation Centre energy audit; Promoting efficient energy use for streetlights, council buildings and facilities
Pursuing carbon efficient options where Reducing waste; Enhancing energy efficiency; cost effective Choosing the most energy and environmentally friendly options we can afford when making purchases or upgrading infrastructure
Caring for waterways Compliance with water and wastewater consents; Supporting Makoura Stream Project; Completion of Urban Wastewater Upgrade; Working with iwi on protection of waterways; Participating in the Ruamāhanga Whaitua Committee
Promoting and supporting conservation Water Demand Management programmes in the efforts summer; Supporting Enviroschools
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LONG TERM PLAN 2015-2025
OUTCOME 3: An Active, Involved and Caring Community
We want all residents to participate fully in our strong, vibrant community; to be able to access social services and support as needed; to pursue their own personal sporting, recreational and cultural goals and to support others to achieve theirs.
Council Contributes to this Outcome For Example: by:
Maintaining and working to further develop Implementing Memoranda of Partnership with each relationships and partnerships with Iwi Iwi; Iwi Governance Committee; Additional Council resource to support relationship development; Joint projects and initiatives such as Waitangi Day celebrations
Supporting and promoting strong, capable Funding community development; Supporting community and sports groups, and their community/sports group proposals e.g. cricket and volunteers and encouraging participation in netball facility upgrades; Civic Awards to recognise teams volunteers; Funding Sport Wellington Wairarapa
Informing people about what is happening Media releases; Newspaper and radio advertisements; Council newsletters; Consultation processes; Council website; Community education programmes; Brochures and pamphlets
Supporting a vibrant arts and culture Funding and facilitating community events; community Supporting Aratoi; Implementing the Wairarapa Arts, Culture & Heritage strategy; Providing facilities that cater for a range of arts and cultural activities and performances
Supporting an equitable society Offering opportunities for all members of our community to participate in community consultation processes; Pursuing policies that consider the well- being of all members of our community; Implementing Equal Opportunities Policies within our own workplace; Implementing the Masterton East Project in collaboration with stakeholders
Engaging all sectors of our community Positive Ageing Strategy; Youth Awards to recognise young achievers; Supporting Youth Council; Youth development and youth initiatives such as ‘The Spot’; Supporting community groups and initiatives that reflect the diversity of our community
Encouraging people to be active Providing facilities to promote activity in parks, trails and gardens; Providing sports grounds and pools; Supporting and promoting other organisations’, healthy action initiatives and programmes; promoting cycle trails and promoting on-road cycling events
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LONG TERM PLAN 2015-2025
OUTCOME 4: A Knowledgeable, Learning Community
We want people in the Masterton District to have access to the knowledge they need, underpinned by quality educational opportunities.
Council Contributes to this Outcome For Example: by:
Providing library services and programmes Books and other items available to be borrowed; Community education programmes
Keeping pace with the latest technology for Online book renewals and requests; Access to e- public access in the library where this is books; Shared Library Management Services affordable
Encouraging and enabling access to the Supporting the roll-out of Broadband; Free internet digital world access in the library
Informing people about what is happening Media releases; Newspaper and radio advertisements; Council columns and newsletters; Consultation processes; Council website; Information brochures and pamphlets
Promoting improved education outcomes in Co-operating with the Wairarapa councils and other the Masterton District relevant groups towards achieving a Wairarapa Education Strategy; Library education programmes, including programmes in te reo to library education programmes
OUTCOME 5: An Easy Place to Move Around
We want our transport links to be efficient, reliable, convenient and safe.
Council Contributes to this Outcome For Example: by: Providing transport links Roads; Footpaths; Airport Promoting safe journeys Supporting and contributing funds to Wairarapa Road Safety Promoting safe alternatives to cars Cycle lanes; Footpath maintenance and upgrades; Advocating enhanced public transport within the Wairarapa Membership on the Wellington Regional Lobbying through the Wellington Regional Transport Committee and advocating better Transport Committee for more reliable, convenient train services to and from Wellington and efficient train services to and from Wellington
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LONG TERM PLAN 2015-2025
OUTCOME 6: A Reliable and Well-Maintained Infrastructure
We want to provide water supply, stormwater and waste-water systems in a cost effective way to address the present and future needs of the district.
Council Contributes to this Outcome by: For Example:
Maintaining our infrastructure Stormwater, wastewater and water supply maintenance programmes
Improving our infrastructure Homebush wastewater upgrades; LED street lights
Protecting our infrastructure Stopbanks; Earthquake resilience in new assets
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LONG TERM PLAN 2015-2025
Financial Strategy
Long Term Plan Overview
Masterton District Council’s financial performance and position over the last ten years has been dominated by infrastructure project expenditure. The gaining of a 25 year resource consent for the wastewater treatment and disposal plant for Masterton has resulted in investment of some $46 million dollars. Loan funding for this project has seen the Council’s external debt increase to over $50 million. The other major area of expenditure has been water and sewer reticulation renewals – the programme being funded from depreciation and loans.
The Council has been building its level of funding of depreciation expense since the 1990s. This now allows the majority of asset renewal work to be done without loan funding. There is also a policy of debt repayment built into financial planning of the Council. The debt on the wastewater project will be paid off at the expiry of the consent (2033/34) at which time new debt is expected to fund the next upgrade.
Looking forward, this Long Term Plan incorporates living within capped rate increases and a consistent level of renewal expenditure on roading, water, sewer and stormwater assets as well as ‘business as usual’ for all other Council services. The capital expenditure that results in increased levels of service is largely in the first five years of the LTP. The second five years sees debt being repaid and depreciation reserves building and so net debt will drop rapidly. Beyond 2025 significant investment in wastewater treatment and stormwater infrastructure is planned and the Council is expected to be in a good position to fund this work.
Financial Management Principles
All of our planning and policies are intended to deliver quality management of assets and services for ratepayers in a sustainable and affordable way. Our financial strategy is based on the following principles:
To look after our finances carefully for today and tomorrow (ie being prudent) To have an affordable budget over the ten years To prepare a balanced budget To look after our assets and infrastructure To spread the cost across today’s and tomorrow’s users (inter-generational equity) To spread the costs of assets across their useful life To apply the rates in a fair and equitable way
The end-point focus of the financial strategy is to ‘maintain service delivery while ensuring financial sustainability’. Asset management plans are a key tool in this strategy and form the basis for the renewals expenditure which is detailed in the LTP.
Looking after our Funds We have policies which control how much we can borrow, how we invest our funds, how we fund our services and how we divide up the rates.
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Financial Planning We prepare detailed plans every year and a ten-year plan and review of policies every three years. We produce summary versions of those plans for all ratepayers and we consult with our residents about what we plan to do. We report against those plans every year and our Annual Report is audited by Audit NZ.
The end-point focus of the financial strategy is to ‘maintain service delivery while ensuring financial sustainability’. In order to deliver services the Council needs to maintain and renew the assets with which we deliver services. To that end, asset management plans have been prepared and are the basis for forecast renewal expenditure programmes.
Rates Increases Rates income makes up approximately 68% of the Council’s operating income. Rates are paid by the property owners of the district and affordable changes in the level of those rates are a key aspect of the Council’s decision making framework.
The Council has set a limit on how much its rates income can increase – that limit is the Local Government Cost Index (LGCI) movement plus 1%. For the year 2015/16 the LGCI is forecast to increase by 2%, so Council is looking to stay at or below a 3% increase in its rates income. The impact on individual properties will vary depending on how their valuations have changed in 2014 and how the Council’s expenditure budgets translate through the Revenue & Financing Policy. The LGCI is calculated independently by BERL.
Across the ten years of the long term plan, the Council believes it can hold the increases it needs in its rates income to the limit it has set. The number of properties that Council can levy rates on is predicted as 12,190 in 2015/16 and increasing at 0.5% pa. In terms of additional rates that are generated by growth, the LTP modelling allows for 0.4% more rates income each year. The extra revenue from this growth is excluded from the rates income increase limits.
5.0% Rates % increases over 10 years are within the limit of LGCI +1%
3.7% 4.0% +1% 3.3% 3.3% 3.2% 3.1% 2.9% 3.1% 3.0% 3.0% LGCI increase
2.6% 2.0% 2.2%
1.0%
0.0% 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
Converted into actual dollar amounts, the rates increase limits are disclosed in the graph below. $ millions Quantified Total Rates Limit $40 Quantified Rates Limit $35 Total Rates per LTP $30
$25 $20
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LONG TERM PLAN 2015-2025
Urban Wastewater (Homebush upgrade) The Council’s financial planning has been dominated by this project for the last 6 years. It has been a $46 million upgrade of our wastewater treatment plant that will provide hugely beneficial environmental outcomes. The community’s ability to afford the new plant was flagged through the resource consent process and both the 2009 and 2012 LTPs. The majority of the capital expenditure is now completed and the impact on urban ratepayers has been felt through rate increases between 2010/11 and 2014/15.
Looking after our Assets Our Long-Term Plan provides funding to make sure our assets are well maintained and are replaced at the right time. In the early years of the LTP, depreciation reserves will be combined with new borrowing to do water trunk main and sewer renewal work that has been identified in our asset management plans. From Year 6, the programme of reticulation renewals is expected to largely match the depreciation funding coming from annual rates (no borrowing for renewals will be required).
Major water infrastructure investment is signalled in the LTP for water meters in year 5 and a storage dam in year 12. Both of these are provisions that have been allowed based on the assumption the new water take consent in 2017 will result in more restricted access to water from the Waingawa during times of low flow.
Borrowing to pay for new assets The capital works programme for infrastructure over the last six years has been largely funded by new loans and has taken the level of external debt from $14 million in 2009 to $54 million at the start of this LTP. Net of financial assets (net debt) the figure is $40.2 million. We are spreading the loan repayments over 25 years (the term of the consent to operate the Homebush plant) so that the cost of new assets is carried by future ratepayers. We have set prudent policy limits on our borrowing to ensure our community is not over-indebted. (see graphs over the page). We use interest rate risk management policies to protect against interest rate movements and provide a predictable cost of debt.
The Council’s ability to borrow is based on our ability, via a Debenture Trust Deed, to offer rates revenue as security. We have invested in the NZ Local Government Funding Agency (LGFA) to take advantage of the expected lower costs of borrowing via that entity.
The Council is expecting little need for new infrastructure driven by growth in the district, however where growth is expected to drive a need for investment, development contributions are taken from developers to fund specific new assets. The Development Contributions Policy is listed in the Assumptions and Policies section of the LTP and is based on charging under the provisions of the RMA and the Wairarapa Combined District Plan.
Debt Limits The level of debt forecast over the next ten years is represented in the following graph, alongside the limit the Council has imposed with respect to maintaining a prudent level of debt. The Council has also set a limit on how much debt servicing costs will be as a percentage of rates income and operating income. Those limits are: Interest on external debt not to exceed 10% of Operating Revenue Interest on external debt not to exceed 15% of Rates Income
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LONG TERM PLAN 2015-2025
$ millions Masterton District ‐ Net public debt projected 90 180%
80 Debt Limit: 150% of 160% 70 Income 140%
60 Net Debt as % of 120% Income 50 100% 40 80%
30 $ of Net Debt (total 60% debt, less financial 20 40% assets) 10 20%
0 0% 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
The limits and planned performance within those limits are expressed graphically as follows:
Debt Servicing Limits
16% Interest on external debt as % 14% of Rates Revenue 12% 10% Interest on external debt as % of Operating Revenue 8% 6% Limit against Rates Revenue 4% 2% Limit against Operating 0% Revenue
Reserve funds & Investments The Council has modest reserve funds built up from asset sales and depreciation on assets. The funds are invested externally and internally and the interest is used to offset costs for specific projects. In the first few years of this plan reserve funds will be drawn down at roughly the same level as funds are replenished from depreciation. The draw is largely for the renewal of assets. From year six of the LTP the depreciation funds begin building up more quickly as the renewal expenditure programme on reticulation assets reduces. Those funds are represented by investments which earn a return. The section on risk and resilience below is part justification for holding investment funds. The financial modelling has assumed the percentage returns on investments will be close to interest paid on debt. The treasury practice of maintaining separate external loans and investments has been used in projecting the financial position. There is potential to repay debt earlier or utilise more internal borrowing, but the LTP model does not provide for this. Financial investments are administered within the guidelines of the Treasury Management Policy. The primary objective of investing is the protection of the investment capital, with a
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LONG TERM PLAN 2015-2025
prudent approach to risk and return. In preparing the LTP, the Council has assumed an average return on fixed interest investments of 4.4% across the ten years. Our policies allow for some of the cash reserves funds to be used for internal borrowing. An internal interest rate is charged and set at mid point between market rates for loans and investments. The LTP model projects internal borrowing to be repaid, with the balance dropping from $4 million to $750,000 over the ten years.
Risk & Resilience The financial resilience of the Council in the face of unexpected costs is based on having financial assets of close to $16 million in year 1 and which climb to $43 million by year 10. The Council carries material damage insurance cover on all its buildings and significant above- ground assets. Also, the Council is a member of the Local Authority Protection Programme fund (LAPP) which is a mutual fund scheme designed to meet the Council’s 40% obligation to meet the costs to restore underground infrastructure in the event of a disaster. The balance of 60% is expected to be met by central Government’s Disaster Recovery Fund.
Damage to roads and bridge assets in the event of a natural disaster (including flooding) will be funded by way of the Council’s annual roading budget, Council’s roading reserve funds and recoveries from NZTA based on their share of the costs of repairing the damage incurred.
Balancing the books and Cash Surpluses The Local Government Act steers Councils to run a balanced budget. That is a budget where operating income is greater than operating expenditure. The long term plan does achieve that position in year one, and from year two it achieves consistent surpluses and increasing cash reserves.
The graph below shows the balanced budget position across the ten years.
Operating Revenue vs Expenditure $ millions $60
$50
Operating $40 Revenue $30 $20 Operating Expenditure $10 $0
There are building cash balances through the ten years which are taken account of in reporting ‘Net Debt’. Future councils may decide to use the funds to repay debt earlier than planned or commit more funding to renewals expenditure.
In general, depreciation expense is recognised and income is budgeted to cover it, but not in all cases. The income for the roading activity is set to cover the costs of the whole expenditure programme - maintenance and renewals, but not depreciation. Rates and NZTA subsidy are the main income sources. Depreciation on roading assets is only ‘funded’ on certain assets Activities Page | 20
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where the annual programme does not cover their renewal (bridges for example). For those assets, only the Council’s share of the depreciation expense is funded. The NZTA subsidy is relied on to be available when the renewal takes place.
Over the ten years of the Plan we have built in consistent increases in the funding of depreciation, except on assets we do not expect to replace, allowing us to consistently achieve a surplus budget and remain financially sustainable. See the next page for detail of which assets this applies to.
Growing our Assets Little capital expenditure over the next ten years is driven by growth of the district. Where there is a need to invest because of growth demands, funding will be from loans and development contributions, which are charged to developers through the Wairarapa Combined District Plan.
$ 000's Long Term Plan ‐ Capital Expenditure 16,000
14,000 Growth 12,000 10,000 Level of Service 8,000 Increase 6,000 4,000 Renewals 2,000 ‐
Levels of Service We are planning to provide the same services at the same standard in most of our activities, but there are some areas (such as the urban water supply) where we are investing in assets and adding to operating costs to meet expected resource consent requirements. This investment will mean more rates funding required over the period of the LTP. The Council believes its cost structure is efficient. If significant operating cost savings were signalled as being needed, they will need to be achieved by reducing services. The Council has decided not to take that course of action.
Spreading the Cost We try to match the costs of a service with those who use it or benefit from it. Keeping services affordable is a key focus of the Council. The operating costs of services can be funded by rates, user charges, subsidies or reserve funds. The subsidy for most roading work is 57%, which the government collects from road user charges and petrol taxes.
User charges are applied in full or part, where the user can be identified and at a level that will not restrict access to the service.
Rating Policy The Council recognises that most of the rates charged are a property tax, as they are payable whether or not you use or benefit from a service.
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There has been little change to the way Council divides up the rates for the district. The rating model is based on an initial allocation of costs between urban and rural wards and then the selection of the most appropriate rating tool to charge specific costs. The allocation between wards creates an effective differential and all rates then become targeted rates in each ward – there is no General rate set across the District.
The mix of tools includes uniform (flat) charges, rates per $ of land value and rates per $ of capital value. The full policy allocations are detailed in the Revenue & Financing Policy.
The property revaluations which were effective in September 2014 will be applied in 2015-16 and will result in significant variability across different types of property. Many farm properties will see increases in rates because of their values increasing while other rural and urban properties had little value change.
In 2015/16 the rating mix will apply as follows:
Urban uniform and service charges 32.8% Urban Land Value rates 9.9% Urban Capital Value rates 57.3% Rural uniform charges 34.7% Rural Land Value rates 35.1% Rural Capital Value rates 23.7% Rural targeted services rates 6.5%
A table of example property rates changes for 2015/16 is listed below:
Rates Examples - MDC rates only Capital LV CV 2014/15 2015/16 Value (at Sept (at Sept 2014) MDC Rates Proposed Percentage rates examples include GST incr/(decr) 2014) Rates Change Masterton - residential, low value -3%$ 62,000 $ 150,000 $ 1,686 $ 1,721 2.1% Masterton - residential median value 0%$ 105,000 $ 225,000 $ 2,124 $ 2,178 2.5% Masterton - residential high value -1%$ 200,000 $ 405,000 $ 3,188 $ 3,257 2.2% Masterton - central, small area -2%$ 131,000 $ 325,000 $ 2,658 $ 2,721 2.4% Riversdale - beachfront -15%$ 122,000 $ 455,000 $ 1,846 $ 1,827 -1.0% Riversdale - non-beachfront 0%$ 122,000 $ 300,000 $ 1,735 $ 1,714 -1.2% Castlepoint -14%$ 245,000 $ 440,000 $ 1,989 $ 1,884 -5.3% Rural - lifestyle, 2 ha 0%$ 150,000 $ 465,000 $ 1,294 $ 1,278 -1.2% Rural - forestry 10%$ 1,510,000 $ 1,590,000 $ 4,112 $ 4,396 6.9% Rural - hill country farm 11%$ 3,100,000 $ 3,550,000 $ 7,843 $ 8,514 8.6% Rural - dairy farm 15%$ 6,000,000 $ 7,400,000 $ 15,460 $ 16,910 9.4% Rural - large farm 10%$ 6,600,000 $ 7,500,000 $ 19,491 $ 20,828 6.9% Commercial - industrial 0%$ 150,000 $ 770,000 $ 8,664 $ 9,018 4.1% Commercial - Queen St shop 0%$ 140,000 $ 405,000 $ 5,229 $ 5,405 3.4% Note: All rates exclude Greater Wellington Regional Council rates.
Riversdale Sewerage Scheme The Riversdale sewerage scheme was built in 2010-12 and paid for by a mix of capital contributions from property owners, a government subsidy, a Council subsidy and loan funding.
Many residents took up the option to pay off their capital contributions over time (5 years or 20 years). The 20 year payments are built into the funding model for the LTP. The Council is
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carrying a debt for the scheme which it expects to repay from capital contributions of new joiners and subdividers over time. The Council is charging operational rates based on ‘residential equivalent’ connections to the scheme.
Depreciation The Council has achieved a ‘balanced budget’ as per the statutory requirement in all years of the plan. However, a number of factors that influenced this result need clarification.
Full depreciation on Council assets has been recognised as an expense, but the Council has decided not to fully fund all depreciation (i.e. not fully allow for revenue to match the expense) on a number of specific assets.
In the roading activity, as noted above, the renewals programme is designed to maintain the road network in a constant state. Depreciation expense is recognised and renewals are capitalised. The value of the capital programme is funded by way of subsidies from the NZ Transport Agency (NZTA) and rates income. Those assets in the roading activity, which are not renewed on an annual programme, have depreciation funds allowed to cover the Council’s share after the NZTA subsidy.
Other assets where the depreciation expense is not fully funded and the reasoning for each are as follows:
Housing for the Elderly – to hold rents low and have no rates input, not all depreciation is covered by rental income. Renewals work is covered but full replacement will require external income assistance (e.g. government subsidies).
Rural Halls – no intention of replacement of at least half of these buildings. Recreation Centre – the redevelopment of this facility in 2003/04 was half-funded with external contributions of approximately $3.5 million. We are allowing funding of sufficient depreciation to cover replacement of plant and equipment and regular building renewals (e.g. painting etc). Not all depreciation is funded as we have assumed the future replacement of the facility will again attract external funding when it is required.
Water, sewerage and stormwater assets – the increase in depreciation expense that resulted from the 2014 asset revaluation was not able to be fully built into the budgets in Year 1, as the Council wishes to hold the rates increase at an affordable level. Subsequent years have allowed for the catch-up in depreciation funding of these assets. Refer to the Statement of Special Funds and Reserves in the Financial Statements section to verify that the flows into the infrastructure depreciation fund over the ten years of the LTP are sustainable when matched against the outflows on renewals.
The graphs on the following page summarise Operating Revenue and Operating Expenditure.
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Operating Revenue by source 2015‐16 $39.1 million $000's User Fees & Other income Charges $6,723 $571 1% 17%
Interest Income $778 2%
Roading Subsidies Rates $26,062 $4,597 12% 67%
Financial Contributions $378 1%
Operating expenditure 2015‐16 $38.8 million
Library & Archive 4%
Community Development, Arts & Culture 2% Economic Development 2%
Community Facilities & Property 7%
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Infrastructure Strategy 2015 - 2045
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Infrastructure Strategy 1. Context 1.1. Historic Masterton was founded in 1854 by the Small Farms Association. The association was led by Joseph Masters (after whom the town was named) and aimed to settle working people in villages and on the land. At first Masterton grew slowly, but as its farming hinterland became more productive it began to prosper. In the 1870s it overtook Greytown as Wairarapa’s major town. It became a borough in 1877 and was reached by the railway line from Wellington in 1880. This cemented the town’s position as the region’s main market and distribution centre. It did not quite qualify to be a city by 1989 when the minimum population requirement for that status was lifted from 20,000 to 50,000. 1.2. Geographic The Masterton District compromises of 229,500Ha of land located between the Tararua Range to the West and the Pacific Ocean to the East. The main urban area is Masterton located on the Wairarapa valley between the Ruamahanga, Waipoua and Waingawa Rivers. The Masterton District has 192km of water pipes, 172km of sewer pipes, 46.9km of stormwater pipes and 801km of roads. It has two water treatment plants and four sewerage treatment plants.
Figure 1: Masterton District
1.3. Population The population of the district increased slightly during the 1980s, rising from about 22,000 in 1981 to about 22,600 in 1991. The population has been relatively stable since, however the most recent 2013 census data does show an increase to 23,352. There are 18,129 urban and 5,223 rural residents.
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The Masterton District includes the following census area units: Rural: Homebush-Te Ore Ore; Opaki-Fernridge; Kopuaranga and Whareama; Urban: Masterton Central; Masterton West; Masterton East; Solway North; Solway South; Ngaumutawa; Masterton Railway and Lansdowne. Key characteristics of this population base include: 73% of the population lives in the urban area of Masterton. Those of Maori descent represent approximately 19.7% (compared with the national average of 16.2%). Overall, 24.5% of the population was aged between 0 and 17, and 25.8% were aged 60 years and over, compared with 24.6% and 19.8% respectively for New Zealand.
Table 1: Population movement for Masterton District
Year 1991 1996 2001 2006 2013 Total Population 22,556 22,758 22,617 22,623 23,352 Elderly population (age 60+) 3,636 4,179 4,593 5019 5,499 % Elderly of population (16%) (18%) (20%) (22%) (23%) The total population in Masterton is almost unchanged over the last 15 years, but the proportion of elderly population has increased by approximately 1-2% at each census count since 1991. The number/proportion of single occupant houses is steadily increasing and is now at 28.5 % compared with 22.9% for NZ. Minimum lot size is now 400m2 thus increasing density of housing over time. Figure 2: Statistics NZ Population Growth & Age Projections
Masterton District ‐ population projections (ex Masterton District ‐ population projections (ex StatsNZ) 35,000 StatsNZ) by age bands 33,000 9,000 31,000 Projection ‐ 8,000 29,000 high 7,000 27,000 6,000 0–14 25,000 Projection ‐ 5,000 15–39 23,000 medium 4,000 40–64 21,000 3,000 19,000 Projection ‐ 2,000 65+ 17,000 low 1,000 15,000 0 2013 2018 2023 2028 2033 2038 2043 2006 2013 2018 2023 2028 2033 2038 2043
1.4. Council Infrastructure The Council’s infrastructure is an important community asset accounting for 88% of the Council’s operating expenditure and 98% of its capital expenditure. It is essential to health, safety and transport and has a significant impact on the physical environment. Good infrastructure enables businesses and communities to flourish. Getting infrastructure spending right is a pre-requisite to determining how much the Council can spend on services that enhance the quality of life and attract people to live in Masterton. The Masterton District Council vision for its infrastructure and other activities is be a great place to live , visit and do business and to provide the best of provincial living. Key principles used to develop the Council infrastructure strategy are based on: The key infrastructure issues the community must address over the next 30 years: The main options for dealing with those issues; The cost and service delivery implications for residents and businesses of those options; and The Council’s current preferred scenario for infrastructure provision.
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1.4.1. Water Water assets are grouped by each population center in the Masterton District into water aggregated communities for analysis. The different water communities identified were: Urban fully served. Masterton is the only community in this group to date. Semi served (water only). Tinui is the only community in this group to date. Unserved (roof water). Includes Whakataki, Mataikona, rural schools (e.g. Mauriceville, Rathkeale and Whareama), rural halls, and private rural facilities (e.g. Ararangi Camp, Camp Anderson, Riversdale Motor Camp) Industrial communities with Building Act requirements for water and wastewater Private water supplies. This includes Castlepoint, Fernridge, Upper Plain, Mauriceville, Opaki and Taueru (Tauweru), and lastly the Wainuioru scheme which is owned by Council, but operated by a User Committee. Total water assets optimized replacement valuation as at 2014 was $79,420,000 The critical assets that are identified in the asset management plan are; The Kaituna Water Treatment Plant. The trunk main from Kaituna to the Masterton urban area. Urban storage reservoirs, Upper Plain, Titoki Street, Tinui, & Manuka Street. Water supply levels of service are summarised as; Providing an efficient and effective water supply systems. Providing a water supply services in a way that is acceptable, safe and has minimal environmental impact. We may need to further restrict access to urban water in times of low river flow. 1.4.2. Wastewater The main wastewater systems in the Masterton district are located in Masterton, Riversdale, Castlepoint and Tinui. They comprise the following: Masterton – utilises an urban wastewater reticulation network and a treatment plant with waste stabilisation ponds that dispose primarily to border strips and supporting infrastructure and then to the Ruamahanga River. Riversdale – a wastewater reticulation system and a treatment plant with land disposal via an irrigation scheme. Castlepoint – a wastewater reticulation system and a waste stabilisation pond followed by three wetland cells. Tinui – a wastewater reticulation system, then discharge to constructed wetland. Total wastewater assets optimized replacement valuation as at 2014 was $125,542,000 The critical assets that are identified in the asset management plan are; The Colombo Road siphon Homebush wastewater treatment facility The wastewater trunk mains network Pump stations. Wastewater waste levels of service are summarised as; Providing efficient and effective wastewater systems for the collection, transfer and disposal of wastewater. Providing wastewater disposal that is acceptable, safe and has minimal impact on the environment. Delivering inspection, monitoring and enforcement services of trade waste disposal to protect community health and safety. 1.4.3. Stormwater The stormwater system consists of 36km of pipes and approximately 800 manholes and 4km of river stop banks along the Waipoua and Ruamahanga rivers. There are also some retention embankments for high flow management. Council also contributes to designated stop bank protection works on the Waingawa and Ruamahanga Rivers. Total stormwater (including rural) assets optimized replacement valuation as at 2014 was $30,961,000
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The critical assets that are identified in the asset management plan are; The Chapel Street (Town) Drain Waipoua Stop bank Stormwater waste levels of service are summarised as; Providing an efficient and effective stormwater system to minimise the impact of heavy rainfall and reduce flooding risk. Delivering stormwater services in a manner that is acceptable, safe and where possible enhances the environment 1.4.4. Solid Waste Solid waste assets facilitate the collection and transportation of solid waste. Assets are located at the following locations: Nursery Road Transfer Station (inclusive of the recycling centre), residual waste transfer station, closed landfill and associated amenities. There are monitored closed landfills situated at Hastwell, Tinui, Castlepoint, Riversdale and Mauriceville. Total solid waste assets optimized replacement valuation as at 2014 was $1,229,000 There were no critical assets identified in the asset management plan. Solid waste levels of service are summarised as; Providing efficient and effective solid waste management facilities and solutions across the district. Operating the rural and urban transfer, composting and recycling operations in a safe and environmentally-sensitive manner 1.4.5. Transport (Roading and Airport) There are approximately 278km unsealed and 523km of sealed carriageway in the roading network. The network also includes approximately 200km of footpaths, 2500 street lamps, 3700 signs, 40km of drainage culverts as well as kerbing, channels and associated drainage structures. Hood Aerodrome has a 1250m sealed runway, three grass runways, a terminal and multiple privately-owned hangers and buildings. The roading assets optimized replacement valuation as at 2014 was $599,083,000 Hood Aerodrome runway assets optimized replacement valuation as at 2014 was $3,617,000 The critical assets that are identified in the asset management plan and the Wairarapa Lifelines project as being the important routes on those roads that are vulnerable to natural hazards; Masterton – Martinborough (Te Whiti Road) Opaki – Kaiparoro Road Whangaehu Valley Road Te Ore Ore – Bideford Road Masterton – Castlepoint Road Blairlogie – Langdale Road Riversdale Road. Homewood Road. Upper Plain Road. Masterton Stronvar Road. Manawa Road. Mataikona Road. And the bridges that were considered to be critical assets on those routes, are; Tinui Bridge Double Bridge. Taureu Bridge. Whakatahine Bridge. Brancepeth Bridge. Black Swamp Bridge. Homewoord Bridge (#7). Roading levels of Service are summarised as; Roads and urban streets are provided to ensure a safe and well maintained roading network. Footpaths are safe, well maintained and accessible.
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A range of on and off street parking opportunities is provided.
1.4.6 Community Facilities The Council community facilities include the library, town hall, rural halls, community housing, cemeteries, reserves, the swimming pool, Mawley Park camping grounds, sport facilities and fields. Total community assets optimized replacement valuation as at 2014 was $18,657,800 and land valuation was approximately $16,676,000 There were no critical assets identified in the asset management plan. 1.5. Historical Operating Expenditures Historical operating expenditures are summarised in the following graphs, information is sourced from MDC annual reports and are in $000’s.
Figure 3: Historical Operating Expenditures
Note: Includes increased costs associated with the Homebush treatment plant upgrade
Maintenance strategies have been developed to achieve cost effective maintenance to maintain assets to meet the intended levels of service. Council has determined that the most effective way to achieve this objective is to contract out the network maintenance works to commercial contractors. Masterton District Council will review the cost-effectiveness of the current arrangements for meeting the needs of the community within the district for good-quality local infrastructure, local public services, and the performance of regulatory functions according to the LGA act 2002 (section 17a) in 2015.
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1.6. Data confidence Data confidence is rated for all asset streams in the Asset Management Plans and is summarised in this table.
Figure 4: Data confidence
2. Principles The following principles and issues set out the long-term approach used to managing the Council’s infrastructure. 2.1 Renew or replace assets The objective of infrastructure asset management is to create, operate, maintain, rehabilitate and replace assets at the required level of service for present and future customers in a cost effective and sustainable manner. Capital investment decisions are determined by the following considerations: When should existing infrastructure be replaced? When should the council invest in improving the existing service? How much needs to be invested to provide infrastructure for a growing community? The Asset Management Plans for each infrastructure activity provide the details of the renewal programme. 2.2 Response to community growth or decline Projections suggest that, without intervention, the population will remain relatively stable with slight decline more likely than growth. Council’s Economic Task Group has identified growth as a key objective and will be working to promote this. Existing Council systems and services (such as Kaituna water supply and the Homebush wastewater treatment plant) have the capacity and capability to accommodate increasing development or demand resulting from economic or population growth demands that are beyond the current projected growth forecasts. Projections suggest that the population will remain relatively stable, with a slight decline more likely than growth. Population is therefore unlikely to impact on future demand as much as other factors might. Growth projections for the Masterton District are for a stable population and are outlined in section 1.3 of this document. This, and the other associated demographic assumptions, are carried through into the Asset Management Plans for the different infrastructure areas.
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2.3 Lifecycle Renewals The Optimised renewal decision making (ORDM process) is this primary basis for making lifecycle renewal decisions. This process is a risk based methodology which assesses the probability of each failure mode (including structural, capacity, performance, age, operational and performance) and the consequence (or damages) of the failures. A scoring system of 1 to 5 is employed to quantitatively assess the risk components. For example, structurally failed sections will attract a failure mode probability of 5. The risks of failure (for each failure mode) of each section are assessed and calculated by quantifying the product of their probability and consequence of failure. Assets with a high risk of failure are then ranked and the top group is included in the priority 1 list. However, it must be noted that the ongoing programme of collecting further asset information and variation of market prices for asset renewal/replacement, as well new technology advances in the associated industries, mean that the priority list is provisional and will be subject to change with new information. Lifecycles of renewed assets vary depending on type but are typically 17 years for road reseals, 25 years for footpaths and 60 to 80 years for pipework. 2.4 Planned increase or decrease in the levels of service Levels of service are assumed to be maintained at current levels in this programme. If level of service changes are made, these will be incorporated in future Long-Term Plans. Key factors in determining any changes to the current levels of service are affordability, user expectations and the willingness of the community to pay. Council will continue to consult with the community through this infrastructure strategy and Long-Term Plan in order to achieve the correct balance between long-term investment in infrastructure and short-term concerns about cost and levels of service. 2.5 Maintain or improve public health The Ministry of Health has an ongoing programme of improving standards for small and rural drinking water suppliers. Ongoing infrastructure investment is required to achieve compliance with these standards. This will raise affordability challenges for users of small supplies into the future. 2.6 Natural Resources Plan The Greater Wellington Regional Council is in the process of preparing a Natural Resources Plan (to replace the Regional Plan) that will set targets and rules for all activities in the Wellington Region that have the potential to affect the natural environment, biodiversity and landscape values. The plan has potential to significantly impact on the Council’s infrastructure requirements, especially the potable water and wastewater treatment plants. The most likely requirements of the Natural Resources Plan are included in this strategy, but will be subject to the plan’s final adoption. 2.7 Demand Drivers It is possible that factors in the future could change the demand on Council infrastructure assets. The asset management plans provide an analysis of these drivers and possible impacts and are summarized below.
Table 2: Demand Drivers Demand drivers Future Impact Future possible operational demands Population Low Unlikely to impact on demand Commercial Influences Low/Med Demand is expected to increase at the Waingawa Industrial area Climate Med Demand likely to increase in hotter/ drier periods and ability to supply may be reduced Activities Page | 32
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Tourism No/Low Unlikely to impact on demand Land Use Low/Med Demand may increase from large wood processing sites supplied by Kaituna and/or Tinui Improvement in the level of Med Although demand for quantity is not expected service to change, demand for improvement in water quality is anticipated Changes in customer Low/moderate Outcomes from public consultation expectations Water standards Moderate/High More stringent standards applied to water production and to rural water schemes. Wastewater Volume/ Mix Low Negligible Solid waste Volume/Mix Low/moderate Unknown Transport traffic volumes Moderate Increased maintenance and renewal program Heavy Class Vehicles Moderate Lifting weight restriction from some posted bridges Pastoral Farming practices Low No Impact Land use (in particular Moderate/High Construction of an eastern bypass for Forestry) Masterton was investigated in 2011 and found not economically viable. The report is to be reviewed in 2016. Footpath’s (Elderly Moderate Footpath surfaces and widths will population) increasingly need to be upgraded to accommodate growing numbers of mobility scooters The usage of walkways and Low Review of the trails network other passive parks facilities Parks playing surfaces Low Review the requirements of each park facility
2.8 Provide resilience for infrastructure 2.8.1 Climate change and stormwater protection Climate change will increase the risks from natural hazard events that already occur within the District, particularly as a result of: Sea level rise: exacerbating the effects of coastal erosion and inundation and of river flooding in low lying areas, especially during storm surge; Increased frequency and intensity of storm events: adding to the risk from floods, landslides, severe wind, storm surge, coastal erosion and inundation; and Increased frequency of drought: placing pressure on water resources and increasing the wildfire risk. More frequent droughts may also affect the security of water supply. Currently the Council relies on adequate water flows from the Waingawa River and has no stored water for a prolonged drought. Council’s overall approach in response to these effects is to manage through mitigation of causes and adaptation to effects. Policies and responses will need to be robust to a range of possible futures, rather than relying on a single ‘forecast’. Climate change is projected to have the impacts shown in the table below on the Masterton District coast. These are expressed as a range, as there are several scenarios considered when making projections.
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Table 3: Climate Change Projections for Masterton.
By 2090, Seasonally the Region could expect… Spring 1.8°C temperature rise & 4% less rain Summer 2.2°C temperature rise & 4% more rain Autumn 2.1°C temperature rise & 3% more rain Winter 2.1°C temperature rise & 7% less rain Sea level Rise 0.8 metres Source: MFE - *Projected changes are relative to 1990 levels. The numbers provided are mid-range estimates of what the change is projected to be, and should not be taken as definitive values.
2.8.2 Increased Flood Risk As well as the main township of Masterton, our district has other smaller communities such as Castlepoint, Taureu, Tinui, Mauriceville and Riversdale. Two of these communities are situated along its coastal edge. The urban developments are subject to flooding from the many streams and rivers which drop fast out of the ranges and then slow down and spread out on the plain on their way to the sea. In high rainfall events, the volume and rate of flow of the water coming down the waterways rises quickly and residual ponding, once the waterway levels have dropped, can be significant. The climate change projections suggest that very heavy rainfall events are likely to become more frequent, especially in the Tararuas during north-westerly storms and the Wairarapa during southerly storms. This will present very significant challenges to the Council in the way it manages its assets. Stormwater eventually finds its way to the sea. The level of the sea at the time the stormwater is flowing down the rivers has an effect on how fast and how much of the stormwater can drain away. If the sea level is high enough, it can prevent the water flowing away out to sea causing it to back up and overflow inland. The rise in base sea level is caused in part by rising ocean temperatures – heated water expands. In addition to this effect, rising ocean temperatures mean that storms generated at sea will contain more energy, for example be more intense. This in turn means that storm surges and wave heights will be higher. All of these factors combine to significantly increase the risk of inland flooding on the district’s coastal plains. Greater Wellington Regional Council (GWRC) has recently collated data gathered from 20 years’ research and new data using aerial photos, electronic flood mapping tools and a range of analytical techniques to identify hundreds of Masterton properties as being at potential increased risk of flooding. The Council is working with Greater Wellington Regional Council (GWRC) to confirm predictions for flood events. The overriding issue is to ensure timely protection measures are in place against a 1 in 100 year flood to preserve our community and our economy. Until levels are confirmed, and any mitigation required is in place, there may be implications for any proposed developments in the CBD, the library project and the town’s overall economic development. 2.8.3 Earthquake resilience The Masterton Town Hall is rated at 40% per cent of current earthquake standards and upgrading, while possible, is expensive. Parts of Masterton are built on old flood plains that could be subject to liquefaction in a major earthquake. Part of the Council’s bridge and reticulation renewals programme involves using different construction methods and materials to provide greater earthquake resilience in pipelines. Council does not consider that this risk is so great that it should bring forward its renewals programme. Instead, it will address resilience at the time pipes and bridges are replaced.
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3 What work is planned? 3.1 Significant infrastructure Significant Council infrastructure is identified in each Asset Management Plan. The expected asset lives are set out in detail in the Council’s statement of accounting policies. Council has physically inspected approximately 30% of the reticulation network and confirmed that its condition is consistent with the accounting lives being used in these forecasts. It will continue a physical inspection programme, focused on the most critical parts of the network servicing large numbers of properties, essential services and businesses.
3.2 Work programme assumptions The Asset Management Plans also detail the projected work programme associated with the management and renewal of assets. This work programme is based on the following assumptions. There are no significant proposed changes to current levels of service. Inflation is based on projections by BERL for the local government cost index. The lifecycle of assets, demand forecast, resilience and regulatory compliance are based on the principals contained in section 2 of this strategy. Resource consents will be obtained for all proposed major projects. Consent risks have been included in the option assessment and project selection. The NZTA funding assistance rate (FAR) remains at 57% and that NZTA will continue to provide funding to maintain the network at its existing condition. The current state of engineering technology remains unchanged. The Council has already adopted developments that both lower the cost of replacing pipes, for example by using trenchless construction technologies, and allow pipes to be treated in ways that extend their lives for several decades such as by inserting new linings in existing pipes. Future technological developments have not been factored into this strategy. No natural hazard events that impact on planned business as usual in a major way have been factored into the work programme. However the Council continues to plan and prepare for hazard events Treaty of Waitangi settlements will not significantly affect current governance arrangements of infrastructure assets. These assumptions have all been assessed with a low level of uncertainty based on information collected. Particular risks associated with individual projects are included in the option assessment in section 4.
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3.3 Renewal Programme The graphs below show the expected renewal profiles for the Council’s water, sewer, and stormwater networks. The performance of the network typically deteriorates gradually over time. Therefore, it is not critical that any particular asset is replaced in the specific year shown. Council will smooth the planned renewal programmes based on the optimised renewal decision process to achieve a balance between optimal timing of replacement, keeping funding demands on ratepayers even, and ensuring that work that affects street surfaces is integrated with the Council’s street resealing programme. The Council has no plans to differ or delay the renewals programme specified in the asset management plans for any infrastructure assets. Figure 5 Projected annual water supply network renewal programme
Pipe material Length AC 5734.13 PVC 690.45 Steel 11820.44 Cast Iron 10861.61 Lined Steel 3030.60 Spiral Steel 10201.11 Not known 12.28 Total 42350.65
Figure 5 shows that the Council will replace on average 1.5 km of its water reticulation pipeline following the renewal of the trunk mains in Upper Plain Road. The Council’s new asset management system programme will assist with updated predictions once installed and operational. Figure 6 Projected annual sewer network renewal programme
Pipe material Length AC 1245.04 STEEL 265.49 Earthenware 25921.38 PVC 127.74 Concrete 6714.65 Not known 7781.86 Total 42056.18
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Figure 6 shows that the Council will renew approximately 1.4 km of its sewer reticulation in any one year of the programme. The Council’s new asset management system programme will assist with more accurate prediction once installed and operational. Figure 7 Projected annual stormwater network renewal programme Typically, stormwater pipes have a longer life than water and sewer pipes. Therefore, over the life of this strategy, there is a relatively constant stormwater renewals programme.
3.4 Risk & Resilience The financial resilience of the Council in the face of unexpected costs is based on having cash reserves of $14 million in year 1 and which climb to over 30 million by year 10. These funds are available to meet immediate recovery costs and would be expected to be reimbursed once appropriate funding sources are confirmed. The Council carries material damage insurance cover on all its buildings and significant above-ground assets. Also, the Council is a member of the Local Authority Protection Programme fund (LAPP) which is a mutual fund scheme designed to meet the Council’s 40% obligation to meet the costs to restore underground infrastructure in the event of a disaster. The balance of 60% is expected to be met by central Government’s Disaster Recovery Fund. Damage to roads and bridge assets in the event of natural disaster events (including flooding) will be funded by way of the Council’s annual roading budget, Council’s reserve funds and the NZTA share of the damage incurred.
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4 Significant Council decisions required Significant Council decisions about capital expenditure will be required over the life of this plan. These decisions, most likely scenarios, timings and options are listed below.
4.1 Maintenance and renewals of existing assets
The proposed scenario for the operation, maintenance and renewal work programme for the three waters and roading networks is summarised in section 3 and has an estimated cost of $30.1 million per year rising to $35.6 in 2025/26. The principal alternative is to reduce or defer the maintenance and renewal spends resulting in a reduction in asset condition and performance, risking a reduction in the levels of service provided by the three water networks. It would also have implications for rural roads and bridges with the forecast increased in the forest harvest and the increase in truck capacity currently being implemented by the central government’s HMPV and 50 max programs. The financial impact of deferring maintenance is difficult to quantify for an entire network but inevitably the disruption and renewal costs of a failed asset are greater than if the work was undertaken in a timely manner.
4.2 Homebush Wastewater treatment plant upgrade / consent review The Natural Resources Plan will require the Council to further reduce treated wastewater discharged into the river. The most likely scenario and timing of this will be subject to further consultation with iwi, GWRC and the community. Options for increasing treatment capacity to further reduce the need to discharge the treated effluent into the river include: 1. Construction of wetlands. 2. Further treatment of effluent to Fonterra standards for use on adjacent dairy farms. 3. Construction of further irrigation areas on Council-owned land. 4. Construction of a reticulation system for treated effluent for irrigators to use. 5. Construction of additional pond capacity for the storage of winter flows. A budget provision of $1.5 million is allowed for in the work programme for the implementation of the selected option, with a further $37 million provision allowed for a plant upgrade to stop treated wastewater discharges to the river when the current consent expires in 2034. It is noted that until the Natural Resources Plan is fully implemented, the Homebush upgrade timetable and scope creates significant uncertainty for the Council. The financial impact of the alternative options will be part of the consultation process.
4.3 Water Treatment Plant Consent Renewal A consent renewal to take up to 40,000m³ of water/day (463 Ips) from the Waingawa River for public water supply is due in 2017. The most likely scenario is that the Natural Resources Plan will require that the maximum water take to be reduced to meet the health needs of the community only during periods of low flow in the Waingawa River. Untreated water storage dams ($5 million) will need to be constructed and water meters installed on all users (up to $5 million) to ensure the expected water demand is managed. The principal alternative to these measures is to restrict supply to commercial and domestic users at times of low flow in the rivers. It is noted that until the Natural Resources Plan is fully implemented, the water treatment plant upgrade timetable and scope creates significant uncertainty for the Council. The financial impact of water restrictions is dependent on finalised rules of the Natural Resources Plan.
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4.4 LED Streetlights It is planned to upgrade the street lighting in the Masterton urban area with LED technology at a cost of $0.7m starting in 2017. The driver for the upgrade is a combination of reduced electrical and maintenance costs. The alternative to replacement is to continue with the current lamps and fittings with the financial impact of not realising approximately $60,000 per year of electricity savings.
4.5 CBD Streetscape Redevelopment The redevelopment of the CBD streetscape ($3.5 million) is proposed for 2018/19. A vibrant and attractive retail and services area is critical to the economic success and image of the town. Most likely scenario for the redevelopment will be to repurpose the uses of the CBD and will include a combination of new street furniture, plantings, artwork, lighting, green space and mobility changes. The scope and timing of this redevelopment will be subject to consultation with the community. The principle alternative is not to undertake this work or to reduce its scope. The financial benefits of the redevelopment are to be established in the design concept work planned.
4.6 Rural Water Drinking Water Supply Treatment standards have changed over time and society now expects higher graded water treatments for all supplies. Drinking water standards may be applied to what were originally non-potable networks. This will lead to more expensive treatment facilities being required, along with the associated maintenance costs necessary to manage the supplies. The choices are to comply with the drinking water standards for these rural schemes or alternatively close those schemes that require a greater investment to reach the standards than the users are willing to invest in. A provision of $355,000 has been made to assist rural schemes in meeting these standards with the costs to be recovered from the uses over time.
4.7 Earthquake resilience A provision of $2.265 million for strengthening work on Council buildings in included in the plan. Details of strengthening work requirements are dependent upon building code changes still to be finalised by the Government and the community priorities the Council determines for its buildings. The principle alternative to this is for demolition of buildings that are not cost effective to strengthen. The financial impact of demolition will have to be undertaken on a case by case basis as strengthening work requirements are established.
4.8 Community Infrastructure Projects ‐ Netball upgrade This project is part of the upgrade of sports facilities considered in the sports facility strategy and the Council has been advised that the current facilities are not adequate to meet current and future needs. The most likely scenario is resealing the existing courts, extending off-street parking and upgrading the building/pavilion. The principal alternative is to build an indoor stadium to cater for senior grade netball, inclement weather and enable regional competition games. This option, that has financial implications for other indoor sports, will be investigated during the 2015/18 period for inclusion in the 2018 long term plan.
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Resurfacing the netball courts is necessary for player safety and if not resurfaced will result in further deterioration. Additional off-street parking is likewise considered to be a safety issue but will not completely eliminate the need to park on the street.
4.9 Community Infrastructure Projects – Library extension This project is a response to changing roles and services that libraries ae expected to provide. The current space in the library is below the recommended standard for the population of Masterton and limits display of materials and space for programmes. The most likely scenario is to extend the floor space of the library. Work is being undertaken to review the options on the current site. The proposed provision is $1.15 million in 2016/17 to be funded by a loan. Co-locating the archives from its leased site to within the library building is an option that will be considered. The principal alternatives are to relocate to a larger building or purpose build a new library on a new site. The other option is to make do with the current building and review the need once the impact of e-books on space requirements is clearer. The planned feasibility will establish the financial implications of the extension and it alternatives.
Table 4 Summary of the most likely scenarios Item Issue Timing Costs
4.1 Operation, maintenance and renewals of existing 2015-2025 Averaging network assets $34.1m/year 4.2 Homebush Wastewater Treatment Plant Upgrade 2016/17 & $38.5m / Consent review 2035 4.3 Water Treatment Plant Upgrade / Consent 2019/20 $10 m Renewal 4.4 LED Streetlights 2016/18 $0.7m 4.5 CBD Streetscape Redevelopment 2018/19 $3.5m 4.6 Rural Water Drinking Supplies 2017/18 $0.355m 4.7 Earthquake Resilience 2016/18 $2.265m 4.8 Netball Upgrade 2015/17 $0.5m 4.9 Library Improvements 2017/18 $1.2m
5 Funding of Capital Expenditure The Council’s policy with regard to the funding of capital expenditure is to: - Fund roading renewal expenditure from NZTA subsidies and annual rates - Fund the replacement programme of other assets from depreciation reserve funds to the extent that those funds are available. Where depreciation reserves are insufficient, loan funding will be used. - Fund assets which increase levels of service by borrowing/loans - Fund assets needed because of growth, from developers, either by the developer providing the infrastructure or developers making financial contributions at the outset of the development. The early identification of the need for new assets driven by growth allows a long lead time for more developments to contribute and funds to accumulate prior to the upgrade being needed. These policies are further detailed in the Council’s financial strategy.
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Figure 9: 10 year Infrastructure Expenditure Forecasts
Expenditure Forecasts $ Total Council 10 years 50.0 45.0 40.0 Operating expenditure 35.0 30.0 25.0 Capital expenditure 20.0 15.0 10.0 5.0 ‐ 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
Expenditure Forecasts $ millions Roading 10 years 8.0 Operating expenditure 7.0 (excl depreciation) 6.0 5.0 Depreciation 4.0 3.0 2.0 Capital & renewals 1.0 expenditure ‐ 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
Expenditure Forecasts $ millions Water Supplies 10 years 7.0
Operating expenditure 6.0 (excl depreciation) 5.0
4.0 Depreciation 3.0
2.0
Capital & renewals 1.0 expenditure ‐ 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
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Expenditure Forecasts $ millions Wastewater 10 years 6.0 Operating expenditure (excl depreciation) 5.0 4.0
Depreciation 3.0
2.0
Capital & renewals 1.0 expenditure ‐ 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
Expenditure Forecasts $ millions Stormwater 10 years 0.8 Operating expenditure 0.7 (excl depreciation) 0.6 0.5 Depreciation 0.4 0.3 0.2 Capital & renewals 0.1 expenditure ‐ 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
Expenditure Forecasts $ millions Community Facilities* 10 years 14.0
Operating expenditure 12.0 (excl depreciation) 10.0
8.0 Depreciation 6.0
4.0
Capital & renewals 2.0 expenditure ‐ 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Community facilities include solid waste, parks, recreation, airport, property and the library.
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Figure 10: 30 year Infrastructure Expenditure Forecasts
$ millions Network Infrastructure Total Operating & Capital Expenditure projected for 30 Years $60
Operating Expenditure $50 Capital Expenditure $40
$30
$20
$10
$0
Note: Capital expenditure peaks in 2026, 2027 and 2031, 2032 are provisions for costs, funded by borrowing, associated with stormwater, water and wastewater treatment potential upgrades assumed to be required by the new Natural Resources Plan. Only the four network services are included in the graph above
$ millions Infrastructure Strategy 2015‐45 Roading: Summary of Expenditure 120 Operating 100 Expenditure 80 Capital 60 Expenditure
40
20
‐ Years 1‐5Years 6‐10 Years 11‐15 Years 16‐20 Years 21‐25 Years 26‐30 Note: Capital expenditure in Year 11 includes provision of $10.4m to upgrade the Mataikona Road.
$ millions Roading Capital Expenditure Analysis 50.0 45.0 40.0 35.0 Growth 30.0 25.0 LOS 20.0 Renewal 15.0 10.0 5.0 ‐ Years 1‐5Years 6‐10 Years 11‐15 Years 16‐20 Years 21‐25 Years 26‐30
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Infrastructure Strategy 2015‐45 $ millions Water Supplies: Summary of Expenditure 40
35 Operating 30 Expenditure 25 Capital 20 Expenditure 15 10 5 ‐ Years 1‐5Years 6‐10 Years 11‐15 Years 16‐20 Years 21‐25 Years 26‐30 $ millions Water Supplies Capital Expenditure Analysis 25.0
20.0
15.0 Growth LOS 10.0 Renewal 5.0
‐ Years 1‐5Years 6‐10 Years 11‐15 Years 16‐20 Years 21‐25 Years 26‐30
$ millions Infrastructure Strategy 2015‐45 Waste Water: Summary of Expenditure 90 80 Operating 70 Expenditure 60 50 Capital Expenditure 40 30 20 10 ‐ Years 1‐5Years 6‐10 Years 11‐15 Years 16‐20 Years 21‐25 Years 26‐30 $ millions Wastewater Capital Expenditure Analysis 80.0 70.0 60.0 50.0 Growth 40.0 LOS 30.0 Renewal 20.0 10.0 ‐ Years 1‐5Years 6‐10 Years 11‐15 Years 16‐20 Years 21‐25 Years 26‐30
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LONG TERM PLAN 2015-2025
$ millions Infrastructure Strategy 2015‐45 Stormwater: Summary of Expenditure 30 Operating 25 Expenditure 20 Capital 15 Expenditure
10
5
‐ Years 1‐5Years 6‐10 Years 11‐15 Years 16‐20 Years 21‐25 Years 26‐30 $ millions Stormwater Capital Expenditure Analysis 30.0
25.0
20.0 Growth 15.0 LOS 10.0 Renewal
5.0
‐ Years 1‐5Years 6‐10 Years 11‐15 Years 16‐20 Years 21‐25 Years 26‐30
$ millions Infrastructure Strategy 2015‐45 Community Facilities: Summary of Expenditure 140 120 Operating Expenditure 100 80 Capital 60 Expenditure 40 20 ‐ Years 1‐5Years 6‐10 Years 11‐15 Years 16‐20 Years 21‐25 Years 26‐30 Note: capital expenditure for this activity has not been forecast beyond year 15 (2030)
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Activity Statements
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Roading (Roads, Streets, Footpaths and Parking)
What do we do?
The Council constructs, manages and maintains the road, street and footpath networks including pavements, bridges, traffic services and streetlights throughout the Masterton District. We own and maintain off-street car park spaces and on-street metered time-limit spaces.
Why do we do it?
The Council attaches a high priority to the role that it plays in the provision of roads, streets and footpaths, each contributing to:
sustainable economic growth through safe, economic and efficient transportation of traffic, goods and services; sustained availability within the district of the roading network and passenger transport, especially in relation to the town centre; personal mobility at levels satisfactory to the community and consistent with the Council’s objectives for the physical environment; movement of goods at levels consistent with efficient business operations; accommodation of utility services to enable continuous supply for existing consumers and for property protection; safe, comfortable and efficient access within the urban area for the movement of pedestrians, cyclists and mobility scooters; an enhanced walking and cycling culture in order to improve community health.
The Council’s involvement in roading is supported by the Local Government Act 2002, Local Government (Rating) Act 2002, Land Transport Management Act 2003 and the Land Transport Strategy. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
The key community outcomes that roads, streets and footpaths contribute to are:
A Reliable and Well Maintained Infrastructure. An Easy Place to Move Around. A Strong, Resilient Economy. An Active, Involved and Caring Community.
This activity also makes a contribution to:
A Sustainable, Healthy Environment. A Knowledgeable, Learning Community.
How will we do it?
Levels of Service Roads and urban streets are provided to ensure a safe and well maintained roading network. Footpaths are safe, well maintained and accessible. A range of on and off street parking opportunities are provided.
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Performance Measures Outcomes Level of Service Performance Baseline Performance Measures 2013/14 Targets 2015/16 2016/17 2017/18 Years 4-10
Roads and urban Percentage of 79% Maintain Maintain Maintain Maintain
streets are provided customers satisfied (Peer group: satisfaction level satisfaction level satisfaction level satisfaction to ensure a safe and with the condition of 73%) over an average over an average over an average level over an well maintained the roading network of the three of the three of the three average of the roading network latest surveys latest surveys latest surveys three latest and within 10% and within 10% and within 10% surveys and of peer group of peer group of peer group within 10% of average average average peer group average
Mandatory Network smooth At least 90% At least 90% At least 90% At least 90% The average quality travel exposure: of ride on a sealed 91% in October local road network, 2014 measured by smooth travel exposure.
Mandatory New measure. Reduction on Reduction on Reduction on Reduction on The change from the There were 2 previous year previous year previous year previous year previous financial fatalities and 4 year in the number serious crashes of fatalities and in the 2013/14 serious injury financial year. crashes on the local road network, expressed as a number. Cycle usage at key 4 monitor sites Survey 4 Survey 4 Survey 4 Survey 4 sites is monitored to are surveyed monitor sites monitor sites monitor sites monitor sites assess demand for annually. annually annually annually annually
An Easy Place to Move Around A Strong, Resilient Economy cycle facilities
Mandatory New measure. Maintain the Maintain the Maintain the Maintain the The percentage of The Asset average. average. average. average. the sealed local Management road network that is Plan anticipates resurfaced 5-6% in an average year.
Footpaths are safe, Percentage of 64% Maintain Maintain Maintain Progressively well maintained and customers satisfied (Peer group: satisfaction level satisfaction level satisfaction level increase level of accessible with the condition of 71%) over an average over an average over an average satisfaction to the footpath of three surveys of three surveys of three surveys equal peer network and within 10% and within 10% and within 10% group
A Reliable and Well Maintained Infrastructure Infrastructure Well Maintained A Reliable and Environment Community A Sustainable, Healthy An Active, Involved and Caring Learning Community A Knowledgeable, of peer group of peer group of peer group average average average
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Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Mandatory New Measure 95% 95% 95% 95%
The percentage of footpaths within the 89.1% as at District that fall 2013 Condition Rating within the level of service for the condition of This is lower footpaths that is set than the target due to the out in the Council’s Broadband asset management rollout delaying plan. work
Mandatory
The percentage of
customer service
requests relating to
roads and footpaths
to which the Council responds:
Urgent requests: 95% within 95% within 95% within 95% within 95% within Within 2 days specified specified specified specified specified timeframe timeframe timeframe timeframe timeframe
Non-urgent requests: 95% within 95% within 95% within 95% within Acknowledged 95% within specified specified specified specified specified within 10 days and timeframe timeframe timeframe timeframe timeframe placed on the appropriate maintenance programme.
Provide a range of Customer 74% Maintain Maintain Maintain Maintain on and off-street satisfaction with Peer Average: satisfaction level satisfaction level satisfaction level satisfaction parking parking control 70% level opportunities services
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What assets are used?
The road and street network consists of some 803km of road, 243 bridges, 202km footpaths and 2,487 streetlights. As well there are 40km of piped culverts, over 1,000km of drainage channels and nearly 7,000 signs and road edge markers.
The footpath network consists of 61km of asphalt surface, 97km of chip seal surface, 39km of concrete surface and 5km of other surfacing.
Issues and Challenges
The key issues and challenges facing roads, streets and footpaths activities include:
demographic change, such as the ageing population, which may increase demand for provisions for mobility scooters; changes to national roading priorities; economic factors that influence harvesting of forests and the expansion of commercial and industrial activity; social factors, such as increased promotion of physical activities like cycling and walking; environmental factors, such as increased promotion of walking and cycling as alternatives to motor vehicle use, and the promotion of public transport as an alternative to private vehicle use; implementing the cycle strategy to address concerns about safety.
These issues and challenges may impact on roads, streets and footpaths services demand, capacity and levels of service.
Capacity Demographic projections forecast a minimal impact from any increase in the number of road users over the ten years to 30 June 2025. The existing roads, streets and footpaths infrastructure is sufficient to accommodate low to medium population growth.
We expect a steady increase in harvesting of pine forests until 2025, continuing at a lower level beyond 2025. In June 2014, the 2011 study on the feasibility of a heavy traffic bypass to the east of Masterton was updated with current data and concluded that it was not economically warranted at current or predicted harvest rates up to 2025. This will be further investigated in 2020-21.
The increase in harvesting will result in significant additional heavy traffic on rural roads, which in turn will require a programme of road rehabilitation after the peak harvesting load has passed. This will not affect the ten year plan other than to ensure that the roads can safely carry the increased loading we expect.
Car park expansion will be adequately catered for through provisions required of any new commercial or industrial developments.
Through the promotion of physical activity, the number of cyclists has the potential to increase. This could increase demand for cycling facilities such as designated cycling lanes and improved safety measures. There may be opportunities to link with the national cycleway and funding has been allocated in year 1 to investigate options. Council will monitor cycling trends to assess future demand.
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Levels of Service New Zealand Transport Agency (NZTA) has reviewed Financial Assistance Rates across the country and Masterton will receive a flat rate of 57% for all subsidised work categories.
As the population ages (which may lead to additional mobility scooters) and through the promotion of walking, footpath use is predicted to increase. This is likely to result in increased demand for enhanced footpath networks. ‘Hot mix’, which provides a smoother surface, is now the preferred surfacing material.
Key Projects
Roads Roading renewal projects for the next ten years total just over $39 million. A table showing inflation- adjusted annual planned capital expenditure on roading is included in the Financial Statements section of the Long Term Plan and as an appendix to this document.
Rural roading renewals have been allocated $2.4 million in Year 1, and inflation adjusted for subsequent years with a total of $26.2 million over the ten years of the plan. Urban renewals have been allocated an average of $800,000 per annum. Based on the work programme that is agreed with NZTA, costs will be covered by 57% NZTA subsidy and the remainder from the Council levying rates on properties in the district.
Minor rural and urban improvement work is scheduled based on a “deficiency database” (a database that records identified problems and risks on roads), starting with $308,000 in Year 1. This work also attracts a 57% NZTA subsidy and 43% is funded by rates.
The Manawa Bridge has been tendered and will be completed in 2015/16. We could plan to undertake additional work, however if it is over and above the agreed NZTA programme this would not be subsidised and would need to be fully funded via rates. We do not believe our ratepayers would support an increase in rates to fund additional work.
Footpaths We have allocated $300,000 per annum (inflated) for resurfacing of footpaths. This will be funded from depreciation reserves and uses most of the depreciation that is rated for.
Asphaltic concrete (or hotmix) is more expensive than chip seal surfacing but has a better quality finish. We have had complaints about chipseal surfaces and the community has expressed a preference for hotmix, particularly wheelchair and mobility scooter users. We plan to use ‘hotmix’ for 95% of our footpath resurfacing. This will mean a reduction in the amount of resurfacing that we can do each year within budget.
The alternative options are to continue to use chipseal and resurface more of our footpaths each year; or to increase our footpath resurfacing budget to undertake more hotmix resurfacing. We do not believe our ratepayers would support an increase in rates to enable this.
In Year 1 we will install kerbing and a new footpath on the western side of Colombo Rd following requests for increased safety for pedestrians. This will cost $174,000 and will be funded by a combination of subsidy, depreciation reserves and loan. The alternative is to leave the western side of Colombo Rd as a grass verge, but this is not desirable for pedestrian safety.
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Roading & safety improvements planned for Castlepoint’s Jetty Road include a footpath from Balfour Cres to the Basin - this work being carried over from 2014/15. Stage two of this work included a formed footpath on Jetty Road beachfront, but further consultation with the Castlepoint Residents and Ratepayers Association is needed before any upgrade will proceed. We propose that the road verges will be enhanced for improved pedestrian safety, this work being done within the minor subsidised works budget.
We plan to upgrade the street lighting in the Masterton urban area with LED technology at a cost of $726,000 over two years, starting in 2016/17. Although LED installation is more expensive than replacing the current sodium lights, we anticipate annual savings of $35,000 due to the LED lights being cheaper to run and lasting longer, thus achieving a reduction in electricity and maintenance. Alternatively we could continue using high pressure sodium lights and fittings that would cost less to renew, but these would not achieve the annual cost savings we anticipate with the LED lights or the increased lighting coverage that the LED lights will provide.
Cycling We have made an annual provision of $70,000 in the roading programme (from rates and subsidies) for cycling projects. This could in increase if additional government funding is made available. This will meet increased demand for safe cycling and has the potential to attract cycling tourists with subsequent economic benefit.
The Cycle Strategy will be reviewed and consulted in Year 1.
The three Wairarapa Councils have agreed to promote Wairarapa as the national centre for on-road cycling.
CBD Upgrade We have set aside $3.86 million for road and streetscape upgrades as part of the CBD upgrade in years 3 & 4. We intend the redevelopment to commence with a review of the uses of the CBD, and to include a combination of new street furniture, plantings, artwork, lighting, green space and mobility changes. The scope and timing of this redevelopment will be subject to consultation with the community.
Village Concept Neighbourhood Upgrades We have been impressed with the village concept work that has occurred in communities in Porirua and have made provision for similar projects in Masterton. Lansdowne neighbourhood streetscape upgrades are scheduled for Year 1. This is partially funded from the urban roading subsidised programme. The non-subsidised work of $183,600 is proposed to be funded by borrowing and undergrounding of power in the area is also proposed, funded from a loan and reserves. From Year 2 $100,000 per annum (inflated) has been allowed for an on-going programme of neighbourhood improvements around the town, funded by urban rates.
The aim is to encourage meeting places, pride and to make areas safer for pedestrians and vehicles. Closer neighbourhood links also enhance resilience increasing our ability to respond to adverse events or effects. We expect changes to have a positive impact for retailers in these areas too, mostly small locally-owned businesses.
Improvements might include green space, seating and slowing traffic. Under the village concept, landowners and residents are expected to contribute funds and/or labour or materials in-kind value to support local projects.
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The alternative is to maintain current levels of service with potential for our neighbourhoods, and their retail areas, to become less attractive and over time ceasing to provide for neighbourhood engagement and community spirit.
Roadside Planting We have allowed $10,000 per year for roadside planting in response to an earlier submission asking for native plantings on roadsides. This is planned for the rural area. The plantings will create corridors of native plantings for birds and will enhance the attractiveness of our roadsides. The work will be funded from rates.
The alternative is to leave the verges as grassed areas that are sometime grazed or mown by farmers but are otherwise left as long grass with mowing to the safety margin only. In summer this is a potential fire risk.
What extra assets are planned?
This plan includes projects that Council believes will be necessary to meet potential changes in demand and service levels. We will continue to monitor trends and will confirm projects as the programmed year approaches.
How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The costs of the roading programme, that is maintenance and renewals of the roads, streets and footpaths, will be met through a combination of rates, the NZTA financial assistance, local petrol taxes, recoveries and depreciation reserves.
Depreciation of the assets is recognised, but renewals expenditure is used in determining the funding requirements. The NZTA base financial assistance rate is 57% for Masterton District for the next three years.
Roading rates for the subsidised programme are allocated between urban and rural wards based on the projected split of where the budget is spent (currently 29/71 urban/rural). Within each ward, roading rates are split between a uniform roading charge (the same amount for every rateable unit) and a rate charged per dollar of land value.
Debt servicing costs of the loan for the 1996 upgrade of the CBD are funded from the Interest Investment Reserve Fund.
What significant negative effects will the activity have?
By providing roads and streets we enable vehicles to be used in the district. Vehicle use has been identified globally as a source of air pollution. The use of roads, streets and footpaths also contributes to accident and injury rates. The Council is committed to action to reduce these negative impacts, including supporting road safety education and initiatives that promote alternative and/or more environmentally friendly means of transportation.
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What does the activity cost?
ROADING Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $Operating Costs $ $ $
3,627,482 Road maintenance - subsidised 3,854,014 3,808,341 3,888,242 1,248,700 Road maintenance - non-subsidised 1,195,614 1,231,355 1,268,618 920,000 Flood damage provision 513,200 519,358 526,543 4,792,510 Depreciation 4,725,102 4,642,160 5,356,567 10,588,691 10,287,931 10,201,214 11,039,970
Operating Income NZ Transport Agency subsidy (on 2,204,837 maintenance)* 2,162,636 2,132,263 2,163,187 163,000 Local authority petrol tax 170,000 172,040 174,420 198,637 Other recoveries 289,020 167,000 169,311 2,566,474 2,621,656 2,471,303 2,506,918 Appropriations (310,000) Transfers from reserves (125,000) (125,000) (125,000) Tsfs to reserves - roading contributions & 326,000 flood damage 189,000 75,900 76,950 109,810 Provision for loan repayments 117,067 25,156 30,320 (4,205,955) Reverse depreciation** (4,034,735) (3,786,993) (4,368,535)
$ 3,942,072 Rates Requirement $ 3,812,607 $ 3,918,974 $ 4,146,787
* Further subsidy income is shown in the Capital Expenditure Summary
** Depreciation is reversed to arrive at the rates requirement. Renewals expenditure (shown in the Capital Expenditure Summary) is funded by rates income and NZTA subsidies, hence depreciation on most roading assets is reversed to set funding.
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section
ROADING Rates Requirement Summary Annual Plan 2014/15 2015/16 2016/17 2017/18 $ 3,563,473 Subsidised roading 3,839,341 4,089,523 4,145,333 1,408,874 Non-subsidised roading (urban) 1,039,954 1,166,137 1,236,944 251,373 Non-subsidised roading (rural) 236,524 225,912 234,467 431,976 Flood damage provision 310,676 223,324 226,414
$5,655,696 Rates Requirement $5,426,494 $5,704,895 $5,843,157
Capital Expenditure Summaries are grouped at the end of this document.
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LONG TERM PLAN 2015-2025
Water Supplies (Urban and Rural)
What do we do?
The Council provides appropriately treated water to the urban reticulation system and to the Waingawa industrial area, and provides and maintains an effective, economic and secure distribution system for drinkable water. It also supports the provision of non-drinking and water-race supplies in rural areas.
Why do we do it?
The Council provides, maintains and manages urban and rural water services in order to:
treat and distribute an adequate supply of drinkable water for human and commercial use in urban areas; support the provision of non-drinkable and water-race supply in rural areas; provide adequate capacity and pressure for fire-fighters; ensure an effective, economic and secure distribution of drinkable water; ensure compliance with legislative requirements.
The Council’s involvement in water supply is supported by the Local Government Act 2002, Local Government (Rating) Act 2002, Health Act 1956 and Building Act 2004. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
The key community outcomes that the water supply service contributes are:
A Reliable and Well Maintained Infrastructure A Sustainable, Healthy Environment. A Strong, Resilient Economy.
How will we do it?
Levels of Service Provide efficient and effective water supply systems. Provide water supply services in a way that is acceptable, safe and has minimal environmental impact. We may need to further restrict access to urban water in times of low river flow
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Performance Measures
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Provide efficient and Customer 93% satisfaction Maintain Maintain Maintain Maintain effective water satisfaction with Peer group satisfaction and satisfaction and satisfaction and satisfaction and supply systems. urban water supply average: 90% equal or exceed equal or exceed equal or exceed equal or exceed services (within margin of peer group peer group peer group peer group error) average average average average
y Mandatory: ≤ baseline ≤ baseline ≤ baseline ≤ baseline measure measure measure measure The total number of complaints received by the Council about
any of the following: (a) drinking water 2.7/1000 requests clarity were received
(b) drinking water 0.33/1000 requests taste were received
(c) drinking water 0.33/1000 requests odour were received
(d) drinking water 0.33/1000 requests pressure or flow were received
ble, Healthy Environment A Strong, Resilient Econom (e) continuity of 0.88/1000 requests supply, and were received
(f) the Council’s response to any of these issues expressed per 1000 connections to the Council’s networked reticulation system.
Mandatory New Measure
Where the Council attends a call-out in response to a fault or unplanned interruption to its A Reliable and Well Maintained Infrastructure A Reliable and A Sustaina networked
reticulation system, the following median response times measured:
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Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
(a) attendance for 60 minutes ≤60 minutes ≤60 minutes ≤60 minutes ≤60 minutes urgent call-outs: from the time that the Council receives
notification to the
time that service personnel reach the site, and
(b) resolution of 480 minutes ≤480 minutes ≤480 minutes ≤480 minutes ≤480 minutes urgent call-outs: from the time that the Council receives
notification to the
time that service personnel confirm resolution of the fault or interruption.
(c) attendance for non-urgent call- 7 days ≤7 days ≤7 days ≤7 days ≤7 days outs: from the
time that the
Council receives notification to the time that service personnel reach the site, and
(d) resolution of non-urgent call- 3 months ≤3 months ≤3 months ≤3 months ≤3 months outs: from the
time that the Council receives notification to the time that service personnel confirm resolution of the fault or interruption.
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Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
An alternative water No shutdowns 100% of 100% of 100% of 100% of supply is provided exceeded 24 occasions occasions occasions occasions when shutdown hours exceeds 24 hours
Provide water supply Mandatory 130 Masterton services in a way urban water that is acceptable, The extent to which samples tested safe and has minimal the Council’s and confirmed environmental drinking water compliance with impact. supply complies the drinking with: water standards. (a) part 4 of the 12 Tinui water 100% 100% 100% 100% drinking-water samples tested standards and confirmed (bacteria compliance with compliance the criteria), and microbiological criteria for (b) part 5 of the drinking water 100% 100% 100% 100% drinking-water standards standards (protozoal compliance criteria).
Mandatory New Measure
The percentage of 30% water loss < 30% < % for < % for < % for real water loss from previous year previous year previous year the Council’s reticulation system (calculated using minimum night flow).
Mandatory New Measure
The average 923 Litres/ < 923 Litres < Litres < Litres < Litres consumption of person/day /person/day /person/day for /person/day for /person/day for drinking water per previous year previous year previous year day per resident within the District.
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What assets are used?
The Council owns and maintains 184km of water mains, 8 km of trunk mains, one clear water tank, two reservoirs, and two timber storage tanks, booster tanks and water treatment facilities at Masterton (Kaituna) and Tinui. The Council also supports a small number of communally-owned rural water schemes.
Issues and Challenges
The key issues and challenges facing water services activities include:
demographic factors such as potential growth of the population; potential development and subdivision resulting in increasing household numbers in locations such as Riversdale, Castlepoint and Opaki; economic factors such as potential expansion, growth, or decline, of the commercial sector; environmental factors such as increased demand for environmentally friendly and sustainable approaches to managing natural resources; compliance with the Regional Council’s Natural Resources Plan; changes in legislation will require increased monitoring of rural water supplies including those not operated by the Council.
These issues and challenges may impact on water services demand, capacity and levels of service.
Capacity The existing water services infrastructure is generally sufficient to accommodate projected low to medium increases in demand.
During the summer months there is often increased demand for water, which is managed with water conservation programmes that provide community education and limit water for garden use.
We are expecting to be required to install water meters on all connected properties to assist with managing and reducing water use so that we comply with future resource consent requirements for drawing water from the Waingawa River.
Some water is lost through leaks in the system and depreciation funding has been allocated for repairs and replacement to maintain the capacity of the system.
Levels of Service Water service renewal and upgrade work is planned to maintain the current service at ‘Aa’ rating.
Public health assessments and a strategic review of the water services and assets will be undertaken to identify significant issues that may impact on current and future utility operations and service levels.
There is also an increased government-led focus on improvement to drinking water in the rural areas.
Key Projects
Over the next thirty years we expect to invest a total of $81 million in water services. Key areas are renewal of water mains (including a trunk main), installation of water meters, additional raw water storage and replacement of water connections.
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Water Renewals Water main and connection renewals have been programmed over Years 1–10 at a total cost of $19.9 million. This sum includes replacement of a trunk main into town that will be staged over the first five years of the plan at a total cost of $7.6 million. Depreciation reserves will only cover some of this work, so some loan funding is also required. Loan servicing and repayment will be funded by urban ratepayers. This work is consistent with our asset management plan and is based on cost-effective management of the asset now and in the future.
Urban Water Consents Until now, our summer urban water restrictions have enabled us to stay within our resource consent limits for taking water from the Waingawa River. We expect that future resource consents will reduce the amount of water that we can take from the river during times of low flow. To meet future consents, we expect we will need to install water meters on all users – scheduled for Year 5, costed at $3.4 million and construct larger untreated water storage dams – scheduled for Year 12, costed at $7.2 million. It is expected that these costs will be funded by loan with costs spread across the users over the period of the loan.
Water meters have been shown to be the most effective way of reducing water use, reducing demand by around 30%. Water meters would also enable us to measure more accurately the difference between the amount of water leaving the treatment plant and the amount recorded by meters, that can assist us to detect and fix leaks in the system. Introducing water meters may mean we can avoid placing further restrictions on the use of water on gardens. Alternatively, instead of water meters, we could impose more stringent water restrictions in the summer.
Until the Natural Resources Plan is fully implemented, the water treatment plant upgrade timetable and scope creates significant uncertainty for us. The Natural Resources Plan may be more accommodating of urban residential and commercial needs for water during periods of low flow, and we may be able to gain dispensation to continue to meet commercial needs. However, if not, the principal alternative is to restrict supply to commercial users at times of low flow in the rivers. This contradicts our Economic Development Strategy that plans to encourage business.
Rural Drinking Water Supplies The Ministry of Health has introduced higher standards for rural drinking water suppliers. We expect this will require improvements to infrastructure and treatment systems, and their ongoing maintenance, so that all rural systems comply with potable (drinking) water standards. A provision of $374,000 has been made to assist rural schemes in meeting these standards. It is expected that these upgrades will be funded by loan and costs spread across the users over the period of the loan.
The alternative to meeting drinking water standards is to close the rural water supply schemes, especially those that will cost more than users are willing to invest to meet the required standards. Closure would, however, impose higher costs on individual users to source water for personal and farm use, and may have a higher environmental impact than a group scheme.
Te Ore Ore Water Race Following a review of the Te Ore Ore Water Race the decision has been made to close the water race. As a result, no operating expenditure has been allowed for in this LTP. The loan balance associated with the asset will be written off.
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LONG TERM PLAN 2015-2025
Fluoridation Fluoridation has been raised as a concern by some parties. The three Wairarapa Councils have committed to undertaking further consideration of fluoridation issues. We will also investigate an alternative source of potable water in the Masterton urban area for those who would prefer untreated water.
What extra assets are planned?
This Plan includes projects that the Council believes will be necessary to meet potential changes in demand and service levels. The extra assets required are described above, but the Council will continue to monitor trends and will confirm projects as the programmed year approaches.
How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The costs of operation and maintenance of the urban water supply will be met by a combination of water rates (60% on capital value and 40% on uniform charge) and metered water/new connection recoveries.
The cost of renewals will be met through depreciation reserves and loan funding. The costs of maintenance, renewals and replacements for the rural water supplies will be met by a targeted scheme rates.
What significant negative effects will the activity have?
There are no significant negative effects have been identified as a result of water services activity.
What does the activity cost?
Urban Water Supply Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 1,161,260 Water treatment costs 1,127,380 1,176,313 1,206,746 753,479 Water reticulation costs 762,476 887,134 1,029,708 1,290,141 Depreciation 1,159,736 1,157,997 1,241,873 3,204,880 3,049,593 3,221,445 3,478,328 Operating Income 123,000 User charges & recoveries 226,100 235,560 243,496 Appropriations - Transfer from reserves - - - - Transfer to reserves - - - 244,926 Provision for loan repayments 252,517 310,935 151,080 (404,926) Reverse depreciation (115,110) (161,361) (111,539) $ 2,921,880 Rates Requirement $ 2,960,900 $ 3,135,458 $ 3,274,373
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Rural Water Supplies
Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$
247,359 Rural water supplies & races 227,628 225,718 233,016 56,250 Depreciation & decline in service 54,544 55,377 59,950 303,609 282,172 281,095 292,965 Operating Income 162,500 Rural water scheme charges 174,500 173,054 179,634
Appropriations - Transfer from reserves - - - - Transfer to reserves - - - 3,293 Provision for loan repayment 1,566 2,695 3,047 (25,180) Reverse depreciation (14,950) (12,192) (14,111)
$ 119,222 Rates Requirement $ 94,288 $ 98,544 $ 102,267
WATER SERVICES Rates Requirement Summary Annual Plan 2014/15 2015/16 2016/17 2017/18
2,921,880 Masterton urban water supply 2,960,900 3,135,458 3,274,373 17,204 Tinui water supply 27,435 29,527 31,015 40,721 Opaki water race 39,909 41,538 42,940 37,894 Te Ore Ore water race - - - 23,404 Miscellaneous rural water costs $26,944 $27,480 $28,313
$3,041,103 Rates Requirement $3,055,188 $3,234,002 $3,376,640
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section Capital Expenditure Summaries are grouped at the end of this document.
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LONG TERM PLAN 2015-2025
Wastewater (including Treatment & Disposal of Sewerage)
What do we do?
The Council provides systems to collect and dispose of wastewater from residential, commercial and industrial properties in the urban area and the Waingawa industrial area, at Riversdale, Castlepoint and Tinui.
Why do we do it?
The Council provides, maintains and manages reticulated wastewater services in order to:
protect the health and safety of the community; provide and maintain efficient and environmentally safe systems for the collection and transfer of wastewater; ensure the wastewater treatment and disposal system is environmentally safe and appropriate to the needs of domestic and industrial users; ensure compliance with legislative requirements.
The Council’s involvement in wastewater services is supported by the Local Government Act 2002, Local Government (Rating) Act 2002, Health Act 1956 and Building Act 2004. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
The key community outcomes that wastewater services contribute to are:
A Reliable and Well Maintained Infrastructure A Sustainable, Healthy Environment.
This activity also makes a contribution to: A Strong, Resilient Economy.
How will we do it?
Levels of Service Provide efficient and effective wastewater systems for the collection, transfer and disposal of wastewater. Provide wastewater disposal that is acceptable, safe and has minimal impact on the environment. Deliver inspection, monitoring and enforcement services of trade waste disposal to protect community health and safety.
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LONG TERM PLAN 2015-2025
Performance Measures
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Provide efficient and Customer 93% Maintain Maintain Maintain Maintain effective satisfaction with Peer Av: 94% satisfaction satisfaction satisfaction satisfaction wastewater systems urban wastewater level and level and within level and within level and within for the collection, services within 10% of 10% of peer 10% of peer 10% of peer transfer and peer group average group average group average disposal of group average wastewater Mandatory ≤ baseline ≤ baseline ≤ baseline ≤ baseline measure measure measure measure The total number of complaints received by the Council about any
of the following:
(a) sewage odour 0.11/1000 requests were received (b) sewerage 0.45/1000 requests system faults were received
(c) sewerage 5.31/1000 requests system were received blockages, and
nvironment A Reliable and Well Maintained Infrastructure Well Maintained Reliable and A nvironment (d) the Council’s 1.01/1000 requests response to were received issues with its sewerage system, expressed per 1000 connections to the Council’s sewerage system
Mandatory Where the Council attends to sewerage A Strong, Resilient Economy A Sustainable, Healthy E Healthy Sustainable, A Economy A Strong, Resilient overflows resulting from a blockage or other fault in the Council’s sewerage system, the following median response time measured:
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LONG TERM PLAN 2015-2025
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
(a) attendance 100% of ≤ 6 hours ≤ 6 hours ≤ 6 hours ≤ 6 hours time: incidents from the time that responded to the Council within 6 hours receives notification to the time that service personnel receives notification to the time that service personnel reach the site, and
(b) resolution time: Connection to ≤ 12 hours ≤ 12 hours ≤ 12 hours ≤ 12 hours from the time that system restored the Council within 12 hours receives notification to the time that service personnel confirm resolution of the blockage or other fault. Alternative system No alternative 100% of occasions 100% of 100% of 100% of provided where systems were occasions occasions occasions loss of service required. exceeds 24 hours
Provide wastewater Mandatory No consent No consent No consent No consent No consent disposal that is Compliance with breaches that breaches breaches breaches breaches acceptable, safe the Council’s resulted in and has minimal resource consents notices, orders or environmental for discharge from convictions impact its sewerage system measured (technical by the number of: breaches at Riversdale due to (a) abatement controller fault notices and temporary odour and river (b) infringement clarity problems notices associated with commissioning of (c) enforcement the new ponds at orders Homebush)
(d) convictions
received by the Council in relation to those resource consents.
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Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Proportion of No Less than 1% Less than 1% Less than 1% Less than 1% network failures environmental that had effects resulted environmental from network effects failures Mandatory New Measure ≤ 2/1000 ≤ 2/1000 ≤ 2/1000 ≤ 2/1000 The number of dry 2 per 1,000 weather sewerage overflows from the Council’s sewerage system, expressed per 1,000 sewerage connections to that sewerage system. Percentage of time Winter: 49% >50% >50% >50% >50% that treated effluent is not discharged to Summer: 72% >75% >75% >75% >75% the river.
Deliver trade waste All registered 121 trade waste 100% of known 100% of known 100% of known 100% of known inspection, premises comply inspections premises premises premises premises monitoring and with trade waste covering 87% of enforcement services disposal trade waste to protect community requirements as premises health and safety evidenced by annual inspection and 4 inspections at 5 followed up with further visits for known enforcement if unregistered necessary premises
What assets are used?
The wastewater network and system consists of 172km pipes, four pump stations, one cross-river siphon with pumps, approximately 2,100 manholes, two treatment plants; a septic tank at Tinui with disposal to a constructed wetland, five pump stations, wastewater reticulation and treatment plant with land disposal at Riversdale; a waste stabilisation pond and three wetland cells at Castlepoint.
Issues and Challenges
The key issues and challenges facing wastewater activities include:
potential development and sub-division resulting in increasing household numbers in locations such as Riversdale, Castlepoint and Opaki; economic factors such as potential expansion, growth or decline of the commercial sector; environmental factors such as increased demand for environmentally friendly and sustainable approaches to managing waste products.
These issues and challenges may impact on wastewater demand, capacity and levels of service.
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Capacity The existing wastewater infrastructure is sufficient to accommodate low to medium population growth and projected commercial growth. Work scheduled to reduce the infiltration of storm-water will restore the system to its full capacity.
Levels of Service Renewal and maintenance work is required on the wastewater system to maintain its current level of service. This work will include wastewater renewals and upgrades.
The Council is committed to working with Iwi to improve the discharge of treated effluent.
The Council will also require that property owners maintain their own private drains.
Key Projects
Over the next thirty years we plan to invest over $120 million in wastewater system upgrades. Consent standards are expected to increase in the future and almost half of this funding has been allowed for upgrading treatment and disposal at the Homebush plant from 2034. Other key expenditure is in sewer pipe renewals where $13 million has been allowed over the next ten years. An allocation of $1.5 million in 2016/17 has been allowed to progress new initiatives to improve the discharge to the Ruamahanga River and we are working closely with iwi and other stakeholders to achieve this. A table showing the first ten years of inflation-adjusted planned capital expenditure on wastewater is included at the back of this document.
The completion of the upgrading of the Homebush plant has incurred more costs in 2015/16 than were allowed in the draft LTP due to a larger than expected quantity of sludge in the decommissioned ponds. In addition, the need to deal with the remaining sludge in old pond 3 has been allowed for following the submissions process, with a provision of $500,000 to be spent over years 1 – 3 to deal with the sludge in this very wet area of the site.
Homebush Wastewater Treatment Consent Review We expect the Natural Resources Plan will require us to further reduce treated wastewater discharged into the river. The most likely scenario, and timing of this, will be subject to further consultation with Iwi, GWRC and the community.
Options we will investigate for increasing treatment capacity to further reduce the need to discharge treated effluent into the river include: 1. Construction of wetlands; 2. Further treatment of effluent to Fonterra standards for use on adjacent dairy farms; 3. Construction of further irrigation areas on Council-owned land; 4. Construction of a reticulation system for treated effluent for irrigators to use; 5. Construction of additional pond capacity for the storage of winter flows. A budget provision of $1.5 million (loan funded) has been allowed to implement the selected option/s. Repayment and servicing of the loan will be paid for by urban rates.
In the longer term a further $37 million (before inflation) provision will allow for a plant upgrade when the current consent expires in 2034. Until the Natural Resources Plan is fully operational, the Homebush upgrade timetable and scope creates significant uncertainty.
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We have few alternatives to undertaking this work to further improve the environmental impact by reducing the release of treated effluent into the river even at times of high flow. Failure to comply with resources consents is not an option.
Sewer and Plant Renewals We are committed to maintaining and renewing our sewer network and treatment plant. We have set aside $13 million over the next ten years to progressively renew our sewer pipes. This work will be funded both depreciation reserves and loans. The impact on urban rates will be servicing and repayment of loans and increased depreciation funding.
Other renewals include pump station, aerator, vehicle and farm equipment replacements.
At Tinui and Riversdale Beach a small amount of renewal work is planned. Over thirty years at Riversdale Beach we expect that growth will take up the current capacity and that we will need to upgrade and expand the irrigation area at an anticipated cost of around $2.8 million, to be funded from loans and depreciation reserves.
What extra assets are planned?
This plan includes projects that Council believes will be necessary to meet potential changes in demand and service levels. We will continue to monitor trends and will confirm projects as the programmed year approaches.
How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The costs of operations and maintenance for the wastewater activity will be met by targeted sewerage rates and sundry income from trade waste charges and new connection recoveries.
The major upgrade of the Homebush treatment plant was funded by loan. Renewals of infrastructure will be funded from depreciation reserve funds and loans drawn in the first six years of the LTP. Loan repayments will be funded by rates. Renewals of private laterals are expected to be funded by private property contributions.
Operating costs of the rural wastewater schemes will be funded by way of targeted rates on the serviced properties. The Riversdale Beach scheme was funded by capital contributions, collected as a rate on an equivalent connection basis, from Riversdale Beach property owners. This funding was supported by a Government subsidy, developer contributions and some Council reserve funds. The Council is carrying a loan for the scheme and future connections will be required to pay capital contributions as the scheme capacity is taken up and the loan repaid. Future connections are not eligible for the Government subsidy.
What significant negative effects will the activity have?
Potential pollution of rivers and streams is of concern. Council has invested in and operates wastewater activities within resource consent criteria to ensure minimal and acceptable environmental impact.
Any overflows or breakages may have localised negative effects on the environment and potentially public health. The Council’s maintenance and renewal plans aim to minimise risk of overflows and breakages.
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No other significant negative effects have been identified.
What does the activity cost?
Sewerage Services - urban Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 1,097,129 Sewerage reticulation 1,198,082 1,251,473 1,296,099 3,329,960 Wastewater treatment 3,525,529 3,609,448 3,689,608 1,876,100 Depreciation 2,126,816 2,164,508 2,290,681 6,303,189 6,850,427 7,025,429 7,276,388 Operating Income 411,000 User charges & lease income 477,900 498,466 521,886
Appropriations (250,000) Transfers from reserves (170,000) (170,000) (170,000) - Transfer to reserves - - - 1,183,382 Provision for loan repayments 1,315,282 1,404,606 1,430,308 (958,382) Reverse depreciation (1,055,758) (1,176,866) (1,178,616)
5,867,189 Rates Requirement 6,462,051 6,584,703 6,836,194
Sewerage Services - rural Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 39,760 Castlepoint sewerage scheme 43,452 45,121 46,549 223,367 Riversdale Beach sewerage scheme 225,278 222,463 218,130 12,978 Tinui sewerage scheme 16,238 16,715 17,097 259,710 Depreciation 268,417 264,521 280,937 535,815 553,386 548,819 562,713 Operating Income 5,150 User charges & other income 5,150 5,273 5,409 111,500 Riversdale Beach capital contributions 111,500 117,298 121,758 116,650 116,650 122,571 127,167 Appropriations - Tsf to reserves - ex Cstlpt sewerage - - - (30,000) Transfer from reserves - Riversdale (30,000) (30,000) (30,000) 172,377 Provision for loan repayments 131,652 152,545 159,079 (175,860) Reverse depreciation (226,088) (239,387) (243,859) 385,682 Rates Requirement* 312,300 309,406 320,766 *Note: Includes Riversdale Beach Sewerage Scheme capital contributions that are being paid off over 20 years.
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section
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SEWERAGE SERVICES Rates Requirement Summary Annual Plan 2014/15 2015/16 2016/17 2017/18 $ 5,867,189 Urban sewerage system 6,462,051 6,584,703 6,836,194
49,610 Castlepoint sewerage scheme 54,302 57,848 63,624 140,318 Riversdale Beach sewerage scheme 153,934 147,018 151,790 186,163 Riversdale Beach capital contributions 85,743 85,743 85,743 9,591 Tinui sewerage scheme 18,321 18,798 19,609
$6,252,870 Rates Requirement $6,774,350 $6,894,110 $7,156,960
Capital Expenditure Summaries are grouped at the end of this document.
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LONG TERM PLAN 2015-2025
Stormwater
What do we do?
The Council provides systems, including use of natural channels and streams, to collect and dispose of stormwater from residential, commercial and industrial properties in the urban area. The stormwater systems in the rural area are largely open drains.
Why do we do it?
The Council provides, maintains and manages a stormwater service in order to:
protect the health and safety of the community; provide an adequate system for the removal and treatment of stormwater; minimise adverse effects on the environment, such as flooding damage; ensure compliance with legislative requirements.
The Council’s involvement in stormwater is supported by the Local Government Act 2002, Local Government (Rating) Act 2002 and Health Act 1956. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
The key community outcomes that stormwater services contribute to are:
A Reliable and Well Maintained Infrastructure A Sustainable, Healthy Environment. An Easy Place to Move Around.
Stormwater also makes a contribution to: A Strong, Resilient Economy.
How will we do it?
Levels of Service Provide an efficient and effective stormwater system to minimise the impact of heavy rainfall and reduce flooding risk. Deliver stormwater services in a manner that is acceptable, safe and where possible enhances the environment.
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Performance Measures
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Provide an efficient and Percentage of 71% Maintain Maintain Maintain Maintain effective stormwater residents satisfied Peer Av: 75% satisfaction level satisfaction level satisfaction level satisfaction level system to minimise the with stormwater impact of heavy rainfall services and reduce flooding risk
Mandatory New Measure ≤ 2/1000 ≤ 2/1000 ≤ 2/1000 ≤ 2/1000 The number of complaints received Currently less by a Council about than 2 in 1,000 the performance of its stormwater system, expressed per 1,000 properties connected to the Council’s stormwater system. Mandatory
(a) The number of 98 stormwater ≤98 events ≤98 events ≤98 events ≤98 events flooding events related
that occur in the incidents Council’s district
(b) For each flooding New measure Maintain Maintain Maintain Maintain baseline event, the number 1/1000 baseline baseline baseline of habitable floors A Sustainable, Healthy Environment affected. (Expressed per 1,000 properties An Easy Place to Move Around A Strong, Resilient Economy connected to the Council’s stormwater system).
Deliver stormwater Mandatory No consent No consent No consent No consent No consent services in a manner breaches that breaches breaches breaches breaches that is acceptable, safe Compliance with the resulted in and where possible Council’s resource abatements, enhances the consents for infringements, environment discharge from its enforcements or stormwater system, convictions. measured by the number of:
A Reliable and Well Maintained Infrastructure A Reliable and
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LONG TERM PLAN 2015-2025
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
(a) abatement notices (b) infringement notices (c) enforcement orders, and (d) convictions, Received by the Council in relation to those resource consents Mandatory New Measure ≤ 60 minutes ≤ 60 minutes ≤ 60 minutes ≤ 60 minutes
The median 60 minutes response time to attend a flooding event, measured from the time that the Council receives notification to the time that service personnel reach the site.
What assets are used?
The system consists of 47km of pipes, approximately 800 manholes and 4km of river stopbanks along the Waipoua and Ruamahanga rivers. The Council also contributes to designated stopbank protection works on the Waipoua, Waingawa and Ruamahanga rivers.
Issues and Challenges
The key issues and challenges facing stormwater services activities include:
environmental factors such as increased demand for environmentally friendly and sustainable approaches to managing waste products; climatic factors such as changing weather patterns that may influence the frequency of storm events and subsequent stormwater levels.
Review of the impact of flood events identifying risks to the CBD and other sites in the urban area These issues and challenges may impact on stormwater demand, capacity and levels of service.
Capacity The stormwater system comprises an integrated network. Storm events challenge the capacity of the network in some areas which will be addressed with pipe renewals and water retention projects.
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Ongoing event analysis and data collation is being undertaken by the Council. Such analysis helps the Council to assess and project future capacity requirements.
Levels of Service Renewal and maintenance work is required on the stormwater system to maintain its current level of service. This work will include stormwater renewals and upgrades as well as increased cleaning and flushing of the system.
The Council will also require that property owners clean their own private drains and channels over the next ten years.
Key Projects
Our main expenditure on stormwater is renewal of assets as well as consent costs. We have set aside $3.3 million for renewals and upgrades over the ten year period that will be funded by depreciation reserves. A table showing inflation-adjusted capital expenditure on stormwater is at the back of this document.
Greater Wellington has plans to upgrade the stopbanks on the Waipoua River to protect the urban area from a projected 1:100 year flood event. If this work proceeds we will need to upgrade some of our pipe work. We anticipate this will require $534,500 in Year 3 that will be loan funded.
What extra assets are planned?
This plan includes projects that the Council believes will be necessary to meet potential changes in demand and service levels. The Council will continue to monitor trends and will confirm projects as the programmed year approaches.
How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The costs of operation and maintenance for the stormwater activity will be met by a combination of rates and transfers of interest from reserve funds. Future renewals will be funded from depreciation reserves.
What significant negative effects will the activity have?
Potential flooding damage to properties is an area of concern. The Council operates stormwater activities within resource consent criteria to ensure minimal and acceptable environmental impact.
Failure or blockages within the system could contribute to system overloads and ultimately to flooding. Maintenance and renewals work aims to minimise failures and blockages.
No other significant negative effects have been identified.
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What does the activity cost?
Stormwater Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$
322,284 Stormwater 336,535 408,564 468,350 250,000 Depreciation 273,730 273,980 293,127 572,284 610,265 682,544 761,477 Operating Income
- User charges & other income - - -
Appropriations (135,000) Transfer from reserves (135,000) (135,000) (135,000) - Transfer to reserves - - - 124,422 Provision for loan repayments 132,456 141,302 150,977 (124,422) Reverse depreciation (132,456) (141,302) (150,977)
437,284 Rates Requirement 475,265 547,544 626,477
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section
STORMWATER Rates Requirement Summary Annual Plan 2014/15 2015/16 2016/17 2017/18
437,284 Urban Stormwater 475,265 547,544 626,477
$437,284 Rates Requirement $475,265 $547,544 $626,477
Capital Expenditure Summaries are grouped at the end of this document.
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Solid Waste Management
What do we do?
The Council owns, maintains and manages three transfer stations in the Masterton District, with waste transferred to Bonny Glen landfill near Marton. Former landfill sites are closed and monitored and the Nursery Road landfill has some limited use for cleanfill/cover material. The current refuse collection and transfer station operations, gate fee collection, composting, and recycling services at both Nursery Road and in the rural areas are carried out under performance-based contracts let by competitive tender to the private sector.
Why do we do it?
The Council provides, maintains and manages solid waste management services, in accordance with the Waste Management Wairarapa Strategy to:
provide a reliable, safe and cost effective collection and disposal service; promote recycling; encourage responsible disposal of rubbish; encourage a clean, green environment.
The Council’s involvement in solid waste management is supported by the Local Government Act 2002, Waste Minimisation Act 2008, Local Government (Rating) Act 2002 and Health Act 1956. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
The key community outcome that solid waste management contributes to is:
A Sustainable, Healthy Environment.
This activity also makes a contribution to: A Knowledgeable, Learning Community. A Strong, Resilient Economy.
How will we do it?
Levels of Service Provide efficient and effective solid waste management facilities and solutions across the district. Operate the rural and urban transfer, composting and recycling operations in a safe and environmentally-sensitive manner.
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Performance Measures
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10 Provide solid waste Percentage of 72% Maintain Maintain Maintain Maintain management residents satisfied Peer Av: 76% satisfaction level satisfaction level satisfaction level satisfaction facilities and with the urban and level solutions across the rural transfer Masterton District stations, recycling and composting facilities
Proportion of Achieved except 100% 100% 100% 100% advertised hours that for one day at the transfer stations Riversdale and recycling centre are open to the public
Percentage of 73% Maintain Maintain Maintain Maintain residents satisfied Peer Ave: 79% satisfaction level satisfaction level satisfaction level satisfaction level with solid waste collection services
Number of call-backs Less than 1 call- No more than No more than No more than No more than one le, Learning Community le, Learning Community A Strong, Resilient Economy due to non-collection back per 200 one call-back per one call-back per one call-back per call-back per 200 of official rubbish bag households 200 urban 200 urban 200 urban urban households in each weekly households households households collection
Tonnage of waste 4% increase on Annual reduction Annual reduction Annual reduction Annual reduction delivered for transfer previous year of waste taken of waste taken of waste taken of waste taken to is reduced annually to the Transfer to the Transfer to the Transfer the Transfer Station Station Station Station
Operate the rural Urban and rural Achieved except 100% 100% 100% 100% compliance and urban transfer, transfer stations, for Masterton compliance compliance compliance composting and recycling, composting landfill recycling operations facilities and landfills groundwater in a safe and operate within quality limits
A Sustainable, Healthy Environment A Knowledgeab environmentally- approved resource sensitive manner consent conditions
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What assets are used?
The Council owns two landfill sites (Nursery Road and Tinui) and three transfer stations (Mauriceville, Castlepoint and Riversdale), including associated buildings and the weighbridge at the urban landfill.
Issues and Challenges
The key issues and challenges facing solid waste management activities include:
potential future development and subdivision resulting in increased household numbers in locations like Riversdale, Castlepoint and Opaki; economic factors such as potential expansion and growth, or decline, of the commercial sector; environmental factors such as increased demand for environmentally-friendly and sustainable approaches to managing waste products.
These issues and challenges may impact on solid waste management demand, capacity and levels of service.
Capacity The existing rural transfer stations, and the urban transfer station, have sufficient capacity to accommodate low to medium population growth.
Levels of Service The Council has a solid waste management site at its Nursery Road facility including a composting yard, recycling centre and a transfer station. During the ten years of this Plan, we will be investigating local landfill options as a comparison to the cost of transferring solid waste to Bonny Glen.
Opening hours at Nursery Road are similar or longer than many other refuse transfer stations but current weekday opening at 8.30 am (closing at 4.30 pm) can be inconvenient for commercial users. We will increase our operating hours by opening one hour earlier, at 7.30 am, on week days. This is estimated an extra $20,250 per year and will be recovered from user charges. We do not plan to change weekend and public holiday hours at Nursery Road.
In response to demand from the community, we will open the Castlepoint Transfer Station for four hours each Sunday all year round instead of opening on Wednesday. The estimated cost of this is an additional $1,000 per annum.
Using wheely bins for fortnightly recycling instead of the current bins will be explored in Year 1. We will further consult on this option. An alternative is to continue with the current open bins.
Key Projects
We have allocated $335,000 in Year 1, from our landfill closure provision, to cap the landfill at Nursery Road. This final cover and planting is required by the resource consent.
Also in Year 1 we plan to install a roof over our transfer station to reduce the amount of litter that gets blown away and to address odour issues. This work will be loan funded and we have set aside $200,000. Loan servicing and repayments will be funded from rates.
We hope to reduce the amount of waste being transported to the landfill by improving recycling and resource recovery. We are planning to setup a resource recovery centre, with the capital costs to be Activities Page | 78
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funded from depreciation reserves. We have made provision of $303,000 over Years 2 and 3 towards a resource recovery centre that will sort and repair items that are reusable and on-sell them. We have allowed $30,000 per year (plus inflation) from rates, to subsidise the annual operating costs of this facility.
We currently truck our waste to Bonny Glen in Marton and our contract with them expires in 2018. We can renew our contract with Bonny Glen, but we need to ensure that this is the most cost-effective option. Over Years 1 and 2 we have allowed $86,000 to investigate our options, including considering alternative providers and the potential to establish a local or regional landfill.
What extra assets are planned?
This plan includes projects that Council believes will be necessary to meet potential changes in demand and service levels. We will continue to monitor trends and will confirm projects as the programmed year approaches.
How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The refuse collection is funded by user pays via the sale of Council refuse bags through retail outlets.
The kerbside recycling service in the urban area is funded by way of a targeted rate on all properties to which the Council is prepared to provide the service.
Urban transfer station operating costs are funded by user-pays gate fees and a subsidy (approx. 10% of the costs) from rates. Capital expenditure on the transfer station and recycling facilities will generally be from loan funding. Landfill closure and ongoing monitoring will be funded from the provision for landfill closure.
Waste minimisation (including recycling and composting) is funded by way of user charges on composting (covering some 30% of the costs) and the balance on a targeted rate, 77.8% in the urban area, 22.2% in the rural area.
Rural refuse services are funded by way of gate fees (recovering approximately 10%), interest transfers from reserves and two types of rates 1. As part of the targeted uniform charge in the rural area and 2. A targeted rate on beach properties at Riversdale and Castlepoint which receive refuse and recycling collection services.
What significant negative effects will the activity have?
No significant negative effects have been identified as a result of solid waste management activity. Potential leachate discharge from the landfill is being controlled in line with the Management Plan, while landfill covering will reduce bird, cat, vermin, dust and odour problems.
Management of the transfer station will reduce smell, potential vermin and blown debris and dust.
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What does the activity cost?
Solid Waste Management Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 Operating Costs $$$
432,325 Urban refuse collection costs 417,550 427,113 438,698 80,000 Nursery Rd landfill closure costs 40,000 40,920 41,960 Transfer station operation & refuse 1,889,692 disposal 2,020,899 2,100,834 2,105,401 Waste minimisation (incl recyc & 1,007,511 composting) 1,052,518 1,062,762 1,126,262 211,211 Rural waste operations 213,905 217,293 223,052 3,620,739 3,744,872 3,848,923 3,935,372
Operating Income 1,950,800 User charges - external 2,106,550 2,114,081 2,167,811 219,160 User charges - internal 202,767 207,431 212,703 70,000 Recoveries - waste levy 75,000 76,725 78,675 399,000 Recoveries from bag sales 390,500 399,482 409,635 2,638,960 2,774,817 2,797,718 2,868,823 Appropriations (40,000) Transfers from reserves (40,000) (40,000) (30,000) - Transfers to reserves 40,000 - - 80,132 Provision for loan repayments 84,096 95,481 101,489 (60,132) Reverse depreciation (70,204) (75,122) (78,914) $ 961,779 Rates Requirement $ 983,947 $ 1,031,564 $ 1,059,124
SOLID WASTE SERVICES Rates Requirement Summary Annual Plan 2014/15 2015/16 2016/17 2017/18
400,444 Recycling collection 414,071 428,598 441,600 103,749 Refuse transfer station & landfill 84,680 122,933 77,464 267,888 Waste minimisation 292,447 283,895 338,177 189,697 Rural refuse services 192,749 196,137 201,882
$961,779 Rates Requirement $983,947 $1,031,564 $1,059,124
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section
Capital Expenditure Summaries are grouped at the end of this document.
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Community Facilities and Activities
Why do we have Community Facilities and Activities?
The Council provides and supports community services and facilities in order to:
contribute to the social, economic, environmental and cultural strength and richness of the Masterton community;
work collaboratively with other providers to implement the vision for the Wairarapa as a place to live that is rich with interest, strong with involvement and celebrating a highly visible cultural and recreational dimension.
The following table lists the rates requirement of each of the sub-activities that make up the Community Facilities & Activities Group.
COMMUNITY FACILITIES / ACTIVITIES
Annual Plan Rates Requirement Summary 2014/15 2015/16 2016/17 2017/18
2,044,145 Parks, reserves & sportsfields 2,161,569 2,207,662 2,280,743 1,265,884 Genesis Energy Recreation Centre 1,244,688 1,273,717 1,295,275 97,748 Cemeteries 72,661 90,031 81,427 322,868 District building 317,088 362,755 357,322 19 Housing for the elderly 27,819 31,759 28,286 78,910 Other rental properties 45,281 53,519 137,050 254,947 Public conveniences 281,883 293,640 301,406 100,860 Rural halls 99,613 96,577 96,093 20,320 Forestry 7,151 13,406 3,754 104,803 Mawley Park 94,843 68,021 39,746 137,236 Masterton Airport 138,653 124,923 110,882 1,248,339 Library 1,294,114 1,316,367 1,348,914 287,975 Archives 284,243 294,229 298,879 495,507 Community Development 573,829 621,910 680,158 354,311 Arts and Culture 354,294 362,436 372,169 670,067 Economic Development and Promotion 768,347 775,720 794,234
$7,483,939 Rates Requirement $7,766,079 $7,986,673 $8,226,340
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Community Services
What do we do?
The Community Services heading covers a range of activities including community development, arts and culture, economic development, district promotion and environmental initiatives. The Council plays a major role in identifying, initiating and supporting activities through projects, partnerships and funding agreements.
Why do we do it?
The Council supports community services in order to:
contribute to the strength of the Masterton community by supporting social, cultural and economic initiatives and partnerships that promote community capacity, grow the local economy and celebrate diversity; work collaboratively with other providers to implement the vision for the Wairarapa as a place to live that is rich with interest, strong with involvement and celebrating a highly visible arts, culture and heritage dimension; work collaboratively with other providers to create a region that is alive and actively engaged.
The Council’s involvement in community services is supported by the Local Government Act 2002. This act tasks Councils with meeting the current and future needs of communities for good quality and cost effective local infrastructure, public services and regulatory functions. The principles of this act require the Council to take a sustainable development approach considering the social, cultural, economic and environmental interests of its residents now and for the future. The Council has both general and specific discretionary powers under this act.
Community Outcomes
The key community outcomes that community services contribute to are:
A Sustainable, Healthy Environment. An Active, Involved and Caring Community. A Strong, Resilient Economy. A Knowledgeable, Learning Community.
How will we do it?
Levels of Service Support and encourage community responses to issues. Support and encourage economic development. Support and encourage environmental initiatives. Support and encourage arts, culture and heritage. Support and encourage involvement in sports and physical activity.
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Performance Measures
Outcomes Level of Service Performance Baseline Performance Measures 2013/14 Targets 2015/16 2016/17 2017/18 Years 4-10
Support and Provide funding to All recipients of Recipients report Recipients report Recipients report Recipients report encourage support community community at least annually at least annually at least annually at least annually community groups to deliver development on outcomes of on outcomes of on outcomes of on outcomes of responses to issues services for the grants funding funding funding funding benefit of the submitted community accountability
Economy forms. The largest grant was $5,000 for holiday programmes and smallest was $200. Support and Destination Destination Quarterly Report Quarterly Report Quarterly Report Quarterly Report encourage economic Wairarapa reports Wairarapa development tourism promotional reported activities and visitor quarterly. numbers Visitor numbers continued to increase at a higher rate than neighbouring comparator areas. ainable, Healthy Environment A Strong, Resilient Outcomes of Investments in Annual Report Annual Report Annual Report Annual Report investment in Gigatown, economic events, Made in
A Knowledgeable, Learning Community A Knowledgeable, development are Masterton expo, reported annually TECNZ conference and Gold Awards
Support and The impact of Enviroshcools Annual Report Annual Report Annual Report Annual Report encourage investment into delivered environmental environmental sustainability initiatives initiatives is programmes to reported annually 11 schools and ECE centres. Makoura Stream plantings continued. An Active, Involved and Caring Community A Sust Satisfaction with the 74% Maintain Maintain Maintain Maintain natural environment satisfaction satisfaction satisfaction satisfaction
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Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Support and The Aratoi Regional Reported Aratoi Regional Aratoi Regional Aratoi Regional Aratoi Regional encourage arts, Trust reports against quarterly - Trust meets its Trust meets its Trust meets its Trust meets its culture and heritage its performance exceeded target annual annual annual annual targets on activities for number of performance performance performance performance and outcomes at exhibitions targets targets targets targets Aratoi Museum of Art and History
The Wairarapa Arts, Reported Toi Wairarapa Toi Wairarapa Toi Wairarapa Toi Wairarapa Culture and Heritage six-monthly reports six- reports six- reports six- reports six- Strategy is monthly on monthly on monthly on monthly on progressively progress progress progress progress implemented
The impact of other Invested in Report annually Report annually Report annually Report annually investment into arts, International culture and heritage Festival of the initiatives is Arts, Kokomai reported Festival , Waitangi Day, A& P show concert and a youth music event
Support and Sport Wellington Reported Sport Wellington Sport Wellington Sport Wellington Sport Wellington encourage Wairarapa reports six-monthly on Wairarapa meets Wairarapa meets Wairarapa meets Wairarapa meets involvement in six-monthly against growth in its annual its annual its annual its annual sports and physical its performance participation and performance performance performance performance activity targets on its volunteering targets targets targets targets support for and supported involvement in sport sports’ group governance
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What assets are used?
Community Services assets consist of staff and funds for distribution to organisations which contribute to community development, art and culture, economic development and district promotion.
Issues and Challenges
The key issues and challenges facing community services activities include:
demographic factors such as an ageing and more diverse population; recreational trends such as increased demand for more diverse activities and events; health trends such as increased emphasis on promoting physical activity as part of a healthy lifestyle; socio-economic factors such as inequalities in opportunities and outcomes for some groups in Masterton; fluctuations in the economy may impact on employment levels and household incomes putting pressure on services provided by community groups; supporting effective delivery of services across the Wairarapa; increasing expectation for a sustainable environment; increased focus on the resilience of the community to respond to adverse events.
These issues and challenges may impact on community services demand, capacity and levels of service.
Capacity A new Economic Development Programme Manager has been appointed to support economic initiatives. The budget for economic development initiatives has been extended to allow those initiatives to gain traction.
An additional $100,000 has been added to Community Services funding in year 1 to enable more community development projects. This is being funded from a surplus expected to be achieved in 2014/15.
The Wairarapa Arts, Culture and Heritage Strategy and the Wairarapa Physical Activity Plan were developed in 2005. Both strategies require funds to support effective implementation. They will be reviewed during this ten-year period.
A new Wairarapa Environmental and Sustainability Advisor has been appointed to support an increased public focus on the environment sustainability and mitigating potential impacts of climate change.
Levels of Service Increasing collaboration and co-operation with other councils, and government and community agencies, is likely to maintain or improve levels of service in a cost effective manner.
Additional community development funding will enable more projects and increased levels of service.
The appointment of an Economic Development Programme Manager and Wairarapa Environmental and Sustainability Advisor will increase levels of service in these areas.
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The Christmas lighting on the roundabouts and along Chapel St will be replaced with LED lights that will be cheaper to operate as well as more reliable than the current lights. The cost of this is $31,000.
Key Projects
The Council has continued to make provision for grants and to support external organisations to provide community development, arts activities, environmental and economic development initiatives, and Marae development.
The Economic Development Programme Manager and Wairarapa Environmental and Sustainability Advisor have both been allocated funding to support economic development and environmental projects and initiatives.
What extra assets are planned?
Other than increased funding into these activities, the Council will not be investing in additional assets to deliver services.
How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the financial summary below and the Revenue and Financing Policy.
Community services activities are funded by a capital value rate, with other income from Creative New Zealand for arts grants and other external grants for events and special projects. Reserves funding is used for some one-off projects and grants.
What significant negative effects will the activity have?
There are no significant negative effects as a result of community services activity.
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What does the activity cost?
COMMUNITY FACILITIES / ACTIVITIES Community Services Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 606,107 Community development 763,229 656,319 684,577 384,311 Arts & culture 376,294 384,942 395,247 641,515 Economic development & promotion 770,993 674,654 689,112 40,000 Regional amenities contribution 40,000 40,920 41,960 52,054 CBD Amenities 67,039 71,726 73,807 1,723,987 2,017,556 1,828,562 1,884,704
Operating Income 20,400 Government grants 400 409 420 20,000 Creative NZ grants 22,000 22,506 23,078 1,000 Events grants & other recoveries 14,500 14,834 15,211 41,400 36,900 37,749 38,708
Appropriations (175,200) Transfers from reserves (289,000) (34,000) (4,000) 12,498 Provision for loan repayments 13,289 15,541 17,946 Reverse depreciation (8,474) (12,287) (13,380)
$1,519,885 Rates Requirement $1,696,471 $1,760,067 $1,846,562
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section
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Library and Archive
What do we do?
The Council owns and maintains a library and provides an archive service from leased premises.
Why do we do it?
The Council provides, maintains and manages the library and archive in order to:
enable those living in the community to access printed and internet resources to increase their skills and knowledge; provide a learning environment for all members of our community; provide a social environment for all members of our community; promote the use of Te Reo and understanding of Māori culture/values; preserve our historical records and past for future generations; provide research opportunities for those interested in our past and history; promote knowledge of our past and history.
The Council’s involvement in library and archive activity is supported by the Local Government Act 2002, Local Government (Rating) Act 2002 and Public Records Act, Privacy Act, Copyright Act, and other sundry acts. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
The key community outcomes that the library and archive contribute to are:
A Knowledgeable, Learning Community. An Active, Involved and Caring Community.
These activities also make a contribution to: A Strong, Resilient Economy.
How will we do it?
Levels of Service Provide access to information resources, lending materials and online services appropriate to the needs and interests of the local community. Provide programmes to encourage and promote literacy, numeracy and learning in the community for pre-school, school age children and seniors and in Māori language. Provide archival services to protect and promote Wairarapa history with material stored to meet Archive New Zealand standards and the requirements of the Public Records Act.
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Performance Measures
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10 Provide information Resident satisfaction 85% satisfied Within 10% of Within 10% of Within 10% of Within 10% of resources, lending with library services Peer group peer group peer group peer group peer group materials and online 89%. satisfaction satisfaction satisfaction satisfaction services appropriate (15% Don’t to the needs and know interests of the local responses) community
The library collection
is constantly updated
and appropriately sized for the Masterton District:
i) New books and 14.4 % of 10% of 10% of 10% of 10% of other items added to collection less collection less collection less collection less collection less the collection annually than 1 year old than one year than one year than one year than one year old old old old
ii) The number of 2.78 items per 2.7 per person 2.7 per person 2.7 per person 2.7 per person
and Caring Community A Strong, Resilient Economy resources - books, person as at DVDs etc - in the 30/06/14 collection (national average 3.3 per resident)
Provide programmes Participants are Satisfaction: Maintain Maintain Maintain Maintain to encourage and satisfied with Summer Reading satisfaction satisfaction satisfaction satisfaction promote literacy, children’s summer programme: numeracy and reading and maths; 99.9% learning in the seniors and Te Reo community for pre- programmes Math is Fun: school, school age 100% children and seniors Winter Warmer and in Māori 100% language Often over 60 seniors attending but not evaluated A Knowledgeable, Learning Community An A Knowledgeable, Active, Involved Te Reo not evaluated
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Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Provide archival Archived material is Archives open 20 hours per 20 hours per 20 hours per 20 hours per services to protect available to the public 20 hours a week week week week week and promote from the archives 20 Wairarapa history hours a week. The 15,000 items 750 items 750 items 750 items 750 items with material stored number of items available on line added each year added each year added each year added each year to meet Archive New available online available online available online available online Zealand standards increases each year and the requirements of the i) History articles Two books 6+ articles per 6+ articles per 6+ articles per 6+ articles per Public Records Act published in local published; year year year year media 14 articles published; thirty presentations
What assets are used?
The library and archive assets consist of the library building, books and resources, archive materials and equipment.
Issues and Challenges
The key issues and challenges facing library and archive activities include:
demographic factors such as an ageing and more diverse population; recreational trends such as increased demand for more diverse activities and events; socio-economic factors such as inequalities in opportunities and outcomes for some groups in Masterton; technology advances in use of the internet, digital and computer systems and access to ebooks.
These issues and challenges may impact on library and archive demand, capacity and levels of service.
Capacity The size of the library is limiting its ability to provide services to a population the size of Masterton. The plan identifies the need to improve library capacity and a study to identify and assess options is currently being completed. It is hoped that external funding will be available to support implementation of the preferred option.
Levels of Service Masterton Library is a participating member of the SMART Libraries Scheme. This means users have access to the collections of the five other libraries - three Council libraries and two polytechnic libraries.
Access to ebooks is provided through the site shared by Lower North island public libraries called www.epukapuka.org as well as the library catalogue.
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The Library and Information Association New Zealand Aotearoa (LIANZA) has established guidelines for standards of libraries for varying population sizes. The Masterton Library operates below most of these standards. The Library standards are due to be reviewed in the near future to respond to changes in library use, such as increased use of the internet for information. The current intention is for Masterton to maintain our position and not fall below existing service levels.
Fluctuations in the New Zealand dollar can impact on the library’s ability to purchase sufficient books to maintain a current collection. The number of books and other items in the library is currently at 2.61 per resident. The recommended public library standard is 3.5. New items are currently purchased at about 280 per 1,000 people. The library standard recommends 350 items. The annual cost of meeting library standards would be an additional $30,000 per annum.
The archives collections are largely paper-based. Many library collections are also paper-based. All existing oral histories have been digitised. We will continue to digitise oral histories and photographic records of archival materials to make them available online. This ensures that the records will be accessible and that backup copies are available in the event of a fire hazard or natural disaster.
The library currently offers access to free computers for one half hour per person per day; and WiFi with a 250MB limit per day. This has attracted more people into the library and increased internet use.
Key Projects
The need to improve the capacity of the library has been identified in the Plan. A study to identify and assess options is currently underway, with $1.26 million allowed in Year 3 to support improvements. A re-roof is scheduled at the same time. The alternative option is to make do with the current building and review the need for improvements as anticipated changes to library service delivery and technological advances become clearer.
Book purchases will continue in both hard copy and electronic versions at an annual cost starting at $175,000 and inflated. Maintaining book purchases is required to achieve the performance target of 10% of the collection being less than one year old. The alternative is to spend less, however the collection could then become dated and worn out from high turnover rates and may not meet the needs of the community resulting in declining service levels and customer satisfaction levels.
There is ongoing provision for replacement computers and associated equipment for data management. The alternative of not replacing equipment in a timely manner, is the risk of equipment failure and potential loss of data. There is also a risk of business interruption and high costs associated with retrieval or replacement of information and replacing equipment with urgency.
The archive has a provision of $130,000 over Years 2 and 3 for additional shelving and expansion of the archives to accommodate ongoing deposited material, both from the Council and external bodies. Options for expanding the archive will be considered as part of the Library improvement study, and will depend on the outcome of the study and which options are most cost-effective.
A 3D Printer will be purchased that will be available for schools, members of the public,design students and designers.
What extra assets are planned?
As described above, this plan includes projects that Council believes will be necessary to meet potential changes in demand and service levels. We will continue to monitor trends and will confirm projects as the programmed year approaches.
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How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The costs of operations and maintenance of the library and archive will be met by a combination of rates (part of the targeted uniform charges), grants and user charges.
Asset renewals (equipment and books) will be funded from depreciation reserves.
What significant negative effects will the activity have?
There are no identified significant negative effects from the provision of library and archive services.
What does the activity cost?
COMMUNITY FACILITIES / ACTIVITIES Library & Archive Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 1,132,267 Operating costs - Library 1,174,571 1,190,449 1,226,880 295,121 Operating costs - Archive 296,061 296,877 304,872 156,000 Depreciation - books 143,559 158,410 204,811 99,976 Depreciation - bldg, furniture & equipment 113,417 108,783 101,177 1,683,364 1,727,607 1,754,520 1,837,740
Operating Income 24,100 Grants & donations 27,650 25,217 25,858 92,950 User charges & other recoveries 91,600 93,707 96,088 117,050 119,250 118,924 121,946
Appropriations (30,000) Transfer from reserves (10,000) - - - Provision for loan repayments - - - - Reverse depreciation (20,000) (25,000) (68,000)
$1,536,314 Rates Requirement $1,578,357 $1,610,597 $1,647,793
Analysis of Rates Requirement 1,248,339 Library 1,294,114 1,316,367 1,348,914 287,975 Archive 284,243 294,229 298,879 $1,536,314 $1,578,357 $1,610,597 $1,647,793
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section
Capital Expenditure Summaries are grouped at the end of this document.
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Property
What do we do?
The Council owns, maintains and manages a range of properties within the District including the Municipal Building, Town Hall, housing for the elderly, public toilet facilities, rural halls and holding paddocks, small roadside forestry blocks, other rental properties and a camping ground.
Why do we do it?
The Council provides, maintains and manages property in order to:
provide a central and accessible location for Council activities and the Office of the Mayor; provide conference facilities and meeting rooms for Council staff and external parties; provide a Town Hall as a venue for social and cultural activity, and for educational expos and displays; provide halls in rural communities to enable residents to meet and participate in social, cultural and leisure activities; provide public toilet facilities for the use of residents and visitors to the district; ensure low cost, well maintained rental accommodation is available for the elderly with limited financial resources; provide affordable temporary accommodation for visitors to the area; encourage appropriate residential and industrial development.
Community Outcomes
The key outcomes that property contributes to are:
An Active, Involved and Caring Community. A Strong, Resilient Economy.
This activity also makes a contribution to: A Knowledgeable, Learning Community.
The Council’s involvement in property is supported by the Local Government Act 2002, Local Government (Rating) Act 2002, Residential Tenancies Act 1986, and Building Act 2004 and other statutes. The Council has both general and specific discretionary powers under these acts.
How will we do it?
Levels of Service Provide a range of safe and clean Council owned buildings, Town Hall, camping ground and public toilets appropriate for community use. Provide housing for the elderly to people of modest means.
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Performance Measures Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Provide a range of Public buildings are safe and clean safe and clean for Council buildings, public use: Town Hall and public toilets i) Monthly Achieved 83% 95% compliance 95% compliance 95% compliance 95% compliance appropriate for inspections of compliance as two community use. Municipal Building reports not and public toilets provided meet cleanliness and safety standards.
ii) Town Hall 100% but 100% 100% 100% 100% facilities are restrictions on operational for all stage flying bookings systems
iii) % occupancy of 6.7% occupancy 5% increase on 5% increase on 5% increase on Maintain Mawley Park increase on previous year previous year previous year occupancy Camping ground previous year
Provide housing for All elderly units are Target exceeded Minimum annual Minimum annual Minimum annual Minimum annual
A Knowledgeable, Learning Community Learning Community A Knowledgeable, the elderly to fully occupied, in 2013/14: 97.8% occupancy 95% occupancy 95% occupancy 95% occupancy 95% people of modest averaged over all occupancy means complexes, excluding excluding refurbishment refurbishment weeks on 9 units. periods Rental income was 2.85% above plan.
An Active, Involved and Caring Community A Strong, Resilient Economy
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What assets are used?
The Municipal Building located in Chapel Street provides office accommodation for the Mayor and Council staff, the Town Hall and a variety of meeting rooms.
Housing for the elderly includes 41 studio units, 23 one-bedroom units and 10 one-double bedroom units situated in Ngaumutawa Road, Chapel Street and Laurent Place. The homestead at Panama provides communal space as well as accommodation for the caretaker.
There are also four one-bedroom rental flats and seven other houses for public rental, 13 public toilet facilities; seven rural halls; rural holding paddocks, small forestry blocks, rural parcels, a camping ground and development land located throughout the Masterton District.
Issues and Challenges
The key issues and challenges facing property activities include:
demographic factors such as an ageing and more diverse population; socio-economic factors such as affordability; recreational trends such as increased demand for venues to accommodate more diverse activities and events.
These issues and challenges may impact on Property Services’ demand, capacity and levels of service.
Capacity Future needs for housing for older people are difficult to predict. Current demand matches availability of elderly housing, but it is likely that as the population ages, demand will increase. Eligibility criteria could be adjusted if demand is insufficient to achieve full occupancy.
The Municipal Building includes Council Chambers and Council staff offices. The current layout of the building limits the ability to offer private interview facilities for Council customers and space for staff is at full capacity. We are investigating options to make better use of existing space and have allowed $250,000 in Year 1 to implement changes.
Levels of Service Some of our rural halls are barely used and do not warrant the compliance costs to keep them. We will be undertaking a feasibility study to review the options and scope the needs for rural halls, and their use by the community, with options for relocation or demolition being included. We expect the results of the study, which could include removal of some halls, to be implemented in Year 2 of the Plan.
Buildings that do not meet 67% of the building code will be upgraded where it is economic to do so.
Our housing for the elderly has been self-funding, i.e. rent covers the costs, but we have not fully depreciated the asset. We are intending to increase depreciation funding to protect and maintain the asset into the future. This will be funded from rates, gradually increasing over the ten year period to achieve full depreciation. The alternatives are to increase rents to include depreciation, or to not fully fund depreciation and manage the asset until it is no longer economically viable.
Investigation of options to improve space utilisation in the Municipal Building will also consider how the layout can facilitate enhanced customer service.
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The Town Hall acoustics are not ideal and need to be upgraded. Seating in the balcony area is also in need of refurbishment. We have allowed $100,000 in Year 5, funded by a loan, to address acoustics and seating.
Key Projects A table showing inflation-adjusted annual planned capital expenditure on property is at the end of this document.
Fire system upgrades and earthquake strengthening to bring all Council buildings up to at least 67% of the earthquake code (if required), are planned with a provision of $2.5 million spread over Years 2 and 3. This work will be loan funded. We will evaluate the alternative of demolishing buildings that cannot be cost-effectively brought up to code.
Some $700,000 has been provided over the ten years for general renewal of furnishings and equipment in the Council Building and the Town Hall, including carpeting and replacement of the emergency generator in Year 1. An additional $350,000 has been allowed for improvements.
What extra assets are planned?
This plan includes projects that Council believes will be necessary to meet potential changes in demand and service levels. The Council will continue to monitor trends and will confirm projects as the programmed year approaches.
How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The costs of operation and maintenance of the District Building will be met by a combination of user charges (town hall rents, internal office space charging) and rates (on capital value).
Operation and maintenance of housing for the elderly has been funded by user charges (rents) with no rates input. However, the income from rents is insufficient to cover depreciation so this Plan proposes a rates contribution to enable depreciation to be funded. Further investment would be needed to fund any potential upgrades. Funding for future investment could be achieved by selling some units and applying the income to improvements or by accessing government funding.
The operation and maintenance costs of other property are part-funded by external income (rents), with the balance from a capital value rate.
What significant negative effects will the activity have?
No significant effects have been identified as a result of property activities.
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What does the activity cost?
COMMUNITY FACILITIES / ACTIVITIES Property Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 388,536 District Building 366,557 390,789 402,685 292,469 Housing for the Elderly 294,947 301,887 312,151 318,010 Mawley Holiday Park 335,358 342,275 349,949 583,342 Other Property 716,148 585,815 745,633 753,560 Depreciation 775,808 795,286 638,627 2,335,917 2,488,818 2,416,052 2,449,046 Operating Income 47,500 Rental income - Halls & Dist. Bldg 47,350 48,392 49,575 377,950 Rental income - Housing for Elderly 401,200 410,026 420,056 186,800 Rental income - Other Property 179,300 183,245 187,727 268,300 Mawley Holiday Park 319,250 348,758 391,840 80,000 Forestry harvest proceeds 180,000 - 119,882 50,000 Internal recoveries - forestry 50,000 51,150 52,450 183,200 Internal recoveries - offices rental 179,700 183,833 188,505 1,193,750 1,356,800 1,225,403 1,410,036 Appropriations (55,000) Transfers from reserves (10,000) (50,000) (10,000) 80,000 Transfers to reserves - - - 74,887 Provision for loan repayments 47,878 56,119 85,107 (359,327) Reverse depreciation (296,217) (277,091) (150,460) $882,727 Rates Requirement $873,679 $919,677 $963,658
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section Capital Expenditure Summaries are grouped at the end of this document.
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Parks, Reserves and Sports Fields
What do we do?
The Council owns, maintains and manages 215 hectares of urban and rural recreation parks, reserves and sports fields. These include sports grounds, gardens, neighbourhood open spaces, natural bush, and beachfront esplanades.
Why do we do it?
The Council provides, maintains and manages parks, reserves and sports fields, in order to:
protect, preserve and enhance the natural environment; provide recreational opportunities for locals and visitors; encourage physical activity and healthy lifestyles by offering attractive environments for exercise and sport; provide social environments for all members of our community.
The Council’s involvement in parks, reserves and sports fields is supported by the Local Government Act 2002, Local Government (Rating) Act 2002, Resource Management Act 1991 and the Reserves Act 1977. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
The key community outcomes that parks, reserves and sports fields contribute to are:
A Sustainable, Healthy Environment. An Active, Involved and Caring Community.
This activity also makes a contribution to: A Strong, Resilient Economy.
How will we do it?
Levels of Service Provide a range of parks, open spaces and sports facilities to support the sporting and recreational needs of the community. Provide safe enjoyable and accessible buildings, playgrounds, park furniture and signage.
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Performance Measures
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Provide a range of Percentage of residents 89% Maintain Maintain Maintain Maintain parks, open spaces and satisfied with parks Peer group satisfaction satisfaction satisfaction satisfaction sports facilities to and reserves average 93% support the sporting and recreational needs of the community Percentage of 93% Maintain Maintain Maintain Maintain households who have satisfaction satisfaction satisfaction satisfaction visited a park in the past year
Percentage of users/ 89% Maintain Maintain Maintain Maintain visitors satisfied with satisfaction satisfaction satisfaction satisfaction the service
Council owned sports 60% satisfaction 70% 75% 80% 85% facilities meet the but few standard agreed with responses sports codes (measured returned from by seasonal survey) sports clubs
Number of sports field New Measure Less than 5% Less than 5% Less than 5% Less than 5% closures per season. closures per closures per closures per closures per season. season. season. season. An Active, Involved and Caring Community Community An Active, Involved and Caring Provide safe, enjoyable All playgrounds meet 100% 100% 100% 100% 100% and accessible safety standards buildings, playgrounds, park furniture and A Sustainable, Healthy Environment A Strong Resilient Economy signage Percentage of customer 75% of 472 jobs 95% 95% 95% 95% service requests completed within completed within 3 day deadline specified deadlines but some jobs would take longer than three days.
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What assets are used?
The Council manages 67 urban reserves, eight urban sports fields, five rural recreation reserves, and many road and esplanade reserves including Riversdale Beach. The Council also manages and maintains over 1,300 street trees, 1,593m2 of annual bedding, and 18,230m2 of shrub plots, which include roundabouts and carpark gardens.
Issues and Challenges
The key issues and challenges facing parks, reserves and sports fields activities include:
demographic factors such as an ageing and more diverse population; recreational trends such as increased demand for more diverse activities and events, including passive opportunities; health trends such as increased emphasis on promoting healthy lifestyles and active recreational pursuits like physical activity; environmental factors such as increased demand for environmentally friendly and sustainable approaches to managing natural resources; allocation of resources to support participation versus providing enhanced facilities for elite performers.
These issues and challenges may impact on parks, reserves and sports fields demand, capacity and levels of service.
Capacity The existing parks, reserves and sports fields infrastructure is sufficient to accommodate low to medium population growth. However, changing demographics, and changes in leisure activities and promotion of healthy activity, may change demand patterns.
Some sports groups have identified future needs and improvements that they would like to pursue and may to look to the Council for support.
Levels of Service The Council has completed a Sports Facility Plan and its implementation will assist sports groups to upgrade their facilities, enabling them to provide appropriately for their members and to potentially host regional sports competitions. Council is committed to providing parks and opens spaces that meet the needs of the community. The area of actively serviced park grounds, and sports fields, will at least remain at the current level. Masterton currently provides 2.49 playgrounds per 1,000 children. The national average for Councils surveyed is 4.3 playground facilities per 1,000 children under 15 years. Based on this statistic, and the results of condition assessments, provision has been made for upgrades and new playgrounds to be installed over the next ten years. Phases 1-4 of the Queen Elizabeth Park rejuvenation have been completed and Phase 5 is to be progressed. The Recreation Trail Network will be extended further over the next ten years in response to increased demand for facilities that encourage physical activity. Council will explore options for provision of bridle paths for horse riding in the Masterton District. Facilities for mountain bikes will
also be investigated.
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Key Projects
The major focus in the next ten years is to contribute to upgrading of sports facilities. Ongoing rejuvenation of Queen Elizabeth Park is also planned. A table showing inflation-adjusted annual planned capital expenditure on Parks is included at the end of this document.
Cricket and netball facilities will be supported with funding to upgrade their buildings and playing facilities. This work is planned in Years 1 and 2 with the total $700,000 funded from depreciation reserves and general capital funds. Both projects assume contributions from the clubs and external sources. Further provision for other projects of $380,000 is included over the ten years of the plan. In addition, a further $100,000 per year for 5 years has been allocated for the upgrading of Council owned properties, including sports facilities.
Queen Elizabeth Park rejuvenation, funded by reserve contributions and loans, has been allocated $675,000 over Years 1 to 4. The project is intended to progressively renew and enhance the Park.
We plan to extend our off-road recreation trails network, such as along river banks, with provision of $267,000 over 10 years funded from our reserves funds. In Year 1 we will investigate rural district network trails that will link into the national network with provision of $259,000 as seed funding over Years 2 and 3. We will be seeking to work with other parties, seek other community funding, and possibly government funding, for this project. The extension will increase opportunities for people to be more active, capitalises on our attractive environment and has the potential to provide for cycling tourism. The alternative is to undertake no further work on cycle recreation trails which would ignore attractive opportunities to increase recreational opportunities and attract visitors.
Over Years 1 and 2 we will remove pine trees, install underground cabling and a water tank at Mauriceville Domain at a cost of $40,000. We will also remove pine trees and landscape the Riversdale Northern reserve at a cost of $30,000; and remove dying trees adjacent to the Archer Street cemetery and QE Park.
What extra assets are planned?
This Plan includes projects that Council believes will be necessary to meet potential changes in demand and service levels. We will continue to monitor trends and will confirm projects as the programmed year approaches.
How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The costs of operation and maintenance of the Parks, Reserves and Sports Fields will be met from user charges (approximately 5%) and the balance from capital value rates and (in the rural area) as part of the Targeted Uniform Charge.
The project to rejuvenate Queen Elizabeth Park will be funded by reserves contributions, loans and grants. Other renewal projects are funded by depreciation reserves.
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What significant negative effects will the activity have?
No significant negative effects have been identified as a result of providing parks, reserves and sports fields
What does the activity cost?
COMMUNITY FACILITIES / ACTIVITIES Parks, Reserves & Sportsfields Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 1,336,204 Parks & reserves maintenance 1,480,313 1,464,621 1,513,312 504,708 Sportsfields maintenance 464,890 474,928 488,937 398,308 Depreciation 410,407 435,815 445,274 2,239,220 2,355,609 2,375,364 2,447,524 Operating Income 31,100 Miscellaneous parks income 30,900 31,580 32,352 28,975 Sportsground rentals 39,340 40,205 41,189 60,075 70,240 71,785 73,541 Appropriations (135,000) Transfers from reserves (150,000) (120,000) (120,000) - Transfers to reserves - - - 63,352 Provision for loan repayments 71,343 67,466 75,075 (63,352) Reverse depreciation (45,143) (43,383) (48,314)
$2,044,145 Rates Requirement $2,161,569 $2,207,662 $2,280,743
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section Capital Expenditure Summaries are grouped at the end of this document.
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Recreation Centre
What do we do?
The Council owns and maintains the Recreation Centre which consists of a stadium and a range of indoor and outdoor pools. A contractor manages the facility and also operates a gymnasium on the premises.
Why do we do it?
The Council provides and maintains the Recreation Centre in order to:
provide a facility for children to learn to swim; provide a stadium for recreational activity; provide a venue for aquatic activity; provide a venue for cultural, educational and social activities and exhibitions; encourage physical activity and healthy lifestyles by offering an attractive environment for exercise and sport; provide a social environment for all members of our community.
The Council’s involvement in the Recreation Centre is supported by the Local Government Act 2002, Local Government (Rating) Act 2002 and the Reserves Act, 1977. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
The key outcome that the Recreation Centre contributes to is:
An Active, Involved and Caring Community. This activity also makes a contribution to: A Strong Resilient Economy.
How will we do it?
Levels of Service Provide safe aquatic and stadium facilities and programmes to support community activities, events and recreational needs.
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Performance Measures
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Provide safe aquatic Percentage of residents 66% Maintain Maintain Maintain Maintain and stadium facilities satisfied with the service satisfaction satisfaction satisfaction satisfaction and programmes to levels levels levels levels support community activities, events and Percentage of households 51% (Peer 60% 65% 70% >70% recreational needs that have used the facility group average in the last 12 months 53%)
Percentage of users 87% Maintain Maintain Maintain Maintain satisfied with the facility baseline baseline baseline baseline
Temperature and water Temperature 85% average 85% average 85% average 85% average treatment within not reported of test results of test results of test results of test results specification and agreed within agreed within agreed within agreed within agreed standards range range range range
Standards: Targets Disinfection 85% exceeded in Microbial 99% 2013/14: Chemical balance 90% Disinfection 89% Microbial 99% Chemical balance 95% An Active, Involved and Caring Community A Strong Resilient Economy
What assets are used?
The Recreation Centre consists of a seven-lane indoor heated swimming pool, complete with a graded ramp for easy access; a 60-metre long hydroslide; a second indoor five-lane pool; lazy river with beach access; spa pool; sauna; indoor and outdoor toddlers’ pools and lido pool slide with exterior toilet facilities. On the upper floor, which is accessible by elevator, there is space for a health and fitness centre.
The stadium is available for one-off events and programmes, as well as on a regular basis for sports clubs and community groups.
Issues and Challenges
The key issues and challenges facing the Recreation Centre activities include:
demographic factors such as an ageing and more diverse population; socio-economic factors such as ability to pay; recreational trends such as increased demand for more diverse activities and events; health trends such as increased emphasis on promoting healthy lifestyles and active recreational pursuits like physical activity; environmental factors such as increased demand for environmentally friendly and sustainable approaches to managing natural resources.
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These issues and challenges may impact on Recreation Centre demand, capacity and levels of service.
Capacity The existing Recreation Centre infrastructure is sufficient to accommodate low to medium population growth.
There are a small number of events that could be too large for the stadium to accommodate all the potential audience.
The desire for economic efficiency and sustainable energy use has confirmed the ongoing need to manage energy usage at the Recreation Centre.
Levels of Service Balancing the cost to the ratepayer, and user charges, against levels of service such as opening hours and availability of services has been a challenge. Current levels of service will be maintained.
Key Projects
A table showing inflation-adjusted annual planned capital expenditure on the Recreation Centre is at the end of this document.
We will continue to renew plant and equipment, allocating $581,000 from depreciation reserves over the ten years of the plan.
We will continue to upgrade the outdoor pools with $157,000 allocated from depreciation reserves over the ten years.
What extra assets are planned?
Only maintenance and scheduled renewals are planned for this period. No major addition of assets is planned.
How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The costs of operation and maintenance of the Recreation Centre will be met by a combination of user charges, rates (targeted uniform charges), lease income and grants. (User charges are retained by the facility manager as part of the management contract.)
Not all depreciation is funded to reserves because in 2004/05 the facility received some $3 million funding (43%) from external sources. It is assumed that the renewal of the facility at the end of its life will attract a similar proportion of external funding, hence full depreciation funding is not allowed for.
What significant negative effects will the activity have?
No significant negative effects have been identified as a result of providing the Recreation Centre.
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What does the activity cost?
COMMUNITY FACILITIES / ACTIVITIES Recreation Centre Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$
1,071,828 Recreation centre operating costs** 1,015,829 1,035,760 1,066,284 410,056 Depreciation 447,460 457,626 444,876 1,481,884 1,463,288 1,493,386 1,511,159 Operating Income 46,000 Grants & recoveries 48,600 49,669 50,884 Appropriations 41,831 Provision for loan repayments 19,243 20,530 21,885 (211,831) Reverse depreciation (189,243) (190,530) (186,885)
$1,265,884 Rates Requirement $1,244,688 $1,273,717 $1,295,275
** Costs are net of user charge recoveries which go to the facility management contractor.
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section Capital Expenditure Summaries are grouped at the end of this document.
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Cemeteries
What do we do?
The Council owns and maintains both urban and rural cemeteries.
Why do we do it?
The Council provides, maintains and manages cemeteries at various locations in order to:
ensure culturally and socially appropriate cemetery facilities.
The Council's involvement in cemeteries is supported by the Local Government Act 2002, Local Government (Rating) Act 2002 and Burials and Cremations Act 1964. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
The key outcomes that Cemeteries contribute to are:
An Active, Involved and Caring Community. A Sustainable, Healthy Environment. A Knowledgeable, Learning Community.
How will we do it?
Levels of Service Provide sufficient cemeteries to meet the demand for burial and cremation services and to satisfy community expectations for a place of remembrance. Provide public information on burial records.
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Performance Measures
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Provide sufficient Percentage of residents 56% Maintain Maintain Maintain Satisfaction cemeteries to meet satisfied with the Peer Group 75% satisfaction satisfaction satisfaction rating to meet the demand for service or exceed peer burial and cremation (43% of group services and to households satisfy community surveyed had expectations for a visited a place of cemetery in the remembrance. last 12 months)
Satisfaction amongst 78% 80% 80% 80% >85% those who have visited a cemetery
Provide public Accurate online access All burials within 100% of burials 100% of burials 100% of burials 100% of burials information on burial to burial records a month were loaded by 15th loaded by 15th loaded by 15th loaded by 15th records loaded by the of the following of the following of the following of the following th
A Knowledgeable, Learning Community Learning Community A Knowledgeable, 15 of the month. month. month. month. following month.
Historical Historical errors Historical errors Historical errors Historical errors records project corrected within corrected within corrected within corrected within to correct errors 30 days of 30 days of 30 days of 30 days of deferred being reported being reported being reported being reported
An Active, Involved and Caring Community Community An Active, Involved and Caring A Sustainable, Healthy Environment
What assets are used?
There are six cemeteries in the care of the Masterton District. These are: Masterton Cemetery (also known as Archer Street Cemetery), Pioneer Cemetery (Historic), Riverside Cemetery, Tinui Cemetery, Mauriceville West Cemetery (closed), and Hastwell Cemetery.
Issues and Challenges
The key issues and challenges facing cemetery activities include:
environmental factors such as increased demand for environmentally friendly and sustainable approaches to burial options increasing trends towards cremation see a reduced demand for burials maintaining the graves of early settlers in a satisfactory manner
These issues and challenges may impact on cemetery demand, capacity and levels of service.
Capacity The existing cemetery infrastructure is sufficient to accommodate present demand, now and for the foreseeable future.
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Levels of Service Condition assessments and requests from customers have identified the need for landscape and development work at both Pioneer and Riverside Cemeteries. Development projects have been scheduled to meet these needs.
The cost of continued maintenance of cemetery plots and headstones exceeds income from the sale of plots. This raises a question around how long a plot should be reserved.
There may be an increase in requests to provide for natural burials.
The cemetery online information is the most frequently visited site on the Council’s website.
Key Projects
A table showing inflation-adjusted annual planned capital expenditure on cemeteries is at the end of this document.
The Riverside Cemetery entrance way will be developed in Year 7 with $164,000 from general funds. Upgrading the entrance will create a more welcoming and respectful environment for cemetery visitors.
Some scheduled capital work will occur in Year 2 at a cost of $23,500.
What extra assets are planned?
This plan includes projects that Council believes will be necessary to meet potential changes in demand and service levels. We will continue to monitor trends and will confirm projects as the programmed year approaches.
How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The costs of maintenance, renewals and replacements for the cemetery activity will be met by a combination of burial fees, sale of plots, grants and the balance from rates (Targeted Uniform Charge).
What significant negative effects will the activity have?
No significant negative effects have been identified as a result of providing cemeteries.
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What does the activity cost? COMMUNITY FACILITIES / ACTIVITIES Cemeteries Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 193,948 Cemeteries operating and maintenance 156,361 175,573 165,920
Operating Income 86,200 Burial fees and sale of plots 83,700 85,541 84,493
Appropriations (10,000) Transfer from reserves - - -
$97,748 Rates Requirement $72,661 $90,031 $81,427
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section Capital Expenditure Summaries are grouped at the end of this document.
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Masterton Airport (Hood Aerodrome)
What do we do?
The Council manages and operates Hood Aerodrome for the benefit of commercial and recreational aircraft users from within and outside the district.
Why do we do it?
The Council manages and operates Hood Aerodrome to:
provide strategic air transport facilities for passengers and freight for the Wairarapa; provide facilities for air ambulance services; provide facilities for pilot training; provide facilities for recreational aviation; facilitate aviation-related business; provide for major air events.
The Council’s involvement in Hood Aerodrome is supported by the Local Government Act 2002 and Local Government (Rating) Act. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
The key community outcomes that the Hood Aerodrome contributes to are:
An Easy Place to Move Around. A Strong, Resilient Economy.
This activity also makes a contribution to: An Active Involved and Caring Community.
How will we do it?
Levels of Service Provide an aerodrome that is maintained to safe operating standards and available at all times to aircraft, unless notified to users. Facilitate and encourage maximum commercial and recreational use of the aerodrome and support facilities in a cost-efficient manner consistent with its strategic role as the Wairarapa’s air transport hub.
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Performance Measures
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Provide an aerodrome, Safe availability of Runways safe 100% 100% 100% 100% that is maintained to runways, and available at requirements requirements requirements requirements safe operating approaches and all times met met met met standards and open spaces: available at all times to aircraft, unless notified Compliance with 100% complied 100% 100% 100% 100% to users inspection schedule with fortnightly requirements requirements requirements requirements runway met met met met inspection schedule
Incidents of 100% of non- All occasions All occasions All occasions All occasions non-availability availability notified to users advised to users
Facilitate and Annual usage levels 8,838 aircraft Usage is no less Usage is no less Usage is no less Usage is no less encourage maximum movements, than previous than previous than previous than previous
An Active, Involved and Caring Community Community An Active, Involved and Caring commercial and 3,086 stop year year year year recreational use of the landings aerodrome consistent
An Easy Place to Move Around A Strong, Resilient Economy with its strategic role (Manually as the Wairarapa’s air recorded) transport hub
What assets are used?
One sealed runway with runway lighting and three grass runways are provided, along with navigational aids. There is a terminal building, a taxiway and hardstand. Additional open spaces are available for helicopter training, model aircraft flying and passive activities such as air shows. Land is also made available for leasing for hangar construction and other aviation-related businesses.
Issues and Challenges
The key issues and challenges facing Hood Aerodrome include:
provision of regular, scheduled passenger services; economic factors such as provision/extension of the airport’s commercial capacity; recreational factors such as growing interest in aviation as a hobby; managing competing commercial and recreational requirements; managing impact of the activity outside the airport perimeter.
These issues and challenges may impact on Hood Aerodrome demand, capacity and levels of service.
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Capacity Improvements to the airport occurred to accommodate a daily commercial service to Auckland. With Air New Zealand stopping their commercial service the Council is looking for alternative providers.
A new commercial operator may require changes to the airport to accommodate its aircraft. If successful and passenger demand required larger planes, we may need to lengthen the runway and certify the airport. This is not currently allowed for in the Plan but has been identified as a potential future requirement.
Levels of Service Facilities at the airport meet the operating and safety regulations required for a commercial service. These include a terminal building, a taxiway and hardstand.
Increased interest in aviation as a hobby, and an ageing population who may have more time for recreational pursuits, may result in demand for increased levels of service and development. The Aerodrome is also used regularly for air show events such as Wings Over Wairarapa.
The drag strip located on the south boundary of the aerodrome continues to hold successful events.
Key Projects
A table showing inflation-adjusted annual planned capital expenditure on Hood Aerodrome is at the end of this document.
Resealing the runway is scheduled for Years 2 and 7, using depreciation funds to cover the $350,000 costs.
Replacement of runway lights will be completed in Year 1 funded from depreciation.
Other work includes regulatory requirements such as fencing in Year 2, renewing the back up generator in Year 1, and relocating the grass runway further away from the sealed runway when a commercial service restarts costing a total of $75,700. Internal roading is scheduled for Year 4 to accommodate growth in services. Most work will be funded from depreciation reserves. The relocation of the grass runway ($15,000) will be loan funded.
This work is required for safety purposes and there are no alternatives if we are to ensure safe operation.
What extra assets are planned?
This plan includes projects that Council believes will be necessary to meet potential changes in demand and service levels. We will continue to monitor trends and will confirm projects as the programmed year approaches.
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How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The costs of maintenance, renewals and replacements for Hood Aerodrome will be met by a combination of rates, leases and airport user charges.
What significant negative effects will the activity have?
A significant negative effect on the community is aircraft noise, especially outside normal work hours. This particularly affects people living near the aerodrome or under the approach paths for the runways. Helicopters usually create the most complaints, particularly during early morning or late night movements.
The air noise boundaries incorporated in the Proposed Wairarapa Combined District Plan will address this issue, both by regulating on-aerodrome noise and by restricting development around the aerodrome.
What does the activity cost?
COMMUNITY FACILITIES/ACTIVITIES Masterton Airport (Hood Aerodrome)
Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$
276,224 Airport operation & maintenance 239,087 240,277 242,360 76,512 Depreciation 75,870 78,870 94,229 352,736 314,957 319,148 336,588 Operating Income 220,500 Leases and other income 215,500 238,456 255,287
Appropriations (40,000) Transfers from reserves (10,000) (10,000) (10,000) - Transfers to reserves - - - 74,476 Provision for loan repayments 79,196 84,231 89,580 (29,476) Reverse depreciation (30,000) (30,000) (50,000)
$ 137,236 Rates Requirement 138,653 124,923 110,882
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section Capital Expenditure Summaries are grouped at the end of this document.
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Regulatory Services
Why do we have Regulatory Services?
The Council provides Regulatory Services in order to:
manage the development and protection of the natural and physical resources in a sustainable manner; protect the safety and wellbeing of the community; protect people from hazards to their health and safety.
REGULATORY SERVICES Rates Requirement Summary Annual Plan 2014/15 2015/16 2016/17 2017/18
600,094 Resource Management and Planning 643,935 687,713 694,250
115,138 Building Control 172,153 160,558 184,081
321,097 Environmental Health & Licensing 362,254 372,414 416,251
80,673 By-law Control & General Inspection 71,981 84,864 100,045 Rural Fire Control & Emergency 444,255 Management 458,072 455,005 470,568
17,587 Animal Control 33,233 27,541 37,134
(65,263) Parking Control (68,561) (79,642) (80,304)
$1,513,581 Rates Requirement $1,673,068 $1,708,453 $1,822,025
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Resource Management and Planning
What do we do?
Council staff implement planning policies and manage the planning functions. These include administering the resource consent process, maintaining and developing the District Plan and providing advice on specific planning issues as required.
Why do we do it?
The Council provides resource management and planning services in order to:
manage the use, development and protection of natural and physical resources in a sustainable manner.
The Council’s involvement in planning is primarily supported by the Local Government Act 2002 and the Resource Management Act 1991. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
The key outcomes that resource management and planning contribute to are:
A Sustainable, Healthy Environment. A Strong, Resilient Economy.
This activity also makes a contribution to: A Knowledgeable, Learning Community. An Active, Involved and Caring Community. An Easy Place to Move Around.
How will we do it?
Levels of Service Implement an environmentally sustainable District Plan to meet the requirements of the Resource Management Act and Masterton District residents. Protect significant indigenous vegetation, habitats of indigenous fauna, outstanding landscapes and heritage values. Prepare and Implement Management Plans as required.
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Performance Measures
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Implement an Resource consents, Non-notified environmentally LIMs and PIMs consents sustainable District Plan processed within the 100% 100% 100% 100% 100% to meet the requirements of the requirements of the Resource Notified 100% 100% 100% 100% Resource Management Management Act consents Act and Masterton 100% District residents LIMs 100% 100% 100% 100% 100%
PIMs - none 100% 100% 100% 100% requested
Building Consents 100% of 100% 100% 100% 100% checked for planning building implications consents
silient Economy An easey place to move around checked
Protect significant No loss of agreed No known loss 100% 100% 100% 100% indigenous vegetation, protected areas of protected habitats of indigenous areas fauna, outstanding landscapes and heritage values
Prepare and implement Preparation and The Plan is not Riversdale Implementation Implementation Implementation Management Plans as implementation of yet notified Beach of Management of Management of Management A Knowledgeable, Learning Community Learning Community An Active Involved Community A Knowledgeable, and Caring required Riversdale Beach Management Plan Plan Plan Management Plan Plan completed A Sustainable, Healthy Environment A Strong, Re and adopted.
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What assets are used?
Resource management and planning assets consist of the trained personnel required to undertake this activity.
Issues and Challenges
The key issues and challenges facing resource management and planning activities include:
demographics could change demand for land use; economic factors which contribute to increased or decreased development activity; increased demand for environmentally friendly and sustainable approaches to managing natural resources; climate change that may influence the number of adverse events experienced; management of implementation of the Wairarapa Combined District Plan; legislative and regulatory changes such as changes to the Resource Management Act, Building Act and the Greater Wellington Regional Council Natural Resources Plan.
These issues and challenges may impact on Resource Management and Planning demand, capacity and levels of service.
Capacity The Wairarapa Combined District Plan was the first combined plan to be developed in New Zealand.
A combined approach to implementation is being taken across the three councils.
Levels of Service Aerial photographs will be updated during the period of the Plan to capture changes in the built and natural environment, and to enable alignment with other plans.
Key Projects
Staff will be working on consultation on the Central Business District (CBD) upgrade that is planned for implementation in Years 3 and 4. Consultation will be undertaken within existing budgets.
Implementation and monitoring of the Wairarapa Combined District Plan (WCDP) will continue within existing resources. The WCDP is due to be reviewed by 2021. We expect to commence this process in 2017/18.
We will work across the Wairarapa to develop a joint Smoking Policy in Public Places in collaboration with the Smoke Free Network and Regional Public Health.
What extra assets are planned?
This Plan includes projects that Council believes will be necessary to meet potential changes in demand and service levels. We will continue to monitor trends and will confirm projects as the programmed year approaches.
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How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The costs of operation and maintenance of the resource management and planning activity will be met by a combination of resource consent fee income and capital value rate. Reserves and development contributions are treated as income and transferred to reserves i.e. they do not reduce the rates requirement.
What significant negative effects will the activity have?
There are no significant negative effects as a result of resource management and planning activity. While the enforcement of standards, bylaws and regulations may impact on individuals at times, this is not considered a significant negative effect. Any impact on an individual as a result of this activity will be outweighed by the benefits to the wider community.
What does the activity cost?
REGULATORY SERVICES Resource Management & Planning Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$
451,064 Resource management & planning 494,585 527,124 532,261 Wairarapa Combined District Plan 32,000 development (MDC share) 22,000 32,736 33,568 133,230 River scheme contributions 135,550 138,668 142,192 616,294 652,135 698,528 708,021 Operating Income 77,700 User charges - incl consent fees 72,700 74,372 76,262 457,000 Reserves & Infrastructure contributions 163,320 464,000 321,500 41,000 Internal recoveries 41,000 41,943 43,009 575,700 277,020 580,315 440,771 Appropriations (14,500) Transfer from reserves (1,500) (1,500) (1,500) 574,000 Transfer to reserves - various contributions 270,320 571,000 428,500
$600,094 Rates Requirement $643,935 $687,713 $694,250
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section. Capital Expenditure Summaries are grouped at the end of this document.
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Building Control
What do we do?
Council staff and contractors undertake regulatory functions such as administering building consents and monitoring and enforcing compliance with the building code.
Why do we do it?
The Council provides, maintains and manages building regulatory services, in order to:
protect the well-being and safety of the community by ensuring all buildings meet the required standards; comply with legislative requirements.
The Council’s involvement in Building Control is supported by the Local Government Act 2002, Local Government (Rating) Act 2002 and the Building Act 2004. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
The key community outcomes that Building Control contributes to are:
A Strong, Resilient Economy. A Sustainable, Healthy Environment.
This activity also makes a contribution to: A Knowledgeable, Learning Community.
How will we do it?
Levels of Service: Provide an efficient and reliable building consent and inspection service. Receive and process applications for Building Consents and Project Information Memoranda. Carry out inspections of building projects at strategic times to ensure the project is being constructed in accordance with the approved plans. Monitor earthquake safety of buildings. Monitor safety of public buildings.
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Performance Measures
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Provide an efficient and Retain building Current Maintain Maintain Renew Renew and reliable building consent authority accreditation accreditation accreditation accreditation maintain consent and inspection accreditation when valid following accreditation service assessed every two satisfactory years review. (due September 2015) Receive and process Proportion of building 99% of 100% 100% 100% 100% applications for consents processed consents Building Consents and within 20 working processed Project Information days; within 20 Memoranda (Excludes days when working days. consent is on hold 4 consents awaiting additional exceeded the information) target time due to quality of submissions
Carry out inspections of Proportion of current New measure 100% 100% 100% 100% building projects at Code of Compliance strategic times to Certificates issued ensure the project is within 20 working being constructed in days y Environment A Knowledgeable, Learning Community accordance with the approved plans Proportion of known 100% 100% 100% 100% 100% swimming pools complying with requirements (drained if non-compliant)
Monitor earthquake Progress on 61% of 75% of 100% of Monitor Monitoring safety of buildings addressing identified earthquake-risk earthquake-risk progress continued. All earthquake-risk buildings have buildings buildings towards buildings buildings completed IEP assessed and assessed and achieving rectified or reports reports reports earthquake demolished by received. received. compliance 2022 Owners of Follow-up action Follow-up action A Strong, Resilient Economy Health A Sustainable identified reviewed with reviewed with earthquake owner owner prone buildings have been asked for a full assessment Monitor safety of public Proportion of Building New measure 33% buildings Warrants of Fitness audited per annum
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What assets are used?
Building control assets consist of the trained personnel required to undertake this activity.
Issues and Challenges
The key issues and challenges facing building control activities include:
legislation and regulatory changes such as changes to the Building Act; fluctuations in building and development activity; technology such as advances in digital and computer systems.
These issues and challenges may impact on building control demand, capacity and levels of service.
Capacity The Council is a certified Building Consent Authority as required by the Building Act 2004. To maintain certification there is a follow-up compliance inspection every two years. It is likely that our commitments under the Building Act 2004 will expand further, particularly in relation to sustainable development, energy conservation, water efficiency and the reduction of waste during building construction.
Factors such as the ageing population have resulted in more smaller-sized housing.
Provision has been made for a shared officer with South Wairarapa District Council to ensure that both Councils can meet statutory deadlines.
Increased monitoring required for earthquake safety will be undertaken within existing resources.
Trends will be monitored.
Levels of Service New software and digitisation will improve efficiency and make plans more easily available.
It is expected that consents will be issued within the legal timeframes.
Key Projects
Under the Building Act, Council must maintain its status as a certified Building Consent Authority. This requires an external audit for compliance every two years.
Provision of $54,500 has been made for purchasing and upgrading software to enable automation of the consent process and improve efficiencies. It will also enable us to work more effectively with the other Wairarapa Councils and the Wellington Regional Council.
The Council may have to commission earthquake assessments of some commercial buildings where owners have not voluntarily had assessments done. The Council will look to recover the cost of these assessments directly from the owners and have made provision full cost recovery from the building owners. This work is included in year 4 of the ten year plan.
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What extra assets are planned?
New software has been purchased and will be implemented in 2015/16.
How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The costs of operation and maintenance of the building control activity will predominantly be met by building consent fees, with the contribution from ratepayers at around 15%.
Building Consent fees have been increased for Year 1 to cover the anticipated level of activity and costs to ensure that consents are processed within legislative requirements.
What significant negative effects will the activity have?
There are no significant negative effects as a result of building control activity. While the enforcement of standards, bylaws and regulations may impact on individuals at times, this is not considered a significant negative effect. Any such impact on an individual as a result of building control activity will be outweighed by the benefits to the wider community.
What does the activity cost?
REGULATORY SERVICES Building Control Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 710,363 Building control operating costs 862,979 867,273 908,757 - Earthquake building assessments (2018/19 - - -
710,363 862,979 867,273 908,757
Operating Income 625,225 Consent fees & charges 690,826 706,715 724,676 - Recoveries - Eq building owners (2018/19) - - - 625,225 690,826 706,715 724,676
Appropriations 30,000 Tsf from reserves - - - $115,138 Rates Requirement $172,153 $160,558 $184,081
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section. Capital Expenditure Summaries are grouped at the end of this document.
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Environmental Health, Alcohol Licensing and General Inspection
What do we do?
Council staff and contractors carry out environmental health, alcohol licensing and general inspection functions which include: monitoring and inspecting food premises, monitoring water quality, dealing with noise complaints, receiving and processing alcohol licences and trade waste licences, as well as enforcing bylaws and regulatory requirements and patrolling and enforcing parking restrictions.
Why do we do it?
The Council provides, maintains and manages environmental health, alcohol licensing and general inspection services in order to:
protect the well-being and safety of the community by ensuring all public and environmental health standards are met; promote the health and well-being of the community by encouraging safe and controlled alcohol consumption; protect people from hazards to their health and safety and from public nuisance; comply with legislative requirements.
The Council’s involvement in environmental health is supported by the Local Government Act 2002, Local Government (Rating) Act 2002, Health Act 1956, Sale and Supply of Alcohol Act 2012, Food Act 2014 and the Fencing of the Swimming Pools Act 1987. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
The key community outcomes that environmental health, alcohol licensing and general inspection contribute to are:
A Sustainable, Healthy Environment. An Active, Involved and Caring Community. This activity also makes a contribution to: A Knowledgeable, Learning Community. A Strong, Resilient Economy.
How will we do it?
Levels of Service Deliver inspection, monitoring and enforcement services to protect community health and safety. Promote public awareness of individuals’ rights and responsibilities relating to relevant acts, standards and bylaws.
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Performance Measures
Outcomes Level of Service Performance Baseline Performance Measures 2013/14 Targets 2015/16 2016/17 2017/18 Years 4-10
Deliver inspection, All registered premises 100% of food 100% 100% 100% 100% monitoring and comply with public safety premises enforcement requirements as services to protect evidenced by annual community health inspection and followed and safety up with further visits for enforcement if necessary
% of alcohol licences New measure 50% of alcohol 50% of alcohol 50% of alcohol 50% of alcohol inspected for compliance licences licences licences licences with statutory inspected. inspected. inspected. inspected. requirements annually.
Proportion of i) noise and other 92.5% of noise 90% 90% 90% 90% urgent complaints complaints and responded to within one 100% of other hour urgent complaints responded to within one hour
ii) other ‘general’ 96% responded 100% 100% 100% 100% complaints responded to to within five A Sustainable, Healthy Environment within five working days working days of notification;
Community water 100% compliant 100% compliant 100% compliant 100% compliant 100% compliant supplies are safe to drink. (Compliance with NZ Drinking Water Standards 2005 for
A Strong, Resilient Economy monitoring community water supplies)
An Active, Involved and Caring Community A Knowledgeable, Learning Community Community An Active, Involved and Caring Learning Community A Knowledgeable,
Monitoring of compliance 100% compliant 100% compliant 100% compliant 100% compliant 100% compliant with environmental consent conditions for resource consents
Proportion of public, New measure 90% 90% 90% 90% school and commercial swimming pools inspected to ensure compliance with public health standards.
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Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Promote public Number of public Information and 2+ initiatives 2+ initiatives 2+ initiatives 2+ initiatives awareness of education programmes training offered to per year per year per year per year individual’s rights undertaken annually food premises and and community water responsibilities supplies. Water relating to testing and relevant acts, information standards and offered to bylaws operators of pools at schools and hotels/motels
What assets are used?
Environmental health, alcohol licensing and general inspection activity assets consist of the trained personnel required to undertake this activity. There are 240 on-street spaces within the CBD, regulated with multi-bay parking meters.
Issues and Challenges
The key issues and challenges facing environmental health, alcohol licensing and general inspection activities include:
environmental factors such as increased demand for environmentally friendly and sustainable approaches to managing natural resources, and changing weather patterns that may increase the number of adverse events; health trends such as increased emphasis on promoting healthy lifestyles including responsible alcohol consumption.
These issues and challenges may impact on environmental health, alcohol licensing and general inspection demand, capacity and levels of service.
Capacity
The existing environmental health, alcohol licensing and general inspection activity is sufficient to accommodate low to medium increases in demand.
Potential changes to legislation may require new policies, additional training and accreditation as well as new administrative processes.
Condition assessments indicate the need to replace vehicles and equipment used for testing over the next ten years. These are needed to maintain current capacity.
Levels of Service It is possible that increased expectations for environmental and health standards may require additional investigation and testing.
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Key Projects
There are no key additional projects for this activity.
What extra assets are planned?
We do not expect that any further additional asset capacity will be necessary to maintain existing regulatory services and to meet potential changes in capacity and service levels.
We will continue to monitor trends and review asset requirements as appropriate.
How will the activity be funded?
To see what proportion of this activity is funded by rates and what proportion is funded from other sources, please refer to the Revenue and Financing Policy.
The costs of operation of these regulatory activities will be met by licensing fees, parking control revenue, internal recoveries and a capital value rate.
What significant negative effects will the activity have?
There are no significant negative effects as a result of environmental health, alcohol licensing and general inspection activity. While the enforcement of standards, bylaws and regulations may impact on individuals at times, this is not considered a significant negative effect. Any impact on an individual as a result of these activities will be outweighed by the benefits to the wider community. Parking control is carried out to ensure turnover of parked vehicles in the CBD.
What does the activity cost?
REGULATORY SERVICES Environmental Health & Licensing Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ Environmental Health other operating 545,905 costs 543,522 565,124 614,714 148,548 Alcohol Act enforement activities 136,643 139,162 157,578 694,453 680,165 704,286 772,291 Operating Income 59,975 License fees & charges 49,955 51,104 52,403 89,690 Alcohol licensing fees & charges 82,890 91,446 91,357 223,690 Internal recoveries 185,066 189,323 212,280 373,355 317,911 331,872 356,040 Appropriations - Tsf from reserves - - - $321,098 Rates Requirement $362,254 $372,414 $416,251
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section.
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REGULATORY SERVICES By Law Control / General Inspection
Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 263,973 vehicles) 257,781 274,937 294,949
Operating Income 7,600 Miscellaneous recoveries 10,100 10,332 10,595 175,700 Internal recoveries 175,700 179,741 184,309 183,300 185,800 190,073 194,904 Appropriations - Tsf from reserves - - - $80,673 Rates Requirement $71,981 $84,864 $100,045
REGULATORY SERVICES Parking Control Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 146,602 Parking control costs 151,685 157,408 163,128 18,750 Depreciation - meters 17,900 14,097 14,097 165,352 169,585 171,505 177,225 Operating Income 237,500 Parking meters and fines 245,500 251,147 257,530
Appropriations 6,885 Provision for loan repayments 7,354 - - - Reverse depreciation - - - (65,263) Rates Requirement (68,561) (79,642) (80,304)
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section. Capital Expenditure Summaries are grouped at the end of this document.
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Animal Control
What do we do?
Council staff and contractors undertake animal control functions, which include responding to complaints about animals, impounding and releasing animals, finding homes for unclaimed animals, managing dog registrations, educating dog owners and the general public about dog and animal control.
Why do we do it?
The Council provides, maintains and manages an animal control service in order to:
protect the well-being and safety of the community by minimising animal nuisance, particularly from dogs; promote responsible dog ownership.
The Council’s involvement in dog control is supported by the Local Government Act 2002, Local Government (Rating) Act 2002, Dog Control Act, 1996, Dog Policy 2004, Impounding Act 1955 and Dog Control (Microchip Transponder) Regulation 2005. The Council has both general and specific discretionary powers under these acts and regulations.
Community Outcomes
The key community outcomes that animal control contributes to are:
An Active, Involved and Caring Community. A Knowledgeable, Learning Community.
This activity also makes a contribution to: An Easy Place to Move Around.
How will we do it?
Levels of Service Provide an efficient and effective animal control service. Promote responsible dog ownership and safe behaviour around dogs.
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Performance Measures
Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Provide an efficient Customer satisfaction 69% compared Maintain Maintain Maintain Maintain and effective with animal control with 71% in 2012 satisfaction satisfaction satisfaction satisfaction animal control services service to achieve Peer Ave: 74% public safety
Proportion of urgent 96% of 137 100 % 100 % 100 % 100 % complaints responded complaints to within one hour responded to (dog attacking people within one hour or animals)
Proportion of non- 97% of 1,337 non- 100 % 100 % 100 % 100 % An Easy PLace to Move Around urgent complaints urgent complaints responded to within responded to 24 hours of within 24 hours notification (barking dogs or wandering animals)
A Knowledgeable, Learning Community Learning Community A Knowledgeable,
Promote Undertake public 8 Visits: 6+ Visits 6+ Visits 6+ Visits 6+ Visits responsible dog education, school and 2 child care ownership and safe community visits to centres behaviour around promote safe 2 kindergartens dogs behaviour around 2 Primary / An Active, Involved and Caring Community dogs and/or 2 Intermediate responsible dog ownership
What assets are used?
Animal control assets consist of the trained personnel required to undertake this activity and the pound site and buildings in Ngaumutawa Road.
Issues and Challenges
The key issues and challenges facing animal control activities include:
legislation and regulatory changes such as changes to the Dog Control Act; socio-economic factors such as affordability; the recent closure of the Wairarapa SPCA is expected to impact on the Animal Control activity. These issues and challenges may impact on animal control demand, capacity and levels of service. Activities Page | 130
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Capacity The existing animal control infrastructure is sufficient to accommodate low to medium increases in demand. We are monitoring the impact of the recent SPCA closure on demand.
The Dog Control (Microchip Transponder) Regulations 2005 came into effect on 1 July 2006. These regulations have not required significant additional assets, although there has been additional administration associated with tracking compliance.
Levels of Service Standards for pound facilities are not mandatory at this stage. If MAF requires the pound to meet the standards, the Council may need to consider other options such as merging its service with other councils or making other arrangements for long-term impounded dogs.
Key Projects
There is provision in Year 5 to upgrade the pound at an estimated cost of $278,000.
What extra assets are planned?
This Plan includes projects that the Council believes will be necessary to meet potential changes in demand and service levels. We will continue to monitor trends and will confirm projects as the programmed year approaches.
How will the activity be funded?
As per the Revenue and Financing Policy, the majority of the costs of operating the animal control activity will be met by dog registration fees, pound fees and fines. Up to 10% of the costs will be met from rates, to match the assessed public good component of community education, humane dog destruction and provision of a public pound.
What significant negative effects will the activity have?
There are no significant negative effects as a result of dog control activity. While the enforcement of standards, bylaws and regulations may impact on individuals at times, this is not considered a significant negative effect. Any impact on an individual as a result of animal control activity will be outweighed by the benefits received by the wider community.
What does the activity cost?
REGULATORY SERVICES Animal Control Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 349,737 Animal control & pound costs 416,679 409,444 437,280 Operating Income 332,150 Dog registration fees & fines 382,333 380,734 398,914 Appropriations - Provision for loan repayments - - - - Reverse depreciation (1,112) (1,169) (1,232) $17,587 Rates Requirement $33,233 $27,541 $37,134
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section
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Rural Fire Control
This activity is now managed externally by the Wairarapa Rural Fire Authority. The Council pays a share of the operational costs, sourcing the funding from rural rates. The Council also incurs other costs such as depreciation on the fire station buildings it owns and corporate overheads allocated to the activity. No performance measures have been set for this activity as it is delivered by an external agency.
What will it cost and how will the activity be funded?
The Cost of Services Statement on the following page includes the costs budgeted for the Rural Fire Control activity. The Council sets a targeted rate in the rural ward, based on property capital values to recover the costs of this activity.
Civil Defence and Emergency Management
The information below on ‘what we do and why’ is provided by Greater Wellington Regional Council to all the councils for whom it provides the service.
What we do and why
The Wellington region is exposed to a wide range of natural and man-made hazards (earthquake, flooding, landslide, tsunami, storm, biological, chemical, terrorism, etc.). However, there is a great deal that we can do to reduce the impact of these hazards on our communities. Our approach to emergency management is based on the principles of reduction of risk, readiness, response and recovery.
Greater Wellington has joined with the city and district councils in the region to form a semi- autonomous civil defence and emergency management group (WREMO). All the council’s emergency management staff and resources are pooled together. There has been improved effectiveness from increased scale and co-ordination, as well as efficiencies from the centralised provision of services such as training and public education. The local Masterton emergency management office has been retained to enable effective local responses to emergencies.
The WREMO operation started on 1 July 2012 and undertakes the following:
lead the preparation and review of the Wellington Region CDEM Group Plan and associated plans; educate people about the risks they face and how to prepare for emergency events; maintain the Wellington Region CDEM Groups’ emergency operations centres so they can be quickly activated to manage an emergency event. The centres have information management systems, robust communication systems and trained volunteer staff; work with central government, emergency services, welfare groups, lifeline utilities and a wide range of interested and affected organisations on emergency management issues.
The Civil Defence Emergency Management Act 2002 requires each region to have a CDEM Group and prepare a CDEM Group Plan. The Act also requires Greater Wellington to be the administering authority for the Wellington region CDEM Group. While all staff of the team are Greater Wellington employees, the work of the team is overseen by the CDEM Group (a joint committee of all the Mayors in the region, along with the Chair of Greater Wellington) and the Co-ordinating Executive Group.
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How will the activity be funded?
The Council’s local incident management team will be made up of existing staff and operate within existing budgets. Along with other councils in the Wellington Region, Masterton District Council will make a financial contribution to WREMO for the regional service.
The costs of the civil defence emergency management activity are met by the Regulatory (capital value) rate. Local headquarters costs are shared with the other two Wairarapa Councils.
What significant negative effects will the activity have?
There are no significant negative effects as a result of civil defence emergency management activity. Any negative effect on any person(s) resulting from a civil defence emergency management response to a natural or technological event is outweighed by the benefit this activity provides to the wider community in ensuring a safe and quick recovery.
What does the activity cost?
REGULATORY SERVICES Rural Fire & Emergency Management Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 44,277 Rural fire costs - MDC 47,463 49,768 51,149 Wairarapa Rural Fire Authority (MDC 225,800 share) 228,100 233,346 239,277
61,278 CD/EM - Wairarapa Costs 84,425 55,768 58,500 WREMO CD/Emergency Mgmt costs 130,000 (MDC share) 120,143 125,546 131,432 461,355 480,131 464,428 480,358 Operating Income 22,100 Misc recoveries - CD/EM Wairarapa 27,059 14,423 14,790
Appropriations 5,000 Tsf to reserves - self insurance 5,000 5,000 5,000 $444,255 Rates Requirement $458,072 $455,005 $470,568
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section
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Governance and Corporate Services
What do we do?
Governance and corporate services together perform the duties of local government under the Local Government Act 2002. They maintain the democratic process of Local Government and deliver a range of public services.
Why do we do it?
The purpose of local government is to:
enable democratic local decision-making and action by, and on behalf of, communities; to meet the current and future needs of communities for good quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost effective for households and businesses.
The Council’s governance role is supported by the Local Government Act 2002, Local Government (Rating) Act 2002, Resource Management Act, Official Information Act, Privacy Act, Human Rights Act, Public Records Act and numerous other acts. The Council has both general and specific discretionary powers under these acts.
Community Outcomes
Governance and corporate services contributes to the following community outcomes:
A Knowledgeable, Learning Community. An Active, Involved and Caring Community. A Sustainable, Healthy Environment. A Strong, Resilient Economy.
How will we do it?
Levels of Service Provide strategic and sustainable direction for all Council’s activities and functions. Maintain the democratic process of Local Government in an open, transparent, and democratically accountable manner. Enhance relationships with iwi and provide opportunities for Māori to contribute to decision- making processes. Collaborate and co-operate with other local authorities and bodies to promote or achieve priorities and desired outcomes and make efficient use of resources.
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What does the activity cost?
Governance Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $ $ $ 357,600 Mayor & councillors remuneration 374,600 381,343 388,460 97,000 Reporting & consultation 102,000 104,346 106,998 60,000 Election costs (provision) - 56,265 - 425,138 Operating expenses 432,247 418,972 436,716 939,738 908,847 960,926 932,174 Operating Income 378,500 Internal allocation of governance 370,739 369,570 380,070 Miscellaneous Income - - - (per Funding Policy 40% internal) 378,500 370,739 369,570 380,070 Appropriations Transfer (from) reserves - (55,000) - 18,000 Transfers to reserves (election costs) 18,000 18,000 18,000
$579,238 Rates Requirement $556,108 $554,355 $570,104
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section.
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Performance Measures Outcomes Level of Service Performance Baseline Performance Measures 2013/14 Targets 2015/16 2016/17 2017/18 Years 4-10
Provide strategic Key documents and Annual Plan and sustainable projects are released for direction for all consulted on and consultation on Council’s activities adopted following 14 April 2014 and functions consideration of submissions
i) Adoption of Adopted 25 By 30 June By 30 June each By 30 June each By 30 June each Annual Plan June 2014 each year year year year
ii) Adoption of Annual Report By 30 October By 30 October By 30 October By 30 October Annual Report adopted 2015 2016 2017 each year 30 October 2014
iii) New or revised No new policies policies incorporate triggered the concepts of policy on sustainable significance development and are consulted on in accordance with the Significance and Engagement Policy.
Community A Knowledgeable, Learning Maintain the The public is democratic process informed about of Local council decisions and Government in an performance: open, transparent, and democratically i) Satisfaction with 48% Maintain Maintain Maintain Maintain accountable manner consultation on satisfaction satisfaction satisfaction satisfaction satisfaction Council decisions with involvement of public in decision
A Sustainable, Healthy Environment A Strong Resilient Economy making
ii) Key Council Summaries of 100% 100% compliance 100% 100% compliance
An Active, Involved and Caring Community information is Annual Plan compliance compliance communicated to all and Annual householders and Report ratepayers via distributed to summaries of major all households documents, the and ratepayers council column and via local free online newspaper, online and hard copy
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Outcomes Level of Service Performance Baseline Performance Targets Measures 2013/14 2015/16 2016/17 2017/18 Years 4-10
Agendas 100% 100% 100% 100% available at the compliance compliance compliance compliance Council and Library two days prior to the meeting.
Fortnightly 100% 100% 100% 100% Mayoral column compliance compliance compliance compliance in Wairarapa News and three weekly in Wairarapa Times Age
Enhance relationships The Iwi Governance New Measure At least four At least four At least four times At least four with iwi and provide Committee meets times annually. times annually. annually. times annually. opportunities for regularly on Marae Māori to contribute in the District. to decision-making processes: i) Council provides Report on Maori Report on Maori Report on Maori Report on Maori opportunities for involvement in involvement in involvement in involvement in Maori to be involved decision making/ decision decision making/ decision making/ in decision making consultation making/ consultation consultation processes consultation processes processes processes
ii) Report on Three-year Annual Report Annual Report on Implementation implementation of implementation on progress progress against Plan reviewed. the Memoranda of plan agreed with against Implementation Annual Report on Partnership with each iwi Implementation Plan progress against Rangitāne o Plan Implementation
Wairarapa and Ngati Plan Kahungunu ki Wairarapa
iii) Iwi advice is Advice sought on Iwi advice Iwi advice Iwi advice reported Iwi advice sought on relevant one issue reported reported reported resource management issues
Collaborate and Report on impact of Reported in Report Annually Report Annually Report Annually Report Annually co-operate with other collaborative Annual Report local authorities and activities with other October 2014 bodies to promote or local authorities achieve priorities and desired outcomes and make efficient use of resources.
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What assets are used?
The Municipal Building, including mayoral offices, committee room and council chamber. Document management systems and office equipment support this activity.
Challenges and Issues
The key issues and challenges facing governance and corporate activities include:
demographic factors such as an ageing population and potential growth of the population; potential legislative changes and compliance challenges could influence future capacity and capability issues for the Council; economic factors such as fluctuations in the national and world economies; impact of an economic downturn and potential expansion and growth of the commercial sector; socio-economic factors such as inequalities in opportunities and outcomes for some groups in Masterton; environmental factors such as increased demand for environmentally-friendly and sustainable approaches to managing natural resources, and climate change; technology such as advances in digital and computer systems; meeting the needs of both urban and rural sectors taking affordability into account; our location in the Wairarapa and close proximity to other local Councils, which means there are advantages in some decisions and plans being considered at a Wairarapa or Wellington regional level; consideration of increased co-operation, ranging from shared planning, shared service delivery, to amalgamation across the three councils.
These issues and challenges may impact on governance and corporate services demand, capacity and levels of service.
Capacity Over time, central government has increased the roles and responsibilities of local authorities. This has stretched the capacity of councils to meet requirements within existing resources. The Council will continue to adjust capacity to ensure legislative compliance can be met.
We are committed to effective engagement with iwi and the wider Maori communities on issues that are likely to affect them and will increase our capacity to do this work.
Studies have been commissioned by both the Wairarapa Councils and Greater Wellington Regional Council to consider the benefits and disadvantages of options available to improve services and achieve efficiencies and potentially economies.
Levels of Service The Public Records Act has imposed a higher standard for storage of documents. Electronic storage is seen as the most cost effective and efficient method for storage and recovery of documents.
We are increasingly providing information digitally so that residents can get information and do business online.
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The Local Government Act requires councils to take a sustainable development approach. There are challenges in maintaining economic and population growth with regard to sustaining the environment. A limited level of population growth is anticipated and the population is expected to have more people in the over 60’s than in New Zealand as a whole. There will be challenges of affordability to maintain current levels of service and to achieve improvements.
Where possible, the three Wairarapa councils work collaboratively. Examples are Waste Management Wairarapa, the Wairarapa Combined District Plan and a number of shared policies and strategies. The Wellington Councils have been able to achieve some savings by combining activities such as commissioning property valuations. It is anticipated that collaboration could extend into shared services.
Key Projects
Installing a new document management system is expected to be completed in Year 1.
There is annual provision for the regular renewal of IT equipment.
Provision for shared services is also included in the plan.
What extra assets or improvements are planned?
The Council will continue to monitor trends and explore regional responses to issues with neighbouring councils and other agencies.
With significant projects, Council will also undertake further consultation with the community and affected parties over any proposals and project details.
A further governance initiative is the formation of an Inter-Council Committee on Sustainable Development.
Aerial photography of the district enables the Council to keep its records up-to-date and enables cross-matching with other records and plans. Provision is made for aerial photography of the district to be updated periodically using opportunities for shared services to achieve economies.
How will the activity be funded?
The operating costs of the governance activity are funded 40% by an internal allocation as overhead costs across the organisation and 60% as part of the Representation and Development (capital value) rate.
Engineering, asset management and project management costs are charged internally to the activity areas where those staff dedicate their time. The corporate services costs are allocated across Council activities based on an overhead allocation model.
What significant negative effects will the activity have?
There are no significant negative effects as a result of governance and corporate services activity.
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What does the activity cost?
INTERNAL FUNCTIONS Roading Advisory Services Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 492,801 Professional staff & operating costs 505,026 516,169 528,884 4,146 Depreciation 2,202 1,420 379 496,947 507,228 517,589 529,263 Operating Income 488,001 Prof. services - Roading 447,228 456,809 467,573 50,000 External income 65,000 65,780 66,690 538,001 512,228 522,589 534,263 Appropriations 5,000 Transfer to reserves 5,000 5,000 5,000
($36,054) Rates Requirement $0 $0 $0
Asset & Project Management Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 667,756 Professional staff & operating costs 718,902 735,223 750,045
Operating Income 652,756 Internal charges 718,902 735,223 750,045 15,000 External recoveries - - -
Appropriations - Transfer to reserves - - - - Rates Requirement 0 0 -
Corporate Services Annual Plan 2014/15 Cost of Service Statement 2015/16 2016/17 2017/18 $ Operating Costs $$$ 1,582,807 Management & administration 1,993,878 2,008,439 2,089,935 1,358,659 Financial management 1,239,613 1,263,588 1,359,238 459,291 Information systems 443,944 490,814 527,288 3,400,757 3,677,434 3,762,841 3,976,461 Operating Income 355,935 Miscellaneous income & recoveries 223,204 232,941 234,141 795,000 Interest income (external) 766,000 794,000 843,000 120,000 Interest income (on internal loans) 211,401 195,681 178,915 2,746,821 Support services allocated internally 3,123,829 3,248,220 3,480,405 4,017,756 4,324,434 4,470,841 4,736,461 Appropriations (128,000) Transfer (from) reserves (53,000) - - 745,000 Transfers to reserves - - - Transfer to reserves - interest 700,000 708,000 760,000
- Rates Requirement - - 0
Full 10 years are shown within Cost of Services Statement Summary under the financial statement section.
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FORECAST FINANCIAL STATEMENTS
Cautionary Note
The financial statements in this document and the figures presented are the Council’s best estimate of the costs and income needed to provide the services in the period reported. The actual financial results achieved for the period covered are likely to vary from the information presented and the variations may be material.
There may be minor errors in the figures displayed due to rounding differences.
Variations from the planned figures and performance measures will be reported in Council’s Annual Reports for the future years.
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MASTERTON DISTRICT COUNCIL Long Term Plan 2015 - 2025 PROSPECTIVE STATEMENT of COMPREHENSIVE REVENUE AND EXPENSE
Operating Revenue 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 NZ $ Notes Annual Plan Rates revenue 25,168,273 26,061,822 26,998,918 28,002,148 28,984,272 30,057,452 31,329,910 32,419,732 33,508,835 34,508,313 35,412,562 Rural sewerage schemes capital contrib. 186,163 89,678 89,678 89,678 89,678 89,678 89,678 89,678 89,678 89,678 89,678 Financial contributions 693,500 377,820 661,406 524,576 745,487 453,320 490,121 491,429 505,643 540,034 556,706 NZTA roading subsidy 4,664,213 4,597,049 4,365,231 4,274,533 4,400,489 4,464,223 4,709,815 4,751,564 4,888,479 5,038,433 5,144,390 Fees and charges 6,337,587 6,723,159 6,630,355 6,970,266 7,454,146 7,215,363 7,491,191 7,632,792 7,956,807 8,149,178 8,399,589 Interest and dividends 816,800 777,800 806,361 855,808 931,187 1,006,599 1,088,037 1,147,518 1,243,043 1,335,605 1,407,210 Other revenue 403,350 481,297 489,794 479,642 471,102 485,516 487,828 665,549 512,226 528,053 544,721
Total Operating Revenue 2 38,269,886 39,108,626 40,041,743 41,196,652 43,076,361 43,772,151 45,686,580 47,198,261 48,704,709 50,189,295 51,554,857 Operating Expenditure Personnel costs 6,010,524 6,636,358 6,747,867 6,874,367 7,013,829 7,159,981 7,319,400 7,485,548 7,664,978 7,857,724 8,063,751 Finance costs 3,168,228 3,182,379 3,340,446 3,598,494 3,847,511 4,111,248 4,305,939 4,146,147 3,974,059 3,782,608 3,567,826 Depreciation & amortisation 10,738,360 10,834,328 10,903,135 11,799,984 11,378,826 11,574,704 12,437,117 12,447,931 12,485,484 13,503,954 13,510,936 Other Operating costs 18,176,046 18,148,943 18,150,258 18,761,202 19,525,461 19,689,452 20,359,572 20,442,111 21,243,170 22,054,702 22,599,669
Total Operating Expenditure 38,093,158 38,802,008 39,141,706 41,034,047 41,765,627 42,535,386 44,422,028 44,521,738 45,367,691 47,198,987 47,742,182
Net Surplus / (Deficit)*$ 176,728 $ 306,618 $ 900,036 $ 162,606 $ 1,310,734 $ 1,236,765 $ 1,264,552 $ 2,676,523 $ 3,337,019 $ 2,990,307 $ 3,812,675
Revaluations 5,085,000 - 27,716,182 - - 52,147,264 - - 65,058,426 -
Total Comprehensive Revenue & Expenses 5,261,728 306,618 900,036 27,878,788 1,310,734 1,236,765 53,411,817 2,676,523 3,337,019 68,048,734 3,812,675 *Note: Income Tax is nil
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MASTERTON DISTRICT COUNCIL Long Term Plan 2015 - 2025 PROSPECTIVE STATEMENT OF FINANCIAL POSITION 2014/15 Forecast NZ $ Notes 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Current Assets Cash & Bank Accounts 3,104,572 3,204,570 2,904,707 3,731,899 3,717,228 4,098,557 4,477,886 4,851,215 5,221,044 5,587,873 5,950,202 Financial Assets - Current 2,536,374 3,535,821 3,876,537 3,597,254 3,577,970 4,158,687 4,239,403 4,420,120 4,097,254 4,681,552 4,762,269 Inventories 239,600 239,600 239,600 239,600 239,600 239,600 239,600 239,600 239,600 239,600 239,600 Debtors & Other Receivables 3,495,116 3,599,969 3,707,969 3,819,208 3,933,784 4,051,797 4,173,351 4,298,552 4,728,407 4,870,259 5,113,772 Total Current Assets 9,375,662 10,579,960 10,728,813 11,387,960 11,468,582 12,548,641 13,130,240 13,809,486 14,286,305 15,379,285 16,065,843 Non-Current Assets Property, Plant & Equipment 84,735,387 85,765,332 86,509,121 90,318,897 89,339,914 88,516,703 89,034,748 88,077,696 86,829,790 87,180,871 86,349,760 Infrastructural Assets 633,053,270 634,998,758 637,660,131 665,025,290 669,601,498 672,917,025 721,621,866 719,776,205 717,755,607 778,461,015 775,875,452 Intangible Assets 4,177,816 3,910,705 3,829,305 3,641,992 3,489,790 3,250,271 3,010,956 2,771,342 2,532,298 2,293,005 2,053,492 Forestry assets 459,436 310,483 402,154 311,773 338,522 368,271 307,277 326,843 251,697 267,825 283,954 Investment Property Assets 2,053,000 2,053,000 2,053,000 2,053,000 2,053,000 2,053,000 2,053,000 2,053,000 2,053,000 2,053,000 2,053,000 Derivative financial instruments 224,185 224,185 224,185 224,185 224,185 224,185 224,185 224,185 224,185 224,185 224,185 Investments in CCO's & other similar entities 995,458 1,087,695 1,091,311 1,287,216 1,338,793 1,442,497 1,378,496 1,343,936 1,323,994 1,287,254 1,249,044 Other Non-current financial assets 11,122,917 10,062,114 11,168,670 12,141,179 14,954,251 16,308,522 18,165,415 20,950,796 24,705,674 27,936,655 31,500,298 Total Non-Current Assets 736,821,469 738,412,271 742,937,876 775,003,531 781,339,952 785,080,474 835,795,943 835,524,003 835,676,246 899,703,810 899,589,185 Total Assets 746,197,131 748,992,232 753,666,689 786,391,492 792,808,534 797,629,115 848,926,183 849,333,489 849,962,550 915,083,095 915,655,027
Current Liabilities Creditors & Other Payables 5,697,602 6,502,405 6,800,255 7,278,668 8,017,448 8,302,920 8,789,374 9,350,028 9,810,502 10,307,005 10,771,787 Employee Benefits - Current Portion 729,816 764,074 816,900 850,442 858,984 861,711 895,253 928,795 962,337 995,879 1,029,421 Provisions - Current Portion 60,000 49,529 63,680 68,387 73,114 21,227 21,277 - - - - Financial liabilities - current portion 3 1,963,546 2,046,685 1,963,987 2,149,352 2,534,415 2,844,119 3,079,871 3,232,793 3,490,114 3,772,087 4,068,123 Total Current Liabilities 8,450,964 9,362,693 9,644,822 10,346,849 11,483,961 12,029,977 12,785,775 13,511,616 14,262,953 15,074,971 15,869,331 Non-Current Liabilities Financial liabilities 3 52,166,094 53,774,509 57,379,441 61,596,971 65,638,919 68,695,370 65,844,604 62,849,296 59,389,747 55,649,280 51,613,912 Derivative financial instruments 786,616 786,616 786,616 786,616 786,616 786,616 786,616 786,616 786,616 786,616 786,616 Employee benefits 92,980 94,840 32,980 17,980 12,000 12,240 12,485 12,734 12,989 13,249 13,514 Provisions & other liabilities 248,531 215,010 164,230 105,688 38,916 20,025 Total Non-Current Liabilities 53,294,221 54,870,975 58,363,267 62,507,255 66,476,451 69,514,251 66,643,705 63,648,646 60,189,352 56,449,145 52,414,042 Net Assets 684,451,946 684,758,564 685,658,600 713,537,387 714,848,122 716,084,887 769,496,703 772,173,227 775,510,245 843,558,979 847,371,655
Equity Ratepayers' Equity 430,367,537 431,714,746 431,917,870 431,163,070 430,579,634 429,878,570 429,756,645 429,960,925 430,030,647 429,645,519 430,056,874 Asset Revaluation Reserves 234,668,137 234,668,137 234,668,137 262,384,319 262,384,319 262,384,319 314,531,583 314,531,583 314,531,583 379,590,010 379,590,010 Special funds & restricted reserves 4 19,416,272 18,375,680 19,072,593 19,989,999 21,884,168 23,821,997 25,208,475 27,680,718 30,948,015 34,323,451 37,724,770 Total Equity 684,451,946 684,758,564 685,658,600 713,537,388 714,848,122 716,084,887 769,496,703 772,173,227 775,510,246 843,558,979 847,371,654
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MASTERTON DISTRICT COUNCIL Long Term Plan 2015 - 2025 PROSPECTIVE STATEMENT OF CHANGES IN EQUITY NZ $ Notes 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Forecast Ratepayer's Equity 429,866,464 430,367,537 431,714,746 431,917,870 431,163,070 430,579,634 429,878,570 429,756,645 429,960,925 430,030,647 429,645,519 Special Funds & Reserves 19,540,607 19,416,272 18,375,680 19,072,593 19,989,999 21,884,168 23,821,997 25,208,475 27,680,718 30,948,015 34,323,451 Revaluation Reserves 234,430,510 234,668,137 234,668,137 234,668,137 262,384,319 262,384,319 262,384,319 314,531,583 314,531,583 314,531,583 379,590,010 Equity at start of year 683,837,581 684,451,946 684,758,564 685,658,600 713,537,388 714,848,122 716,084,887 769,496,703 772,173,227 775,510,246 843,558,979
Comprehensive Revenue & Expenses for the year* 614,365 306,618 900,036 27,878,788 1,310,734 1,236,765 53,411,817 2,676,523 3,337,019 68,048,734 3,812,675 Total recognised revenues & expenses for the period $ 614,365 $ 306,618 $ 900,036 $ 27,878,788 $ 1,310,734 $ 1,236,765 $ 53,411,817 $ 2,676,523 $ 3,337,019 $ 68,048,734 $ 3,812,675
Ratepayer's Equity 430,367,537 431,714,746 431,917,870 431,163,070 430,579,634 429,878,570 429,756,645 429,960,925 430,030,647 429,645,519 430,056,874 Special Funds & Reserves 19,416,272 18,375,680 19,072,593 19,989,999 21,884,168 23,821,997 25,208,475 27,680,718 30,948,015 34,323,451 37,724,770 Revaluation Reserves 234,668,137 234,668,137 234,668,137 262,384,319 262,384,319 262,384,319 314,531,583 314,531,583 314,531,583 379,590,010 379,590,010 Equity at end of year 684,451,946 684,758,564 685,658,600 713,537,388 714,848,122 716,084,887 769,496,703 772,173,227 775,510,246 843,558,979 847,371,654 *The Comprehensive Revenue for 2014/15 is the forecast figure, not the figure from the 2014/15 Annual Plan.
TREASURY POLICY CHECK Net External Debt 37,365,777 39,018,689 41,393,514 44,275,992 45,923,885 46,973,723 42,041,771 35,859,958 28,855,889 21,215,287 13,469,266 Operating Revenue 38,269,886 39,108,626 40,041,743 41,196,652 43,076,361 43,772,151 45,686,580 47,198,261 48,704,709 50,189,295 51,554,857 Rates Revenue 25,168,273 26,061,822 26,998,918 28,002,148 28,984,272 30,057,452 31,329,910 32,419,732 33,508,835 34,508,313 35,412,562 Interest on External Debt 3,168,228 3,182,379 3,340,446 3,598,494 3,847,511 4,111,248 4,305,939 4,146,147 3,974,059 3,782,608 3,567,826 Interest on Internal and External Debt 3,403,228 3,398,724 3,541,069 3,782,319 4,013,346 4,258,279 4,433,407 4,252,792 4,062,221 3,852,377 3,618,212
Net External Debt as a % of Operating Revenue 97.6% 99.8% 103.4% 107.5% 106.6% 107.3% 92.0% 76.0% 59.2% 42.3% 26.1% (limit = 150%) Interest expense on external debt as a % of 8.3% 8.1% 8.3% 8.7% 8.9% 9.4% 9.4% 8.8% 8.2% 7.5% 6.9% Operating Revenue (limit = 10%) Interest expense on external debt as a % of 12.6% 12.2% 12.4% 12.9% 13.3% 13.7% 13.7% 12.8% 11.9% 11.0% 10.1% Rates Revenue (limit = 15%) Interest expense on internal & external debt as 13.5% 13.0% 13.1% 13.5% 13.8% 14.2% 14.2% 13.1% 12.1% 11.2% 10.2% a % of rates revenue (limit = 20%)
Number of rateable properties (estimated) 12,190 12,251 12,312 12,374 12,436 12,498 12,560 12,623 12,686 12,750
Average rates per property (excl GST) $ 2,138 $ 2,204 $ 2,274 $ 2,342 $ 2,417 $ 2,507 $ 2,581 $ 2,655 $ 2,720 $ 2,778
Operating Revenue = revenue/earnings from rates, government grants and subsidies, user charges, interest, recoveries, financial contributions and all other revenue. Net External Debt = Gross External debt (aggregate borrowings of the Council, including any capitalised finance leases) less any financial assets including cash and both current and term treasury investments held, but excluding investments in CCOs. Interest Expense = interest paid on any type of debt, including margins, line fees and interest on finance leases.
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MASTERTON DISTRICT COUNCIL Long Term Plan 2015 - 2025 PROSPECTIVE STATEMENT OF CASHFLOWS NZ $ Notes 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Cash flows from Operating Activities Annual Plan Cash was received from: Rates 25,384,436 26,125,811 27,061,654 28,062,984 29,045,714 30,116,277 31,383,005 32,478,078 33,567,201 34,569,256 35,476,243 Grants, subsidies & donations 4,818,563 4,792,299 4,545,552 4,434,231 4,564,292 4,632,434 4,882,892 5,094,031 5,072,201 5,228,233 5,340,579 Petrol tax 163,000 170,000 172,040 174,420 178,330 182,580 187,170 192,270 197,710 203,660 209,950 Other revenue 7,127,087 6,946,815 7,293,312 7,402,219 8,225,513 7,696,498 7,928,890 7,987,378 8,092,571 8,704,560 8,871,234 Interest on investments 806,800 767,800 796,361 845,808 921,187 996,599 1,078,037 1,137,518 1,233,043 1,325,605 1,397,210 38,299,886 38,802,725 39,868,920 40,919,662 42,935,035 43,624,388 45,459,994 46,889,274 48,162,726 50,031,314 51,295,216 Cash was applied to: Payments to suppliers and employees 24,086,570 23,818,372 24,645,939 25,077,319 25,859,993 26,631,772 27,098,146 27,354,491 28,322,602 29,382,121 30,164,831 Interest paid 3,168,228 3,182,379 3,340,446 3,598,494 3,847,511 4,111,248 4,305,939 4,146,147 3,974,059 3,782,608 3,567,826 27,254,798 27,000,751 27,986,385 28,675,812 29,707,504 30,743,020 31,404,085 31,500,638 32,296,661 33,164,729 33,732,657 Net cash flow from operating activities 11,045,088 11,801,974 11,882,536 12,243,849 13,227,532 12,881,368 14,055,909 15,388,636 15,866,065 16,866,586 17,562,559 Cash flows from Investing Activities Cash was received from: Sale of fixed assets - 24,576 164,220 Term investments, shares & advances 1,467,000 1,060,803 - - - - 64,001 34,560 19,942 36,740 38,210 Forestry investment 292,000 180,000 - 119,882 85,466 96,000 1,759,000 1,240,803 24,576 119,882 ‐ ‐ 149,467 198,780 115,942 36,740 38,210 Cash was applied to: Purchase of fixed assets 14,640,900 13,542,650 14,258,322 15,050,304 14,823,848 13,827,502 9,273,424 9,405,603 8,977,936 9,262,723 9,854,749 Term investments, shares & advances - 92,236 1,130,172 1,168,414 2,864,651 1,457,974 1,856,895 2,785,381 3,754,879 3,230,982 3,563,644 Purchase of intangible assets ------14,640,900 13,634,886 15,388,493 16,218,718 17,688,499 15,285,477 11,130,319 12,190,984 12,732,815 12,493,705 13,418,392 Net cash flow from investing activities (12,881,900) (12,394,083) (15,363,917) (16,098,836) (17,688,499) (15,285,477) (10,980,852) (11,992,204) (12,616,873) (12,456,965) (13,380,182) Cash flows from Financing Activities Cash was received from: Drawdown of public debt 3,527,000 3,655,100 5,568,919 6,366,883 6,576,363 5,900,570 229,105 237,485 30,565 31,620 32,755 3,527,000 3,655,100 5,568,919 6,366,883 6,576,363 5,900,570 229,105 237,485 30,565 31,620 32,755 Cash was applied to: Repayment of public debt (incld Finance Leases) 1,890,000 1,963,546 2,046,685 1,963,987 2,149,352 2,534,415 2,844,119 3,079,871 3,232,793 3,490,114 3,772,087 1,890,000 1,963,546 2,046,685 1,963,987 2,149,352 2,534,415 2,844,119 3,079,871 3,232,793 3,490,114 3,772,087 Net cash flow from financing activities 1,637,000 1,691,554 3,522,234 4,402,896 4,427,011 3,366,155 (2,615,014) (2,842,386) (3,202,228) (3,458,494) (3,739,332) Net Increase/(Decrease) in Cash Held (199,812) 1,099,445 40,853 547,909 (33,956) 962,046 460,043 554,046 46,964 951,127 443,045 Add cash at start of year (1 July) 3,000,000 5,640,946 6,740,391 6,781,244 7,329,153 7,295,197 8,257,244 8,717,287 9,271,333 9,318,297 10,269,424 Balance at end of year (30 June) 2,800,188 6,740,391 6,781,244 7,329,153 7,295,197 8,257,243 8,717,287 9,271,333 9,318,297 10,269,424 10,712,469
Represented By: Cash & bank 1,600,188 3,204,570 2,904,707 3,731,899 3,717,228 4,098,557 4,477,886 4,851,215 5,221,044 5,587,873 5,950,202 Short term deposits 1,200,000 3,535,821 3,876,537 3,597,254 3,577,970 4,158,687 4,239,403 4,420,120 4,097,254 4,681,552 4,762,269 Balance at end of year (30 June) 2,800,188 6,740,391 6,781,244 7,329,153 7,295,198 8,257,244 8,717,289 9,271,335 9,318,298 10,269,425 10,712,471 The closing balance of 2014/15 is the Plan position. An updated forecast position has been used as the opening balance for 2015/16
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MASTERTON DISTRICT COUNCIL - 0 (0) (0) (1) (0) 0 0 (0) (0) (0) Long Term Plan 2015 - 2025 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Reconciliation of Net Surplus to Operating Activities Annual Plan NZ $ Surplus / (Deficit) 176,728 306,618 900,036 162,606 1,310,734 1,236,765 1,264,552 2,676,523 3,337,019 2,990,307 3,812,675
Non Cash Expenses Revaluation losses/(gains) ‐ (21,047) (40,247) (45,869) (26,749) (29,749) (19,566) (19,566) (16,128) (16,128) (16,128) Depreciation 10,738,360 10,834,328 10,903,135 11,799,984 11,378,826 11,574,704 12,437,117 12,447,931 12,485,484 13,503,954 13,510,936 Share devaluation/(revaluation) Increase/(decrease) provisions (5,000) (43,992) (36,629) (53,835) (62,045) (70,778) (19,975) (21,277) ‐ ‐ ‐ Bad debts Profit on sale of assets (24,576) (164,220) Forestry Harvest cost of disposal 170,000 115,130 80,560 91,275 Forestry Harvest (classified as Investing) (290,000) (180,000) ‐ (119,882) ‐ ‐ (85,466) ‐ (96,000) ‐ Assets vesting in council Total Non Cash Expenses 10,443,360 10,759,289 10,801,682 11,695,528 11,290,032 11,474,177 12,392,670 12,242,868 12,464,631 13,487,826 13,494,808
Plus/(less) movements in working capital (Increase)/decrease in inventories ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (Increase)/decrease in receivables 202,000 (104,853) (107,999) (111,239) (114,576) (118,014) (121,554) (125,201) (429,855) (141,852) (243,513) Increase/(decrease) in payables 210,000 804,803 297,850 478,413 738,780 285,472 486,454 560,654 460,474 496,503 464,782 Increase/(decrease) in employee entitlements 13,000 36,118 (9,034) 18,542 2,562 2,967 33,787 33,792 33,797 33,802 33,807 Total Movements in Working Capital 425,000 736,068 180,817 385,716 626,766 170,425 398,687 469,245 64,416 388,453 255,076
Net cash flow from operating activities 11,045,088 11,801,974 11,882,536 12,243,849 13,227,532 12,881,368 14,055,909 15,388,636 15,866,065 16,866,586 17,562,559
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RATES REQUIREMENT STATEMENT Prior Year Plan 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
$ Roading $ $ $ $ $ $ $ $ $ $ 3,995,449 Subsidised Roading 4,150,017 4,312,847 4,371,746 4,385,975 4,464,108 4,489,845 5,056,931 5,375,002 5,375,217 5,674,045 1,660,247 Non-subsidised Roading 1,276,478 1,392,048 1,471,411 1,482,067 1,781,381 1,755,736 1,877,837 1,921,208 1,994,677 2,034,021 Water Services 2,921,880 Urban Water supply 2,960,900 3,135,458 3,274,373 3,557,244 3,844,851 4,640,904 4,688,788 4,871,475 5,125,604 5,188,533 119,223 Rural Water supplies & races 94,288 98,544 102,267 118,740 128,002 132,538 136,142 140,059 145,355 149,719 Sewerage Services 5,867,189 Urban Sewerage system 6,462,051 6,584,703 6,836,194 6,931,149 7,001,776 7,169,277 7,604,176 7,850,928 7,992,412 8,219,011 385,682 Rural Sewerage systems 312,300 309,406 320,766 323,638 303,031 304,032 302,911 289,342 303,812 293,665 Stormwater Services 437,284 Urban Stormwater System 475,265 547,544 626,477 578,254 533,212 572,425 614,249 623,159 673,123 730,992 Solid Waste Services 693,890 Solid Waste Management 691,500 747,668 720,946 733,366 773,015 797,954 803,496 825,691 859,394 872,154 267,888 Waste Minimisation Services 292,447 283,895 338,177 373,884 388,204 400,882 417,204 433,357 454,331 466,154 Community Facilities/Activities 2,044,145 Parks, Reserves & Sportsfields 2,161,569 2,207,662 2,280,743 2,350,757 2,446,388 2,459,267 2,490,158 2,550,815 2,628,161 2,724,686 1,265,884 Genesis Energy Recreation Centre 1,244,688 1,273,717 1,295,275 1,323,584 1,368,398 1,420,446 1,455,050 1,501,573 1,572,236 1,575,770 97,748 Cemeteries 72,661 90,031 81,427 82,664 92,378 92,836 96,999 107,828 111,452 115,124 1,536,314 Library & Archive 1,578,357 1,610,597 1,647,793 1,741,900 1,836,047 1,890,319 1,928,401 1,973,521 2,022,033 2,063,340 777,924 Property 778,836 851,656 923,911 1,045,839 1,053,028 1,047,574 1,069,567 1,059,462 1,123,578 1,123,602 1,519,885 Community Services 1,696,471 1,760,067 1,846,562 1,840,338 1,885,742 1,914,055 1,931,700 1,991,512 2,062,381 2,127,854 137,236 Airport 138,653 124,923 110,882 120,930 108,024 122,783 98,274 99,686 93,184 104,099 104,803 Mawley Park 94,843 68,021 39,746 40,245 41,044 43,557 42,664 37,892 40,168 37,781 Regulatory Services 600,094 Resource Management & Planning 643,935 687,713 694,250 948,963 973,609 999,869 724,059 751,035 763,122 774,744 321,097 Environmental Health 362,254 372,414 416,251 420,340 408,655 434,534 435,250 455,424 487,017 465,455 115,138 Building Control 172,153 160,558 184,081 167,504 184,085 168,211 184,999 167,415 188,264 162,436 80,673 Bylaw Control/General Inspection 71,981 84,864 100,045 97,054 109,759 112,508 106,217 115,925 117,855 115,043 (65,263) Parking Control (68,561) (79,642) (80,304) (82,712) (83,670) (86,607) (90,328) (93,782) (96,936) (102,420) 17,587 Animal Control 33,233 27,541 37,134 37,750 40,684 59,890 55,525 54,580 55,396 53,474 444,255 Rural Fire/Emergency Mgmt 458,072 455,005 470,568 480,417 493,401 508,794 521,179 536,593 556,307 593,608 Governance 579,238 Representation 556,108 554,355 570,104 579,060 594,981 610,961 621,960 644,811 660,850 675,350 (36,054) Internal Functions (net) - - - (0) - - (0) - 0 - $ 25,889,436 Total Rates Requirement $ 26,710,500 $ 27,661,596 $ 28,680,826 $ 29,678,950 $ 30,770,130 $ 32,062,588 $ 33,173,410 $ 34,284,513 $ 35,308,991 $ 36,238,240
25,862,436 MDC Rates Revenue* 26,615,500 27,564,771 28,579,636 29,575,255 30,661,793 31,948,772 33,055,681 34,164,338 35,183,439 36,110,782 (186,163) less rural sewerage capital contributions (89,678) (89,678) (89,678) (89,678) (89,678) (89,678) (89,678) (89,678) (89,678) (89,678) 25,676,273 26,525,822 27,475,093 28,489,958 29,485,577 30,572,115 31,859,094 32,966,003 34,074,660 35,093,761 36,021,104 % Change (pre growth) from prior year 3.3% 3.6% 3.7% 3.5% 3.7% 4.2% 3.5% 3.4% 3.0% 2.6% % Change (after growth) from prior year** 2.9% 3.2% 3.3% 3.1% 3.3% 3.7% 3.1% 3.0% 2.6% 2.2% 200,000 Penalty Revenue 190,000 194,200 201,000 206,000 213,200 221,300 227,900 233,100 241,300 246,100 (135,000) Rates Remissions (95,000) (97,375) (99,809) (102,305) (104,862) (107,484) (110,171) (112,925) (115,748) (118,642) (38,000) Discounts Given ------$ 25,703,273 Net Rates Revenue $ 26,620,822 $ 27,571,918 $ 28,591,148 $ 29,589,272 $ 30,680,452 $ 31,972,910 $ 33,083,732 $ 34,194,835 $ 35,219,313 $ 36,148,562 * Rates Revenue includes the rates charged on Council properties. **Growth in the rating base allows rates to be spread across the larger pool, benefiting all ratepayers.
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NOTE 1 Prospective Statement of Accounting Policies – these can be found in the LTP Volume 2
NOTE 2 Prospective Summary of Revenue
Operating Income 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Annual Plan $ 000's $ 000's $ 000's $ 000's $ 000's $ 000's $ 000's $ 000's $ 000's $ 000's $ 000's Revenue from Non-Exchange Transactions Targeted Rates (including penalties) 25,168 26,062 26,999 28,002 28,984 30,057 31,330 32,420 33,509 34,508 35,413 Rural sewerage schemes capital contrib. 186 90 90 90 90 90 90 90 90 90 90 Financial Contributions 694 378 661 525 745 453 490 491 506 540 557 NZTA Subsidy 4,664 4,597 4,365 4,275 4,400 4,464 4,710 4,752 4,888 5,038 5,144 Other Government Grants 128 153 113 115 118 122 125 129 133 137 142 Other Grants 26 42 68 44 45 47 48 214 51 53 54 Other Non Exchange Revenue 410 452 466 478 491 505 519 535 553 572 592
Revenue from Exchange Transactions Interest 807 768 796 846 921 997 1,078 1,138 1,233 1,326 1,397 Dividends 10 10 10 10 10 10 10 10 10 10 10 Fees & User charges 6,177 6,536 6,434 6,766 7,244 6,998 7,267 7,401 7,716 7,899 8,140 Other Gains/(losses)- Profit on Sale of Assets - 21 40 46 27 30 20 20 16 16 16 Total Operating Revenue 38,270 39,109 40,042 41,197 43,076 43,772 45,687 47,198 48,705 50,189 51,555
Rates Remissions Rates revenue is shown net of rates remissions. Rates remissions estimated per year: (135) (95) (97) (100) (102) (105) (107) (110) (113) (116) (119)
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Note 3 Prospective Statement of Public Debt (External) Forecast Annual Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Plan LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 ($ 000) ($ 000) ($ 000) ($ 000) ($ 000) ($ 000) ($ 000) ($ 000) ($ 000) ($ 000) ($ 000)
Opening Balance 52,592 54,130 55,821 59,343 63,746 68,173 71,539 68,924 66,082 62,880 59,421 Loans raised during the year 3,417 3,655 5,569 6,367 6,576 5,901 229 237 31 32 33 Less repayments during the year (1,879) (1,964) (2,047) (1,964) (2,149) (2,534) (2,844) (3,080) (3,233) (3,490) (3,772) Balance as at 30 June 54,130 55,821 59,343 63,746 68,173 71,539 68,924 66,082 62,880 59,421 55,682 Less current borrowings repayable in 12 months (1,964) (2,047) (1,964) (2,149) (2,534) (2,844) (3,080) (3,233) (3,490) (3,772) (4,068) Closing balance for non-current borrowings 52,166 53,774 57,379 61,597 65,639 68,695 65,845 62,849 59,390 55,649 51,614
Schedule of External Loan End Of Year Balances by Groups of Activities Forecast Annual Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Plan LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 ($ 000) ($ 000) ($ 000) ($ 000) ($ 000) ($ 000) ($ 000) ($ 000) ($ 000) ($ 000) ($ 000)
Roading 244 522 689 856 4,081 3,991 3,892 3,783 3,664 3,535 3,394 Water Services 2,816 4,420 6,191 8,348 11,192 16,255 16,020 15,747 15,218 14,645 14,018 Sewerage Services 46,104 45,586 46,092 45,608 44,163 42,521 40,635 38,595 36,500 34,243 31,813 Stormwater Services 1,001 868 727 576 549 520 488 454 417 377 334 Solid Waste Services 1,461 1,665 1,599 1,529 1,453 1,371 1,283 1,195 1,101 1,000 891 Community Facilities/ Activities 2,497 2,760 4,045 6,829 6,719 6,588 6,320 6,026 5,705 5,356 4,975 Regulatory Services 7 0 0 0 16 294 288 281 274 266 257 54,130 55,821 59,343 63,746 68,173 71,539 68,924 66,082 62,880 59,421 55,682
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Note 4 Prospective Statement of Special Funds & Reserves
The Council maintains special funds and reserves as a sub-part of its equity. Schedule 10, clause 10 (16) of the LG Act requires certain information to be included in the Long-Term Plan relating to these reseves. The following presents a summary of reserve funds movements as projected over the term of the LTP. The management of financial reserves forms an integral part of meeting the obligations of prudent financial management. The Council tracks some 30 separate reserve accounts, but many have similar purposes and have been grouped together for the purposes of this LTP. Forecast Transfers In Transfers Out Forecast Opening 2015/16 to 2015/16 to Closing Council Created Reserves Balance 2024/25 2024/25 Balance Purpose and application 2015 2025 $ 000"s $ 000"s $ 000"s $ 000"s General Capital Reserves These funds have been set aside from the sale of assets, the most significant of which was the Wairarapa Electricity shares sold in 1996. They can be utilised for new asset purchases and to fund one-off Council projects and grants. 3,506 2 780 2,728
Investment Interest Fund These funds are generated by receiving the proceeds of interest earnings on investments. Currently the LTP financial model allocates this fund all interest allocated from operating activities. The funds in this fund are applied to offset debt servicing costs on specific projects including the CBD upgrading, Chapel St stormwater line, Castlepoint seawall and rural transfer stations. 41 9,074 5,810 3,305 Reserves & Development Funds These funds represent reserves and development contributions that are generated from the District Plan provisions for financial contributions on development and subdivision. The funds can only be applied to the purpose for which they were taken ie development of assets on reserves and general district development. 1,079 1,141 1,765 454 Plant & Equipment Depreciation Funds These funds are built up from depreciation on plant and equipment and are used to fund replacements 1,663 3,332 4,374 621
Buildings Depreciation Funds The Council has a series of specific depreciation reserve accounts for assets such as Housing for the Elderly, the District Building, Genesis Energy Recreation centre and parks & reserves buildings. Depreciation funds on these assets are accumulated in these funds and used for renewal expenditure as required. 5,312 14,521 8,638 11,194
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Prospective Statement of Special Funds & Reserves (continued) Projected Transfers In Transfers Out Projected Opening 2015/16 to 2015/16 to Closing Council Created Reserves Balance 2024/15 2024/15 Balance Purpose and application 2015 2025 $ 000"s $ 000"s $ 000"s $ 000"s Roading, Bridges & Flood Damage Funds
Most roading renewal expenditure is funded from rates and NZTA subsidies, but some funding for Council's share of bridge renewals and street furniture is being built up in this fund. Roading contributions taken as per the District Plan financial contributions are accumulated in this fund and a separate fund for responding to road flood damage is also part of this group. Use of these funds can be for roading and bridge renewals, upgrades and flood damage. 4,316 11,672 5,405 10,583
Urban Infrastructure Depreciation Funds
Depreciation on urban infrastructural assets is accumulated in this fund and applied to renewal of those assets. Infrastructure contributions taken as per the District Plan financial contributions are accumulated in this fund and utilised on renewing and upgrading the network assets. 2,205 29,724 26,555 5,374
Miscellaneous Funds
These funds are made up of surpluses and deficits of various distinct entities under Council's control. Separate balances are maintained for a number of rural water and sewerage supplies and the Dog Control carry forward supluses. A separate Special Funds account represents a balance of funds carried forward. They are generally rated for specific items, but not spent. The sums are identified at year end and carried forward so they can be applied to the expenditure for which they were raised. The Council has also utilised, or borrowed from these funds to advance projects and repay back to the fund, eg Wairarapa Combined District Plan project. 1,180 3,118 947 3,351
Crematorium Fund - ex Mrs Smart bequest To manage a bequest made to establish a crematorium. 115 - - 115 $ 19,416 $ 72,583 $ 54,274$ 37,725
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Masterton District Council - Long Term Plan 2015-25 Cost of Services Statement Summary - Roading
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 $ $ $ $ $ $ $ $ $ $ Operating Costs Subsidised Roading 9,092,316 8,969,859 9,771,353 9,362,614 9,564,798 10,096,571 10,256,571 10,355,160 10,999,585 11,171,817 Non-subsidised Roading 1,195,614 1,231,355 1,268,618 1,300,145 1,523,485 1,555,379 1,577,626 1,608,262 1,649,048 1,676,158 10,287,931 10,201,214 11,039,970 10,662,759 11,088,282 11,651,950 11,834,197 11,963,422 12,648,634 12,847,975 Operating Revenue Subsidised Roading 2,162,636 2,132,263 2,163,187 2,211,040 2,263,649 2,320,699 2,382,584 2,449,338 2,522,941 2,597,952 Non-subsidised Roading 459,020 339,040 343,731 448,185 359,811 368,857 378,908 389,628 425,314 419,925 Capital Revenue Subsidised Roading 2,434,413 2,232,968 2,111,345 2,189,449 2,200,576 2,389,116 2,368,980 2,439,141 2,515,493 2,546,438 Non-subsidised Roading ------5,056,069 4,704,271 4,618,263 4,848,674 4,824,036 5,078,672 5,130,471 5,278,107 5,463,748 5,564,315
less Non-cash expenditure* 4,034,735 3,786,993 4,368,535 3,964,539 4,049,057 4,704,184 4,425,988 4,386,211 4,769,673 4,793,871 Transfers to Reserves 189,000 75,900 76,950 159,689 80,550 82,575 384,825 587,225 395,840 598,800 Capital Expenditure Subsidised Roading 4,357,900 4,341,948 3,704,114 3,841,138 3,860,659 4,723,123 4,156,104 4,279,195 4,413,146 4,467,436 Non-subsidised Roading 1,097,600 769,070 1,401,428 3,686,975 452,064 446,800 478,716 480,483 516,856 503,600 Loan Repayments 117,067 25,156 30,320 36,569 105,287 115,781 126,301 137,485 148,797 151,143 5,572,567 5,136,174 5,135,862 7,564,682 4,418,010 5,285,704 4,761,121 4,897,163 5,078,799 5,122,179
Total Funding Required 6,958,694 6,922,024 7,265,984 9,573,917 6,713,750 7,237,373 7,423,684 7,783,492 7,889,852 8,210,767
Funded by: Rates 5,426,494 5,704,893 5,843,156 5,868,042 6,245,486 6,245,581 6,934,768 7,296,209 7,369,896 7,708,067 Transfers from Reserves 1,148,600 1,037,930 1,239,078 459,215 468,264 991,792 488,916 487,283 519,956 502,700 New Loans 383,600 179,200 183,750 3,246,660 ------6,958,694 6,922,024 7,265,984 9,573,917 6,713,750 7,237,373 7,423,684 7,783,492 7,889,852 8,210,767
Depreciation included in Operating Costs 4,725,102 4,642,160 5,356,567 4,864,096 4,956,327 5,354,586 5,405,003 5,366,666 5,842,941 5,880,698 *This line 'Non-cash expenditure' is the amount of operating expense that is not funded by way of rates. Instead, the roading capital/renewals programme is funded by rates and NZTA subsidies.
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LONG TERM PLAN 2015-2025
Masterton District Council - Long Term Plan 2015-25 Cost of Services Statement Summary - Water Services
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 $ $ $ $ $ $ $ $ $ $ Operating Costs Urban Water Supply 3,049,593 3,221,445 3,478,328 3,622,461 3,885,429 4,560,077 4,581,549 4,634,072 4,854,199 4,876,713 Rural Water Supplies & Races 282,172 281,095 292,965 309,914 322,262 336,712 345,864 355,792 374,083 385,405 3,331,765 3,502,540 3,771,293 3,932,375 4,207,690 4,896,789 4,927,414 4,989,864 5,228,281 5,262,118 Operating Revenue Urban Water Supply 226,100 235,560 243,496 250,482 258,067 266,184 275,046 284,655 295,021 306,133 Rural Water Supplies & Races 174,500 173,054 179,634 185,063 190,985 197,236 204,145 211,712 219,772 228,491 400,600 408,614 423,130 435,544 449,051 463,419 479,191 496,366 514,793 534,623
less Non-cash expenditure* 130,060 173,553 125,650 40,098 88,177 101,728 110,645 18,119 24,004 23,656 plus Transfers to Reserves ------Capital Expenditure Urban Water Supply 2,579,000 2,901,210 2,780,469 3,965,285 6,430,225 1,361,745 1,400,335 1,460,619 1,511,400 1,574,375 Rural Water Supplies & Races 25,000 25,950 463,875 53,962 28,475 29,475 30,575 31,725 33,000 34,375 Loan Repayments 254,083 313,630 154,127 219,252 302,391 441,800 487,352 536,155 581,474 634,414 2,858,083 3,240,790 3,398,471 4,238,499 6,761,091 1,833,020 1,918,262 2,028,499 2,125,874 2,243,164
Total Funding Required 5,659,188 6,161,162 6,620,984 7,695,231 10,431,553 6,164,662 6,255,840 6,503,878 6,815,358 6,947,002
Funded by: Rates 3,055,188 3,234,002 3,376,640 3,675,985 3,972,853 4,773,442 4,824,930 5,011,534 5,270,958 5,338,252 Transfers from Reserves 746,500 843,375 933,772 956,853 1,094,010 1,184,895 1,216,885 1,485,999 1,537,800 1,601,875 New Loans 1,857,500 2,083,785 2,310,573 3,062,394 5,364,690 206,325 214,025 6,345 6,600 6,875 5,659,188 6,161,162 6,620,984 7,695,231 10,431,553 6,164,662 6,255,840 6,503,878 6,815,358 6,947,002
Depreciation included in Operating Costs 1,214,280 1,213,375 1,301,823 1,311,486 1,352,338 1,654,907 1,651,025 1,653,661 1,816,056 1,823,626 *This line 'Non-cash expenditure' is the amount of operating expense that is not funded by way of rates. This is offset by loan repayments that are funded from rates.
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Masterton District Council - Draft Long Term Plan 2015-25 Cost of Services Statement Summary - Wastewater Services 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Operating Costs $ $ $ $ $ $ $ $ $ $ Urban Sewerage System 6,850,427 7,025,429 7,276,388 7,218,478 7,231,102 7,448,459 7,347,966 7,336,832 7,576,562 7,489,317 Rural Sewerage Schemes 553,386 548,819 562,713 557,288 550,219 569,128 561,195 553,486 587,695 585,140 7,403,812 7,574,249 7,839,101 7,775,766 7,781,320 8,017,588 7,909,161 7,890,318 8,164,257 8,074,457 Operating Revenue Urban Sewerage System 477,900 498,466 521,886 534,938 552,176 567,205 585,816 604,009 626,388 647,350 Rural Sewerage Schemes 116,650 122,571 127,167 130,986 221,645 221,685 217,011 225,018 246,915 256,673 594,550 621,037 649,053 665,924 773,821 788,889 802,827 829,027 873,303 904,023
less Non-cash expenditure* 1,281,846 1,416,253 1,422,475 1,403,092 1,463,440 1,646,780 1,248,321 1,030,395 1,278,926 1,063,176 Capital Expenditure Urban Sewerage System 1,620,000 2,792,220 1,432,460 1,582,805 1,357,119 1,344,060 1,620,475 1,446,660 1,504,800 1,676,813 Rural Sewerage Schemes - 12,456 - - - 15,327 16,511 - - - Loan Repayments 1,446,934 1,557,151 1,589,387 1,748,036 1,960,748 2,091,390 2,249,073 2,309,373 2,484,196 2,605,418 3,066,934 4,361,827 3,021,847 3,330,841 3,317,867 3,450,777 3,886,059 3,756,033 3,988,996 4,282,231
Total Funding Required 8,594,350 9,898,786 8,789,420 9,037,592 8,861,926 9,032,695 9,744,072 9,786,929 10,001,024 10,389,489 Funded by: Rates 6,774,350 6,894,110 7,156,960 7,254,787 7,304,808 7,473,308 7,907,087 8,140,269 8,296,224 8,512,676 Transfers from Reserves 1,050,000 1,110,326 1,242,275 1,661,475 1,431,829 1,559,387 1,836,986 1,646,660 1,704,800 1,876,813 New Loans 770,000 1,894,350 390,185 121,330 125,290 - - - - - 8,594,350 9,898,786 8,789,420 9,037,592 8,861,926 9,032,695 9,744,072 9,786,929 10,001,024 10,389,489
Depreciation included in Operating Costs 2,395,233 2,429,029 2,571,617 2,563,066 2,585,593 2,829,259 2,803,148 2,818,965 3,105,823 3,106,217 *This line 'Non-cash expenditure' is the amount of operating expense that is not funded by way of rates. This is offset by loan repayments that are funded from rates.
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LONG TERM PLAN 2015-2025
Masterton District Council - Draft Long Term Plan 2015-25 Cost of Services Statement Summary - Stormwater Services 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Operating Costs $ $ $ $ $ $ $ $ $ $ Urban Stormwater 610,265 682,544 761,477 713,254 668,212 707,425 714,249 723,159 773,123 780,992 610,265 682,544 761,477 713,254 668,212 707,425 714,249 723,159 773,123 780,992 Operating Revenue ------
less Non-cash expenditure* 132,456 141,302 150,977 37,946 41,225 44,884 48,690 52,739 56,970 61,619 Capital Expenditure Urban Stormwater 150,000 155,700 748,300 408,110 364,480 377,280 391,360 406,080 422,400 440,000
Loan Repayments 132,456 141,302 150,977 37,946 41,225 44,884 48,690 52,739 56,970 61,619 282,456 297,002 899,277 446,056 405,705 422,164 440,050 458,819 479,370 501,619
Total Funding Required 760,265 838,244 1,509,777 1,121,364 1,032,692 1,084,705 1,105,609 1,129,239 1,195,523 1,220,992 Funded by: Rates 475,265 547,544 626,477 578,254 533,212 572,425 614,249 623,159 673,123 730,992 Transfers from Reserves 285,000 290,700 348,800 543,110 499,480 512,280 491,360 506,080 522,400 490,000 New Loans - - 534,500 ------760,265 838,244 1,509,777 1,121,364 1,032,692 1,084,705 1,105,609 1,129,239 1,195,523 1,220,992
Depreciation included in Operating Costs 273,730 273,980 293,127 294,018 298,430 330,249 332,017 333,852 374,351 376,331 *This line 'Non-cash expenditure' is the amount of operating expense that is not funded by way of rates. This is offset by loan repayments that are funded from rates.
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Masterton District Council - Draft Long Term Plan 2015-25 Cost of Services Statement Summary - Solid Waste Services 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Operating Costs $ $ $ $ $ $ $ $ $ $ Solid Waste Services 2,692,628 2,787,051 2,811,142 2,874,089 2,974,658 3,063,655 3,134,203 3,223,563 3,334,825 3,429,526 Waste Minimisation Services 1,052,244 1,061,872 1,124,229 1,157,724 1,188,845 1,218,311 1,256,689 1,294,624 1,340,651 1,375,946 3,744,872 3,848,923 3,935,372 4,031,814 4,163,503 4,281,966 4,390,892 4,518,187 4,675,476 4,805,472 Operating Revenue Solid Waste Services 2,458,817 2,474,450 2,537,339 2,602,647 2,672,793 2,750,195 2,832,435 2,919,512 3,016,265 3,117,855 Waste Minimisation Services 316,000 323,268 331,484 340,016 349,180 359,292 370,036 381,412 394,052 407,324 2,774,817 2,797,718 2,868,823 2,942,663 3,021,973 3,109,487 3,202,471 3,300,924 3,410,317 3,525,179 less Non-cash expenditure* 70,204 75,122 78,914 81,432 88,334 90,755 85,615 85,663 88,980 90,304 plus Transfers to Reserves 40,000 ------
Capital Expenditure Solid Waste Services 635,000 - 210,400 ------Waste Minimisation Services - 51,250 252,480 ------Loan Repayments 84,096 95,481 101,489 109,531 118,022 127,112 127,894 137,448 147,545 158,319 719,096 146,731 564,369 109,531 118,022 127,112 127,894 137,448 147,545 158,319 Total Funding Required 1,658,947 1,122,814 1,552,004 1,117,249 1,171,218 1,208,836 1,230,700 1,269,048 1,323,725 1,348,308 Funded by: Rates 983,947 1,031,564 1,059,124 1,107,249 1,161,218 1,198,836 1,220,700 1,259,048 1,313,725 1,338,308 Transfers from Reserves 415,000 91,250 492,880 10,000 10,000 10,000 10,000 10,000 10,000 10,000 New Loans 260,000 ------1,658,947 1,122,814 1,552,004 1,117,249 1,171,218 1,208,836 1,230,700 1,269,048 1,323,725 1,348,308
Depreciation included in Operating Costs 85,369 91,179 94,909 99,538 96,026 97,791 92,905 92,905 97,623 97,623 *This line 'Non-cash expenditure' is the amount of operating expense that is not funded by way of rates. This is offset by loan repayments that are funded from rates.
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LONG TERM PLAN 2015-2025
Masterton District Council - Long Term Plan 2015-25 Cost of Services Statement Summary - Community Facilities / Activities 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Operating Costs $ $ $ $ $ $ $ $ $ $ Parks, Reserves & Sportsfields 2,355,609 2,375,364 2,447,524 2,510,865 2,603,422 2,616,028 2,643,508 2,700,530 2,777,906 2,870,409 Genesis Energy Recreation Centre 1,463,288 1,493,386 1,511,159 1,535,732 1,576,906 1,625,461 1,656,669 1,699,893 1,767,403 1,767,930 Cemeteries 156,361 175,573 165,920 169,255 179,026 181,924 186,355 199,868 206,406 211,945 Library & Archive 1,727,607 1,754,520 1,837,740 1,966,295 1,963,747 2,021,638 2,063,580 2,112,785 2,165,856 2,211,920 Property 2,153,460 2,073,777 2,099,097 2,124,575 2,161,830 2,178,749 2,144,451 2,259,053 2,302,275 2,279,264 Community Services / Economic Development/ Arts & Culture 2,017,556 1,828,562 1,884,704 1,882,206 1,930,516 1,960,010 1,978,909 2,040,050 2,112,395 2,179,418 Airport 314,957 319,148 336,588 335,480 339,371 337,345 334,589 350,501 364,155 367,858 Mawley Park 335,358 342,275 349,949 353,603 358,266 364,225 368,973 374,869 382,050 388,131 10,524,197 10,362,604 10,632,681 10,878,010 11,113,086 11,285,381 11,377,034 11,737,549 12,078,447 12,276,875 Operating Revenue Parks, Reserves & Sportsfields 70,240 71,785 73,541 75,368 77,334 79,512 81,830 84,288 86,957 89,837 Genesis Energy Recreation Centre 48,600 49,669 50,884 52,148 53,509 55,015 56,619 58,320 60,167 62,159 Cemeteries 83,700 85,541 84,493 86,591 86,649 89,088 89,356 92,040 94,955 96,820 Library & Archive 119,250 118,924 121,946 125,085 128,456 132,176 136,129 140,314 144,964 149,846 Property 1,037,550 876,646 1,018,196 920,840 945,081 1,057,361 1,000,424 1,126,668 1,063,714 1,099,103 Community Services etc 36,900 37,749 38,708 39,704 40,775 41,955 43,210 44,538 46,014 47,564 Airport 215,500 238,456 255,287 248,266 265,543 258,605 277,184 270,100 290,210 283,137 Mawley Park 319,250 348,758 391,840 401,570 412,049 423,651 436,001 449,100 463,322 478,666 1,930,990 1,827,527 2,034,895 1,949,572 2,009,395 2,137,363 2,120,751 2,265,367 2,250,302 2,307,133
less Non-cash expenditure* 589,077 578,291 517,039 608,003 517,598 437,484 418,041 417,105 426,631 418,035 Capital Expenditure Parks, Reserves & Sportsfields 1,093,750 781,056 594,038 352,987 213,928 89,127 199,703 94,761 116,656 115,490 Genesis Energy Recreation Centre 100,000 51,200 65,100 87,237 55,350 56,950 95,013 60,550 62,550 104,814 Cemeteries 10,000 23,552 - - - - 164,220 - - - Library & Archive 286,000 272,384 1,657,950 278,943 233,577 263,963 247,503 255,521 263,961 273,034 Property 896,900 1,585,988 1,510,950 196,822 256,824 259,730 181,229 148,953 158,252 192,159 Community Services etc 107,000 20,480 21,000 21,540 22,140 22,780 23,460 24,220 25,020 155,280 Airport 195,000 194,560 - 75,390 - - 187,680 - - - Mawley Park 35,000 15,360 15,750 16,155 16,605 17,085 17,595 18,165 18,765 19,410 Loan Repayments 230,949 243,887 289,593 369,821 388,955 424,302 418,572 411,214 444,678 464,549 2,954,599 3,188,467 4,154,381 1,398,895 1,187,379 1,133,937 1,534,975 1,013,384 1,089,881 1,324,736
Total Funding Required 10,958,729 11,145,253 12,235,127 9,719,330 9,773,472 9,844,470 10,373,217 10,068,460 10,491,395 10,876,443 Funded by: Rates 7,766,079 7,986,673 8,226,340 8,546,256 8,831,048 8,990,836 9,112,814 9,322,290 9,653,192 9,872,256 Transfers from Reserves 2,808,650 1,722,420 1,060,913 1,043,295 809,584 830,855 1,072,723 721,950 813,183 978,307 External Funding - 24,576 - - - - 164,220 - - - New Loans 384,000 1,411,584 2,947,875 129,779 132,840 22,780 23,460 24,220 25,020 25,880 10,958,729 11,145,253 12,235,127 9,719,330 9,773,472 9,844,470 10,373,217 10,068,460 10,491,395 10,876,443 Depreciation included in Operating Costs 2,006,908 2,081,492 1,978,278 2,028,999 2,022,338 1,909,913 1,904,110 1,945,441 1,989,597 1,964,123 *This line 'Non-cash expenditure' is the amount of operating expense that is not funded by way of rates. This is offset by loan repayments that are funded from rates.
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Masterton District Council - Draft Long Term Plan 2015-25 Cost of Services Statement Summary - Regulatory Services 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 $ $ $ $ $ $ $ $ $ $ Operating Costs Resource Management & Planning 652,135 698,528 708,021 965,804 993,747 1,023,646 751,701 782,771 799,406 815,803 Building Control 862,979 867,273 908,757 1,341,232 947,447 953,680 993,957 1,001,242 1,049,724 1,052,911 Environmental Health 680,165 704,286 772,291 762,413 767,129 820,442 807,524 846,988 910,260 875,693 By Law Control/General Inspection 257,781 274,937 294,949 296,974 315,068 323,763 323,789 340,185 349,548 354,539 Parking Control 169,585 171,505 177,225 181,446 187,608 192,526 197,153 202,537 209,202 214,029 Animal Control 416,679 409,444 437,280 448,172 462,142 493,301 501,462 514,215 530,562 544,617 Emergency Management & Rural Fire 480,131 464,428 480,358 490,588 503,981 519,825 532,689 548,611 568,888 623,487 3,519,455 3,590,402 3,778,882 4,486,631 4,177,122 4,327,182 4,108,275 4,236,550 4,417,591 4,481,080 Operating Revenue Resource Management & Planning 277,020 580,315 440,771 578,201 277,819 316,207 323,813 331,716 340,154 348,889 Building Control 690,826 706,715 724,676 1,173,729 763,363 785,469 808,957 833,827 861,460 890,475 Environmental Health 317,911 331,872 356,040 342,072 358,474 385,908 372,274 391,564 423,243 410,238 By Law Control/General Inspection 185,800 190,073 194,904 199,921 205,309 211,255 217,572 224,261 231,693 239,496 Parking Control 245,500 251,147 257,530 264,158 271,278 279,134 287,481 296,319 306,139 316,450 Animal Control 382,333 380,734 398,914 409,074 419,987 431,806 444,193 457,743 473,115 488,924 Emergency Management & Rural Fire 27,059 14,423 14,790 15,171 15,579 16,031 16,510 17,017 17,581 34,879 2,126,449 2,455,280 2,387,626 2,982,325 2,311,808 2,425,809 2,470,799 2,552,447 2,653,385 2,729,351
less Non-cash expenditure 1,112 1,169 1,232 1,348 1,801 7,641 8,389 9,183 9,986 10,928 plus Transfers to Reserves 275,320 576,000 433,500 567,860 264,180 298,930 302,670 306,480 310,370 314,330 Capital Expenditure Building Control 14,000 6,150 - - 2,222 6,864 - - 2,518 7,824 Environmental Health 8,000 24,600 8,416 8,640 8,888 9,152 9,432 9,744 10,072 10,432 By Law Control/General Inspection 92,000 82,000 84,160 72,360 74,437 76,648 78,993 81,606 84,353 87,368 Animal Control 1,500 1,538 5,786 17,820 279,417 6,292 1,769 1,827 6,925 1,956 Emergency Management & Rural Fire 40,000 ------Loan Repayments 7,354 - - - 329 6,037 6,645 7,291 7,935 8,709 162,854 114,288 98,362 98,820 365,293 104,993 96,839 100,468 111,803 116,289
Total Funding Required 1,830,068 1,824,241 1,921,887 2,169,637 2,492,985 2,297,655 2,028,595 2,081,869 2,176,393 2,171,420
Funded by: Rates 1,673,068 1,708,453 1,822,025 2,069,317 2,126,522 2,197,199 1,936,902 1,987,192 2,071,025 2,062,340 Transfers from Reserves 157,000 115,788 99,862 84,120 88,714 100,456 91,694 94,677 105,368 109,080 New Loans - - - 16,200 277,750 - - - - - 1,830,068 1,824,241 1,921,887 2,169,637 2,492,985 2,297,655 2,028,595 2,081,869 2,176,393 2,171,420
Depreciation included in Operating Costs 79,113 91,920 104,812 105,683 113,284 117,022 112,367 123,812 122,344 121,860 *This line 'Non-cash expenditure' is the amount of operating expense that is not funded by way of rates, noting that loan repayments are funded from rates.
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Masterton District Council - Draft Long Term Plan 2015-25 Cost of Services Statement Summary - Governance 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Operating Costs $ $ $ $ $ $ $ $ $ $ Representation 908,847 960,926 932,174 947,100 1,028,635 1,000,269 1,018,600 1,111,685 1,083,417 1,107,583 Operating Revenue Internal recovery 370,739 369,570 380,070 386,040 396,654 407,307 414,640 429,874 440,567 450,233
plus Transfers to Reserves 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 Total Funding Required 556,108 609,355 570,104 579,060 649,981 610,961 621,960 699,811 660,850 675,350 Funded by: Rates 556,108 554,355 570,104 579,060 594,981 610,961 621,960 644,811 660,850 675,350 Transfers from Reserves - 55,000 - - 55,000 - - 55,000 - - 556,108 609,355 570,104 579,060 649,981 610,961 621,960 699,811 660,850 675,350
Depreciation included in Operating Costs 907 901 728 728 ------
Masterton District Council - Draft Long Term Plan 2015-25 Cost of Services Statement Summary - Internal Functions 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Operating Costs $ $ $ $ $ $ $ $ $ $ Road Engineering 507,228 517,589 529,263 539,205 551,900 566,365 577,654 592,057 609,690 623,915 Asset & Project Management 718,902 735,223 750,045 765,526 784,791 804,990 823,048 844,489 869,679 891,238 Management & Administration 1,993,878 2,008,439 2,089,935 2,089,622 2,133,539 2,233,084 2,235,607 2,293,485 2,404,899 2,418,941 Financial Management 1,239,613 1,263,588 1,359,238 1,319,571 1,351,061 1,460,306 1,422,060 1,460,957 1,585,444 1,548,618 Information Systems 443,944 490,814 527,288 551,788 602,029 607,162 623,848 640,056 660,032 660,568 4,903,564 5,015,653 5,255,769 5,265,712 5,423,321 5,671,906 5,682,217 5,831,045 6,129,744 6,143,280 Operating Revenue - Internal Recoveries Road Engineering 512,228 522,589 534,263 544,205 556,900 571,365 582,654 597,057 614,690 628,915 Asset & Project Management 718,902 735,223 750,045 765,526 784,791 804,990 823,048 844,489 869,679 891,238 Corporate Services 4,324,434 4,470,841 4,736,461 4,777,981 4,959,630 5,235,551 5,254,516 5,444,499 5,773,375 5,803,127 5,555,564 5,728,653 6,020,769 6,087,712 6,301,321 6,611,906 6,660,217 6,886,045 7,257,744 7,323,280
plus Transfers to Reserves (interest) 705,000 713,000 765,000 822,000 878,000 940,000 978,000 1,055,000 1,128,000 1,180,000 Capital Expenditure Management & Administration 70,000 - - - 72,215 - - - - - Information Systems 129,000 149,650 93,628 157,680 98,879 167,024 104,931 177,828 112,051 190,384 199,000 149,650 93,628 157,680 171,094 167,024 104,931 177,828 112,051 190,384
Total Funding Required 252,000 149,650 93,628 157,680 171,094 167,024 104,931 177,828 112,051 190,384 Funded by: Transfers from Reserves 252,000 149,650 93,628 157,680 171,094 167,024 104,931 177,828 112,051 190,384 252,000 149,650 93,628 157,680 171,094 167,024 104,931 177,828 112,051 190,384 Depreciation included in Operating Costs 53,686 79,099 98,124 111,213 150,369 143,392 147,357 150,182 155,219 140,459
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FUNDING IMPACT STATEMENT As required by the Local Government (Financial Reporting) Regulations 2014 2014/15 Ann Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 COUNCIL Plan 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Sources of Operating Funding General rates, uniform charges, rates penalties* 200 190 194 201 206 213 221 228 233 241 246 Targeted rates* 25,154 25,962 26,894 27,891 28,868 29,934 31,198 32,282 33,365 34,357 35,256 Subsidies and grants (for operating) 2,333 2,358 2,313 2,323 2,375 2,432 2,494 2,725 2,633 2,713 2,794 Fees & charges 6,316 6,723 6,630 6,970 7,454 7,215 7,491 7,633 7,957 8,149 8,400 Interest & dividends 817 778 806 856 931 1,007 1,088 1,148 1,243 1,336 1,407 Other receipts (incl petrol tax & fines) 297 265 269 274 281 288 295 304 312 322 332 Total operating funding (A) 35,117 36,275 37,107 38,515 40,115 41,089 42,788 44,318 45,744 47,118 48,436
* Disclosure of the General and Targeted Rates from the 2014/15 Annual Plan is restated to align with definitions within the Local Government (Rating) Act 2002.
Applications of Operating Funding
Payments to staff and suppliers 24,187 24,785 24,898 25,636 26,539 26,849 27,679 27,928 28,908 29,912 30,663 Finance costs 3,168 3,182 3,340 3,598 3,848 4,111 4,306 4,146 3,974 3,783 3,568 Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total applications of operating funding (B) 27,355 27,968 28,239 29,234 30,387 30,961 31,985 32,074 32,882 33,695 34,231 Surplus/(Deficit) of operating funding (A‐B) 7,762 8,308 8,869 9,281 9,728 10,128 10,803 12,244 12,862 13,423 14,204
Sources of Capital Funding Subsidies & grants for capital expenditure 2,459 2,434 2,233 2,111 2,189 2,201 2,389 2,369 2,439 2,515 2,546 Development & financial contributions 694 378 661 525 745 453 490 491 506 540 557 Increase /(decrease) in debt 1,637 1,660 3,410 4,329 4,354 3,348 (2,635) (2,842) (3,202) (3,458) (3,739) Gross proceeds from sale of assets ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other dedicated capital funding ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total sources of capital funding (C) 4,790 4,472 6,304 6,965 7,289 6,001 244 18 (257) (403) (636)
Application of Capital Funding Capital expenditure: ‐ to meet additional demand ‐ ‐ 606 ‐ 75 ‐ 760 ‐ ‐ ‐ ‐ ‐ to improve level of service 4,284 2,608 2,828 5,071 5,351 4,258 750 806 802 819 884 ‐ to replace existing assets 10,357 10,935 10,824 9,980 9,398 9,569 7,764 8,600 8,176 8,443 8,970 Increase/(decrease) in reserves (2,372) (1,041) 697 917 1,894 1,938 1,386 2,472 3,267 3,375 3,401 Increase/(decrease) in investments 285 278 217 278 299 364 387 385 359 382 312 Total application of capital funding (D) 12,554 12,780 15,172 16,246 17,017 16,129 11,047 12,263 12,604 13,020 13,568 Surplus / (deficit) of capital funding (C‐D) (7,762) (8,308) (8,868) (9,280) (9,728) (10,128) (10,802) (12,245) (12,861) (13,423) (14,204) Funding balance (A‐B)+(C‐D) 00000000000
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2014/15 Ann Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 FUNDING IMPACT STATEMENT Plan 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Reconciliation ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) - between FIS & Financial Statements
Operating Funding (revenue) ‐ per FIS 35,117 36,275 37,107 38,515 40,115 41,089 42,788 44,318 45,744 47,118 48,436 Capital Funding (revenue)‐ per FIS 3,153 2,812 2,894 2,636 2,935 2,654 2,879 2,860 2,945 3,056 3,103 38,270 39,088 40,001 41,151 43,050 43,742 45,667 47,179 48,689 50,173 51,539 Operating Revenue ‐ per Stmt of Comp. Revenue & Expense 38,270 39,109 40,042 41,197 43,076 43,772 45,687 47,198 48,705 50,189 51,555 Less Other Gains/(losses)‐ Profit on Sale of Assets ‐ 21 40 46 27 30 20 20 16 16 16 38,270 39,088 40,001 41,151 43,050 43,742 45,667 47,179 48,689 50,173 51,539
Operating Expenditure ‐ per FIS 27,355 27,968 28,239 29,234 30,387 30,961 31,985 32,074 32,882 33,695 34,231 Add depreciation 10,738 10,834 10,903 11,800 11,379 11,575 12,437 12,448 12,485 13,504 13,511 38,093 38,802 39,142 41,034 41,766 42,535 44,422 44,522 45,368 47,199 47,742 Operating Expenditure ‐ per Stmt of Comp. Revenue & Expense 38,093 38,802 39,142 41,034 41,766 42,535 44,422 44,522 45,368 47,199 47,742
Capital Expenditure ‐ per FIS 14,641 13,543 14,258 15,050 14,824 13,828 9,273 9,406 8,978 9,263 9,855 Capital Expenditure ‐ per Cost of Service Statements 14,641 13,543 14,258 15,050 14,824 13,828 9,273 9,406 8,978 9,263 9,855
Transfer to/(from) Reserves ‐ per COSS (6,511) (5,635) (4,034) (4,218) (3,348) (3,387) (4,017) (3,630) (3,219) (3,473) (3,648) Depreciation transfered to reserves ‐ per COSS 4,118 4,595 4,730 5,135 5,242 5,325 5,404 6,102 6,486 6,849 7,049 Proceeds from sale of assets ‐ Tsf to reserves 20 (2,372) (1,041) 697 917 1,894 1,938 1,386 2,472 3,267 3,375 3,401 Increase/(Decrease) in Reserves ‐ per FIS (2,372) (1,041) 697 917 1,894 1,938 1,386 2,472 3,267 3,375 3,401
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FUNDING IMPACT STATEMENT As required by the Local Government (Financial Reporting) Regulations 2014 2014/15 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 ROADING Ann Plan 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Sources of Operating Funding General rates, uniform charges, rates penalties* ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted rates* 5,656 5,426 5,705 5,843 5,868 6,245 6,246 6,935 7,296 7,370 7,708 Subsidies and grants (for operating) 2,205 2,163 2,132 2,163 2,211 2,264 2,321 2,383 2,449 2,523 2,598 Fees & charges 78 190 91 92 110 97 99 102 105 126 111 Internal charges & overheads recovered ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest & dividends ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other receipts (incl petrol tax & fines) 163 170 172 174 178 183 187 192 198 204 210 Total operating funding (A) 8,101 7,949 8,100 8,273 8,368 8,788 8,853 9,611 10,048 10,222 10,627 * Disclosure of the General and Targeted Rates from the 2014/15 Annual Plan is restated to align with definitions within the Local Government (Rating) Act 2002. Applications of Operating Funding Payments to staff and suppliers 4,697 4,609 4,565 4,631 4,736 4,850 4,973 5,110 5,255 5,415 5,581 Finance costs 21 13 31 41 51 244 238 232 225 219 210 Internal charges and overheads applied 1,078 941 963 1,011 1,012 1,038 1,086 1,088 1,116 1,172 1,176 Other operating funding applications Total applications of operating funding (B) 5,796 5,563 5,559 5,683 5,799 6,132 6,297 6,429 6,597 6,806 6,967
Surplus/(Deficit) of operating funding (A‐B) 2,305 2,386 2,541 2,590 2,569 2,656 2,555 3,182 3,451 3,417 3,660 Sources of Capital Funding Subsidies & grants for capital expenditure 2,459 2,434 2,233 2,111 2,189 2,201 2,389 2,369 2,439 2,515 2,546 Development & financial contributions 121 99 76 77 160 81 83 85 87 96 99 Increase /(decrease) in debt 102 267 154 153 3,210 (105) (116) (126) (137) (149) (151) Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other dedicated capital funding ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total sources of capital funding (C) 2,683 2,800 2,463 2,342 5,559 2,176 2,356 2,328 2,389 2,463 2,494 Application of Capital Funding Capital expenditure: ‐ to meet additional demand ‐ ‐ 606 ‐ ‐ ‐ 760 ‐ ‐ ‐ ‐ ‐ to improve level of service 1,012 1,276 1,046 1,631 3,883 653 670 689 709 731 755 ‐ to replace existing assets 4,140 4,180 3,459 3,474 3,645 3,660 3,740 3,946 4,050 4,199 4,216 Increase/(decrease) in reserves (751) (269) (107) (174) 600 520 (259) 875 1,080 949 1,183 Increase/(decrease) in investments 587 Total application of capital funding (D) 4,988 5,186 5,004 4,931 8,128 4,832 4,911 5,510 5,840 5,879 6,154 Surplus / (deficit) of capital funding (C‐D) (2,305) (2,386) (2,541) (2,590) (2,569) (2,656) (2,555) (3,182) (3,451) (3,417) (3,660) Funding balance (A‐B)+(C‐D) 00000000000
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FUNDING IMPACT STATEMENT As required by the Local Government (Financial Reporting) Regulations 2014 2014/15 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 WATER SERVICES Ann Plan 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Sources of Operating Funding
General rates, uniform charges, rates penalties* ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Targeted rates* 3,041 3,055 3,234 3,377 3,676 3,973 4,773 4,825 5,012 5,271 5,338 Subsidies and grants (for operating) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fees & charges 272 307 313 325 335 345 357 369 383 397 413 Internal charges & overheads recovered ‐ 79 81 83 85 88 90 93 96 99 102 Interest & dividends 10 10 11 11 11 12 12 12 13 13 14 Other receipts (incl petrol tax & fines) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total operating funding (A) 3,323 3,452 3,638 3,795 4,107 4,417 5,232 5,299 5,503 5,780 5,867 * Disclosure of the General and Targeted Rates from the 2014/15 Annual Plan is restated to align with definitions within the Local Government (Rating) Act 2002. Applications of Operating Funding Payments to staff and suppliers 1,457 1,428 1,488 1,530 1,549 1,595 1,655 1,698 1,757 1,832 1,888 Finance costs 163 156 252 365 494 665 965 951 934 904 866 Internal charges and overheads applied 542 534 549 574 579 596 622 627 645 676 684 Other operating funding applications ‐ Total applications of operating funding (B) 2,162 2,117 2,289 2,469 2,621 2,855 3,242 3,276 3,336 3,412 3,438
Surplus/(Deficit) of operating funding (A‐B) 1,161 1,334 1,349 1,326 1,486 1,562 1,990 2,023 2,167 2,368 2,429
Sources of Capital Funding Subsidies & grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development & financial contributions 4 4 4 4 5 5 5 5 5 5 6 Increase /(decrease) in debt (33) 1,603 1,770 2,156 2,843 5,062 (235) (273) (530) (575) (628) Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other dedicated capital funding ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total sources of capital funding (C) (29) 1,607 1,774 2,161 2,848 5,067 (231) (268) (525) (570) (622)
Application of Capital Funding Capital expenditure: ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to improve level of service 15 ‐ ‐ 6 1,103 3,417 ‐ ‐ 8 ‐ ‐ ‐ to replace existing assets 1,308 2,604 2,927 3,238 2,916 3,042 1,391 1,431 1,485 1,544 1,609 Increase/(decrease) in reserves (1,108) 338 196 242 315 170 368 323 150 254 198 Increase/(decrease) in investments 916 Total application of capital funding (D) 1,131 2,942 3,124 3,487 4,334 6,629 1,760 1,754 1,642 1,799 1,807 Surplus / (deficit) of capital funding (C‐D) (1,160) (1,334) (1,349) (1,326) (1,486) (1,562) (1,990) (2,023) (2,167) (2,368) (2,429) Funding balance (A‐B)+(C‐D) 00000000000
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FUNDING IMPACT STATEMENT As required by the Local Government (Financial Reporting) Regulations 2014 2014/15 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 SEWERAGE SERVICES Ann Plan 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Sources of Operating Funding
General rates, uniform charges, rates penalties* ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted rates* 6,253 6,774 6,894 7,157 7,255 7,305 7,473 7,907 8,140 8,296 8,513 Subsidies and grants (for operating) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fees & charges 411 478 499 522 535 552 567 586 604 627 648 Internal charges & overheads recovered 5 5 5 5 5 6 6 6 6 6 6 Interest & dividends ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other receipts (incl petrol tax & fines) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total operating funding (A) 6,669 7,257 7,398 7,684 7,795 7,863 8,046 8,499 8,751 8,929 9,167
* Disclosure of the General and Targeted Rates from the 2014/15 Annual Plan is restated to align with definitions within the Local Government (Rating) Act 2002.
Applications of Operating Funding
Payments to staff and suppliers 1,120 1,231 1,334 1,339 1,380 1,433 1,472 1,524 1,590 1,641 1,707 Finance costs 2,682 2,732 2,751 2,817 2,741 2,653 2,553 2,439 2,317 2,191 2,054 Internal charges and overheads applied 901 1,046 1,060 1,111 1,092 1,109 1,164 1,143 1,164 1,227 1,207 Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total applications of operating funding (B) 4,703 5,009 5,145 5,267 5,213 5,196 5,188 5,106 5,071 5,058 4,968
Surplus/(Deficit) of operating funding (A‐B) 1,966 2,249 2,253 2,417 2,583 2,667 2,858 3,393 3,679 3,871 4,198 Sources of Capital Funding Subsidies & grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development & financial contributions 112 112 117 122 125 216 216 211 219 240 250 Increase /(decrease) in debt 1,194 (677) 337 (1,199) (1,627) (1,835) (2,091) (2,249) (2,309) (2,484) (2,605) Gross proceeds from sale of assets ‐ ‐ Lump sum contributions ‐ ‐ Other dedicated capital funding ‐ Total sources of capital funding (C) 1,306 (565) 454 (1,077) (1,501) (1,620) (1,876) (2,038) (2,091) (2,244) (2,355)
Application of Capital Funding Capital expenditure: ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to improve level of service 1,415 150 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to replace existing assets 2,430 1,470 2,805 1,432 1,583 1,357 1,359 1,637 1,447 1,505 1,677 Increase/(decrease) in reserves (1,575) 63 (98) (93) (502) (310) (377) (282) 142 122 166 Increase/(decrease) in investments 1,002 Total application of capital funding (D) 3,272 1,683 2,707 1,339 1,081 1,047 982 1,355 1,589 1,627 1,843 Surplus / (deficit) of capital funding (C‐D) (1,966) (2,249) (2,253) (2,417) (2,583) (2,667) (2,858) (3,393) (3,679) (3,871) (4,198) Funding balance (A‐B)+(C‐D) 00000000000
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FUNDING IMPACT STATEMENT As required by the Local Government (Financial Reporting) Regulations 2014 2014/15 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 STORMWATER SERVICES Ann Plan 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Sources of Operating Funding
General rates, uniform charges, rates penalties* ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted rates* 437 475 548 626 578 533 572 614 623 673 731 Subsidies and grants (for operating) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fees & charges ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal charges & overheads recovered ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest & dividends ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other receipts (incl petrol tax & fines) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total operating funding (A) 437 475 548 626 578 533 572 614 623 673 731 * Disclosure of the General and Targeted Rates from the 2014/15 Annual Plan is restated to align with definitions within the Local Government (Rating) Act 2002.
Applications of Operating Funding Payments to staff and suppliers 117 116 190 251 174 122 126 130 135 140 145 Finance costs 62 56 49 41 66 64 61 58 55 52 49 Internal charges and overheads applied 143 165 170 176 179 184 190 194 199 207 211 Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total applications of operating funding (B) 322 337 409 468 419 370 377 382 389 399 405
Surplus/(Deficit) of operating funding (A‐B) 115 139 139 158 159 163 195 232 234 274 326
Sources of Capital Funding Subsidies & grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development & financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase /(decrease) in debt (124) (132) (141) 384 (38) (41) (45) (49) (53) (57) (62) Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other dedicated capital funding ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total sources of capital funding (C) (124) (132) (141) 384 (38) (41) (45) (49) (53) (57) (62)
Application of Capital Funding Capital expenditure: ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to improve level of service 30 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to replace existing assets 200 150 156 748 408 364 377 391 406 422 440 Increase/(decrease) in reserves (365) (144) (158) (207) (287) (242) (227) (208) (225) (205) (175) Increase/(decrease) in investments 126 Total application of capital funding (D) (9) 6 (2) 542 121 122 150 183 181 217 265 Surplus / (deficit) of capital funding (C‐D) (115) (139) (139) (158) (159) (163) (195) (232) (234) (274) (326) Funding balance (A‐B)+(C‐D) 00000000000
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FUNDING IMPACT STATEMENT As required by the Local Government (Financial Reporting) Regulations 2014 2014/15 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 SOLID WASTE SERVICES Ann Plan 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Sources of Operating Funding
General rates, uniform charges, rates penalties* ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted rates* 962 984 1,032 1,059 1,107 1,161 1,199 1,221 1,259 1,314 1,338 Subsidies and grants (for operating) 70 115 77 79 81 83 85 88 91 94 97 Fees & charges 2,350 2,457 2,514 2,577 2,644 2,715 2,794 2,877 2,966 3,064 3,167 Internal charges & overheads recovered 219 203 207 213 218 224 231 237 245 253 261 Interest & dividends ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other receipts (incl petrol tax & fines) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total operating funding (A) 3,601 3,759 3,829 3,928 4,050 4,183 4,308 4,423 4,560 4,724 4,863 * Disclosure of the General and Targeted Rates from the 2014/15 Annual Plan is restated to align with definitions within the Local Government (Rating) Act 2002.
Applications of Operating Funding Payments to staff and suppliers 2,899 3,051 3,126 3,190 3,284 3,411 3,510 3,626 3,743 3,875 4,005 Finance costs 86 84 97 95 91 86 81 76 70 65 58 Internal charges and overheads applied 553 524 534 555 557 570 593 597 612 638 644 Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total applications of operating funding (B) 3,538 3,660 3,758 3,840 3,932 4,067 4,184 4,298 4,425 4,578 4,708
Surplus/(Deficit) of operating funding (A‐B) 62 99 72 87 118 116 124 125 135 146 156
Sources of Capital Funding Subsidies & grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development & financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase /(decrease) in debt 190 176 (95) (101) (110) (118) (127) (128) (137) (148) (158) Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other dedicated capital funding ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total sources of capital funding (C) 190 176 (95) (101) (110) (118) (127) (128) (137) (148) (158)
Application of Capital Funding Capital expenditure: ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to improve level of service 270 300 51 252 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to replace existing assets ‐ 335 ‐ 210 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase/(decrease) in reserves (40) (360) (75) (477) 8 (2) (3) (3) (3) (1) (3) Increase/(decrease) in investments 22 Total application of capital funding (D) 252 275 (24) (14) 8 (2) (3) (3) (3) (1) (3) Surplus / (deficit) of capital funding (C‐D) (62) (99) (72) (87) (118) (116) (124) (125) (135) (146) (156) Funding balance (A‐B)+(C‐D) 00000000000
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FUNDING IMPACT STATEMENT As required by the Local Government (Financial Reporting) Regulations 2014 2014/15 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 COMMUNITY FACILITIES / ACTIVITIES Ann Plan 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Sources of Operating Funding
General rates, uniform charges, rates penalties* ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted rates* 7,484 7,766 7,987 8,226 8,546 8,831 8,991 9,113 9,322 9,653 9,872 Subsidies and grants (for operating) 58 73 96 73 75 77 79 246 84 87 90 Fees & charges 1,443 1,565 1,456 1,654 1,559 1,608 1,724 1,695 1,827 1,797 1,839 Internal charges & overheads recovered 231 294 300 308 316 325 334 344 354 366 379 Interest & dividends ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other receipts (incl petrol tax & fines) 33 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total operating funding (A) 9,249 9,697 9,839 10,261 10,496 10,840 11,128 11,398 11,588 11,903 12,179 * Disclosure of the General and Targeted Rates from the 2014/15 Annual Plan is restated to align with definitions within the Local Government (Rating) Act 2002. check ‐ (24.58) ‐ ‐ 0.00 ‐ (164.22) ‐ ‐ ‐
Applications of Operating Funding Payments to staff and suppliers 6,664 7,041 6,756 6,982 7,013 7,227 7,452 7,567 7,863 8,095 8,333 Finance costs 151 142 160 239 405 399 390 373 355 336 314 Internal charges and overheads applied 1,271 1,335 1,365 1,433 1,431 1,465 1,533 1,533 1,574 1,657 1,665 Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total applications of operating funding (B) 8,086 8,517 8,281 8,654 8,849 9,091 9,375 9,473 9,792 10,089 10,313
check ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Surplus/(Deficit) of operating funding (A‐B) 1,164 1,180 1,558 1,607 1,647 1,750 1,753 1,925 1,796 1,815 1,867
Sources of Capital Funding Subsidies & grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development & financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase /(decrease) in debt (75) 153 1,168 2,658 (240) (256) (402) (395) (387) (420) (439) Gross proceeds from sale of assets ‐ Lump sum contributions ‐ Other dedicated capital funding ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total sources of capital funding (C) (75) 153 1,168 2,658 (240) (256) (402) (395) (387) (420) (439)
Application of Capital Funding Capital expenditure: ‐ to meet additional demand ‐ ‐ ‐ 75 ‐ ‐ ‐ ‐ ‐ ‐ ‐ to improve level of service 1,654 842 1,731 3,180 364 188 80 117 85 88 129 ‐ to replace existing assets 1,712 1,882 1,214 685 589 610 630 999 517 557 731 Increase/(decrease) in reserves (2,849) (1,391) (219) 400 378 695 642 413 806 750 568 Increase/(decrease) in investments 572 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total application of capital funding (D) 1,089 1,333 2,725 4,265 1,407 1,494 1,351 1,530 1,409 1,395 1,428 Surplus / (deficit) of capital funding (C‐D) (1,164) (1,180) (1,558) (1,607) (1,647) (1,750) (1,753) (1,925) (1,796) (1,815) (1,867) Funding balance (A‐B)+(C‐D) 00000000000
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LONG TERM PLAN 2015-2025
FUNDING IMPACT STATEMENT As required by the Local Government (Financial Reporting) Regulations 2014 2014/15 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 REGULATORY SERVICES Ann Plan 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Sources of Operating Funding
General rates, uniform charges, rates penalties* ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted rates* 1,514 1,673 1,708 1,822 2,069 2,127 2,197 1,937 1,987 2,071 2,062 Subsidies and grants (for operating) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fees & charges 1,348 1,419 1,445 1,479 1,943 1,561 1,603 1,646 1,705 1,758 1,829 Internal charges & overheads recovered 440 448 448 486 479 492 526 521 537 576 573 Interest & dividends 2 2 2 2 2 2 2 2 2 2 2 Other receipts (incl petrol tax & fines) 102 95 97 100 102 105 108 111 115 118 122 Total operating funding (A) 3,406 3,636 3,700 3,888 4,596 4,286 4,436 4,217 4,345 4,526 4,589 * Disclosure of the General and Targeted Rates from the 2014/15 Annual Plan is restated to align with definitions within the Local Government (Rating) Act 2002.
Applications of Operating Funding Payments to staff and suppliers 2,359 2,484 2,505 2,620 3,310 2,948 3,038 2,809 2,894 3,023 3,076 Finance costs 3 0 ‐ ‐ ‐ 1 18 17 17 16 16 Internal charges and overheads applied 793 956 993 1,054 1,071 1,115 1,155 1,170 1,202 1,256 1,268 Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total applications of operating funding (B) 3,156 3,440 3,498 3,674 4,381 4,064 4,210 3,996 4,113 4,295 4,359
Surplus/(Deficit) of operating funding (A‐B) 250 196 201 214 215 222 226 221 232 231 230
Sources of Capital Funding Subsidies & grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development & financial contributions 457 163 464 322 456 152 187 191 194 198 202 Increase /(decrease) in debt 43 (7) ‐ ‐ 16 277 (6) (7) (7) (8) (9) Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other dedicated capital funding ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total sources of capital funding (C) 500 156 464 322 472 430 181 184 187 190 194
Application of Capital Funding Capital expenditure: ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to improve level of service 3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to replace existing assets 187 156 114 98 99 365 99 90 93 104 108 Increase/(decrease) in reserves 454 196 551 437 588 287 308 315 326 317 316 Increase/(decrease) in investments 106 Total application of capital funding (D) 750 352 665 536 687 652 407 405 420 421 424 Surplus / (deficit) of capital funding (C‐D) (250) (196) (201) (214) (215) (222) (226) (221) (232) (231) (230) Funding balance (A‐B)+(C‐D) 00000000000
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FUNDING IMPACT STATEMENT As required by the Local Government (Financial Reporting) Regulations 2014 2014/15 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 GOVERNANCE Ann Plan 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Sources of Operating Funding
General rates, uniform charges, rates penalties* Targeted rates* 579 556 554 570 579 595 611 622 645 661 675 Subsidies and grants (for operating) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fees & charges ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal charges & overheads recovered 379 371 370 380 386 397 407 415 430 441 450 Interest & dividends ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other receipts (incl petrol tax & fines) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total operating funding (A) 958 927 924 950 965 992 1,018 1,037 1,075 1,101 1,126 * Disclosure of the General and Targeted Rates from the 2014/15 Annual Plan is restated to align with definitions within the Local Government (Rating) Act 2002.
Applications of Operating Funding Payments to staff and suppliers 645 636 680 637 651 727 683 700 785 739 760 Finance costs ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal charges and overheads applied 294 272 280 295 295 302 318 319 327 344 347 Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other dedicated capital funding ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total applications of operating funding (B) 939 908 960 931 946 1,029 1,000 1,019 1,112 1,083 1,108
Surplus/(Deficit) of operating funding (A‐B) 18 19 (37) 19 19 (37) 18 18 (37) 18 18
Sources of Capital Funding Subsidies & grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development & financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase /(decrease) in debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total sources of capital funding (C) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Application of Capital Funding Capital expenditure: ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to improve level of service ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to replace existing assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase/(decrease) in reserves 18 19 (37) 19 19 (37) 18 18 (37) 18 18 Increase/(decrease) in investments ‐ Total application of capital funding (D) 18 19 (37) 19 19 (37) 18 18 (37) 18 18 Surplus / (deficit) of capital funding (C‐D) (18) (19) 37 (19) (19) 37 (18) (18) 37 (18) (18) Funding balance (A‐B)+(C‐D) 00000000000
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FUNDING IMPACT STATEMENT As required by the Local Government (Financial Reporting) Regulations 2014 2014/15 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 INTERNAL FUNCTIONS Ann Plan 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Sources of Operating Funding General rates, uniform charges, rates penalties ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Targeted rates* ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Subsidies and grants (for operating) ‐ 8 8 8 8 8 9 9 9 9 10 Fees & charges 254 247 252 258 264 271 279 287 296 305 315 Internal charges & overheads recovered 4,165 4,535 4,675 4,912 4,897 5,029 5,250 5,231 5,353 5,623 5,607 Interest & dividends 805 766 794 843 918 993 1,074 1,133 1,228 1,320 1,391 Other receipts (incl petrol tax & fines) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total operating funding (A) 5,224 5,556 5,729 6,021 6,088 6,301 6,612 6,660 6,886 7,258 7,323 * Disclosure of the General and Targeted Rates from the 2014/15 Annual Plan is restated to align with definitions within the Local Government (Rating) Act 2002.
Applications of Operating Funding Payments to staff and suppliers 4,170 4,470 4,571 4,773 4,765 4,870 5,081 5,082 5,215 5,487 5,510 Finance costs ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Internal charges and overheads applied 289 380 393 412 417 430 448 453 466 487 493 Other operating funding applications ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total applications of operating funding (B) 4,459 4,850 4,964 5,185 5,182 5,300 5,529 5,535 5,681 5,975 6,003
Surplus/(Deficit) of operating funding (A‐B) 765 706 765 836 906 1,001 1,083 1,125 1,205 1,283 1,320
Sources of Capital Funding Subsidies & grants for capital expenditure ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development & financial contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Increase /(decrease) in debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Gross proceeds from sale of assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lump sum contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other dedicated capital funding ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total sources of capital funding (C) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Application of Capital Funding Capital expenditure: ‐ to meet additional demand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to improve level of service 50 40 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ to replace existing assets 215 159 150 94 158 171 167 105 178 112 190 Increase/(decrease) in reserves 357 507 615 742 748 830 916 1,020 1,027 1,171 1,130 Increase/(decrease) in investments 143 Total application of capital funding (D) 765 706 765 836 906 1,001 1,083 1,125 1,205 1,283 1,320 Surplus / (deficit) of capital funding (C‐D) (765) (706) (765) (836) (906) (1,001) (1,083) (1,125) (1,205) (1,283) (1,320) Funding balance (A‐B)+(C‐D) 00000000000
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LOCAL GOVERNMENT ACT 2002 - Financial Disclosures The Local Government Act 2002 sets out a number of disclosure requirements for Councils over and above the generally accepted accounting practice (GAAP) information. Local Government (Financial Reporting and Prudence) Regulations 2014 sets out specific requirements in terms of the information to be reported and the format in which it is to be reported. Benchmarks - per LG (Financial Reporting and Prudence) Regulations 2014 Rates affordability benchmarks The Council has quantified it's rates income increase limits as 2014/15 rates plus increases based on LGCI plus 1% plus growth. The graph below compares the value of rates income projected to the value derived from the quantified limit.
$ millions Rates (income) affordability 45 40 35 30 25 20 15 10 5 0
Quantified Limit on rates income Proposed rates income (at or within limit)
As per above, the Council's quantified rates income increase limits as a percentage each year is based on LGCI plus 1%. The planned percentage rates increases (after growth) are compared to the limit in the graph below. Rates (increases) affordability 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5% 0.0%
Quantified limit ‐ annual rates increase % Actual rates increase% (at or within limit)
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Essential services benchmark The graph below shows the Council’s capital expenditure on network services as a proportion of depreciation on network services. The Council meets this benchmark if its capital expenditure on network services equals or is greater than depreciation on those network services. Essential services are: roading, water supplies, sewerage systems and stormwater systems.
Essential services 160% 149.9% 135.9% (%) 140% 126.9% 128.4% 113.3% 120% 110.6% 81.4% 79.3% 79.7% 75.4% 77.7% 100% depreciation
80% /
60% 40% 20% expenditure
0% Capital
Benchmark met Benchmark not met Benchmark
Note: many essential services assets have long lives and are at various stages through those lives. The Council's replacement and renewal expenditure does not automatically follow the accounting measure of decline in service (depreciation). The Council's asset management plans for each service outline the renewal and replacement programmes for each component of the assets employed to deliver the services.
Debt servicing benchmark The graph below shows the Council’s borrowing costs as a proportion of operating revenue, as required by the regulations. To meet the benchmark the Council must stay within 10%. This measure differs from the Council's debt affordability benchmark as Operating Revenue definition excludes financial contributions, vested assets, gains on derivative financial instruments, and revaluations of property, plant, or equipment. Debt Servicing benchmark 12%
10% (%)
8%
6%
4%
2%
0% Borrowing costs/revenue
Benchmark met Benchmark not met Benchmark
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Debt affordability benchmark The Council meets the debt affordability benchmark if its planned borrowing is within the Council's quantified limits for borrowing, as set in the LTP.
The quantified limit is: Net External Debt (1) not to exceed 150% of Total Operating Revenue (2).
% Debt affordability benchmark - external debt to total operating revenues
150% 140% 130% 120% 110% 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Quantified limit on debt Actual debt (at or within limit) (1) Net External Debt is defined as gross external debt less all financial assets, including cash in bank. (2) Operating Revenue is defined as all operating revenue as reported in the Prospective Statement of Comprehensive Income.
Balanced budget benchmark The graph below shows the Council’s forecast operating revenue as a proportion of operating expenses. The Council meets this benchmark if its operating revenue equals or is greater than its operating expenses. As per the regulations, Operating Revenue definition excludes financial contributions and revaluations of assets.
Balanced Budget Benchmark 115% 110% 107% 105% 106% 105% 105% 101% 102% 101% 98% 99.5% 100% 99% 100% 95% 90% 85% 80% 75%
Benchmark met Benchmark not met Benchmark
Note: the Council has achieved a balanced budget as per the accounting definition, but by excluding the financial contributions income the operating revenue falls just under operating expenditure in years one and three of the LTP.
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CAPITAL EXPENDITURE STATEMENTS – by Groups of Activity
ROADING
Annual Plan Capital Expenditure Summary Renewal/New 2014/15 / Growth Source of Funds 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
$ Capital Projects $ $ $ $ $ $ $ $ $ $ Subsidised Roading 2,167,000 Roading Renewals - rural Renewal Rates & Subsidy 2,320,300 2,329,868 2,395,232 2,453,032 2,515,456 2,582,504 2,654,176 2,732,784 2,818,328 2,910,808 847,000 Roading renewals - urban Renewal Rates & Subsidy 633,700 746,710 762,910 781,320 801,203 822,559 845,387 870,425 897,672 927,128 231,000 Bridge renewals Renewal - 71,900 72,907 - 76,286 - - 82,541 84,986 87,646 -
520,000 Manawa Bridge Renewal Reserves & Subsidy 720,000 ------Solway Cres upgrading Growth Subdiv Contrib - 606,372 - - - 759,560 - - - - 500,000 Rural/Urban Minor Improvement projects LOS Rates & Subsidy 368,000 515,112 473,452 456,230 467,840 480,310 493,640 508,260 524,170 541,370 Columbo Road - new footpath western side LOS Rates & Subsidy 174,000 ------Cycleways LOS Rates & Subsidy 70,000 70,980 72,520 74,270 76,160 78,190 80,360 82,740 85,330 88,130 Castlepoint - Rural foothpath LOS General capital ------4,265,000 Total Subsidised Roading 4,357,900 4,341,948 3,704,114 3,841,138 3,860,659 4,723,123 4,156,104 4,279,195 4,413,146 4,467,436 Non‐subsidised Roading 24,000 Carpark reseal Renewal Depn Reserve 54,000 5,070 5,180 15,915 16,864 - 19,516 7,683 29,256 - 290,000 Footpath upgrading [incl reseals] Renewal Depn Reserve 380,000 304,200 310,800 318,300 326,400 335,100 344,400 354,600 365,700 377,700 270,000 CBD upgrade LOS Devel Contrib & loan 270,000 - 614,348 3,246,660 ------Upgrade to LED streetlighting LOS Loan/Depn Reserve - 358,400 367,500 ------182,000 Castlepoint - safety improvmts ------61,000 Streetscape & neighbourhood design (provision) LOS Rates - 101,400 103,600 106,100 108,800 111,700 114,800 118,200 121,900 125,900 Lansdowne village project (roading, paving & seating) LOS Loan, 183,600 ------Loan/General Lansdowne village project (underground power) LOS Capital fund 200,000 ------10,000 Railway Street Scape 10,000 ------50,000 Horsehose carpark landscaping ------887,000 Total Non-subsidised Roading 1,097,600 769,070 1,401,428 3,686,975 452,064 446,800 478,716 480,483 516,856 503,600
5,152,000 Total 5,455,500 5,111,018 5,105,542 7,528,113 4,312,723 5,169,923 4,634,820 4,759,678 4,930,002 4,971,036 Capital Funding (2,459,377) NZ Transport Agency subsidy (roading) (2,434,413) (2,232,968) (2,111,345) (2,189,449) (2,200,576) (2,389,116) (2,368,980) (2,439,141) (2,515,493) (2,546,438) (767,000) Transfers from reserves (1,023,600) (912,930) (1,114,078) (334,215) (343,264) (866,792) (363,916) (362,283) (394,956) (377,700) (212,000) Loan funds (383,600) (179,200) (183,750) (3,246,660) ------($3,438,377) Total other funding (3,841,613) (3,325,098) (3,409,173) (5,770,324) (2,543,840) (3,255,908) (2,732,896) (2,801,424) (2,910,449) (2,924,138)
$1,713,623 Rates Requirement (Capital) $1,613,887 $1,785,920 $1,696,369 $1,757,789 $1,768,883 $1,914,015 $1,901,925 $1,958,254 $2,019,553 $2,046,897
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WATER SUPPLIES
Annual Plan Capital Expenditure Summary Renewal/New 2014/15 /Growth Source of Funds 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 $ $ $ $$$$$$$$ Urban water treatment WTP Consent Renewal - take Renewal Reserves - 176,460 ------30,000 WTP sludge handling upgrade (incld. consent) LOS Loan - - - 1,103,000 ------
93,000 WTP - plant, equipment & infrastructure renewals Renewal/LOS Depn Reserve 145,000 98,610 107,969 104,785 108,205 123,795 116,185 128,169 125,400 130,625 WTP - building renewals Renewal Depn Reserve 39,000 - - - 57,520 - - - - - Reseal Access Road WTP Renewal Depn Reserve - 31,140 ------$123,000 Total Urban water treatment 184,000 306,210 107,969 1,207,785 165,725 123,795 116,185 128,169 125,400 130,625
Urban water reticulation 811,000 Water mains renewals (reticulation) Renewal Loan/Depn Reserve 2,150,000 2,387,400 2,458,700 2,536,900 2,619,700 1,002,150 1,039,550 1,078,650 1,122,000 1,168,750 310,000 Water connections replacements Renewal Depn Reserve 200,000 207,600 213,800 220,600 227,800 235,800 244,600 253,800 264,000 275,000 Water meters all urban properties LOS Loan - - - - 3,417,000 - - - - - 32,000 Reservoir upgrades Renewal Depn Reserve 45,000 ------1,153,000 Total Urban water reticulation 2,395,000 2,595,000 2,672,500 2,757,500 6,264,500 1,237,950 1,284,150 1,332,450 1,386,000 1,443,750
Rural water supply 32,000 Wainuioru water supply renewals Renewal Depn Reserve 20,000 20,760 21,380 22,060 22,780 23,580 24,460 25,380 26,400 27,500 Rural drinking water standards - compliance Renewal Loan - - 374,150 ------Tinui water supply upgrades Renewal Depn Reserve 5,000 5,190 5,345 5,515 5,695 5,895 6,115 6,345 6,600 6,875 Opaki water race consent renewal Renewal Loan - - 63,000 26,387 ------15,000 Te Ore Ore water race consent renewal ------47,000 Total Rural water supply 25,000 25,950 463,875 53,962 28,475 29,475 30,575 31,725 33,000 34,375
1,323,000 Total 2,604,000 2,927,160 3,244,344 4,019,247 6,458,700 1,391,220 1,430,910 1,492,344 1,544,400 1,608,750 Capital Funding (1,108,000) Transfers from reserves (746,500) (843,375) (933,772) (956,853) (1,094,010) (1,184,895) (1,216,885) (1,485,999) (1,537,800) (1,601,875) (215,000) Loan funds (1,857,500) (2,083,785) (2,310,573) (3,062,394) (5,364,690) (206,325) (214,025) (6,345) (6,600) (6,875) ($1,323,000) Total capital funding ($2,604,000) ($2,927,160) ($3,244,344) ($4,019,247) ($6,458,700) ($1,391,220) ($1,430,910) ($1,492,344) ($1,544,400) ($1,608,750) $0 Rates requirement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
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WASTEWATER SERVICES
Annual Plan Capital Expenditure Summary Renewal/New 2014/15 /Growth Source of Funds 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 $ $ $ $$$$$$$$ Urban Sewerage system 160,000 Hydraulic/groundwater modeling LOS Depn Reserve 150,000 ------2,430,000 Sewer reticulation renewals Renewal Loan/Depn Reserve 1,100,000 1,141,800 1,175,900 1,268,450 1,252,900 1,296,900 1,406,450 1,395,900 1,452,000 1,512,500 Homebush treatment plant renewals Renewal Depn Reserve 40,000 41,520 42,760 314,355 45,560 47,160 214,025 50,760 52,800 55,000 Homebush contract completion Renewal Depn Reserve 150,000 155,700 213,800 ------1,250,000 Homebush treatment plant upgrade LOS Loan/Depn Reserve 180,000 1,453,200 - - 58,659 - - - - 109,313 $3,840,000 Total Urban Sewerage system 1,620,000 2,792,220 1,432,460 1,582,805 1,357,119 1,344,060 1,620,475 1,446,660 1,504,800 1,676,813
Rural Sewerage schemes Castlepoint plant renewals ------5,000 Tinui Sewerage Renewal Reserves ------16,511 - - - Riversdale sewerage scheme Renewal Loan/Depn Reserve - 12,456 - - - 15,327 - - - - $5,000 Total Rural Sewerage system - 12,456 - - - 15,327 16,511 - - -
3,845,000 Total 1,620,000 2,804,676 1,432,460 1,582,805 1,357,119 1,359,387 1,636,986 1,446,660 1,504,800 1,676,813 Capital Funding (2,550,000) Loan funds (770,000) (1,894,350) (390,185) (121,330) (125,290) - - - - - (1,295,000) Transfer from reserves (850,000) (910,326) (1,042,275) (1,461,475) (1,231,829) (1,359,387) (1,636,986) (1,446,660) (1,504,800) (1,676,813)
($3,845,000) Total capital funding ($1,620,000) ($2,804,676) ($1,432,460) ($1,582,805) ($1,357,119) ($1,359,387) ($1,636,986) ($1,446,660) ($1,504,800) ($1,676,813)
$0Rates Requirement (Capital) $0$0$0$0$0$0$0$0$0$0
STORMWATER
Annual Plan Capital Expenditure Summary Renewal/New 2014/15 /Growth Source of Funds 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 $ $ $ $$$$$$$$ Stormwater
200,000 Stormwater renewal & upgrades Renewal Depn Reserve 150,000 155,700 213,800 330,900 341,700 353,700 366,900 380,700 396,000 412,500 Waipoua Stopbank upgrade Renewal Loan - - 534,500 ------Consent Costs Renewal Depn Reserve - - - 77,210 22,780 23,580 24,460 25,380 26,400 27,500 30,000 Retention dam & cut off drains ------$230,000 Total Stormwater 150,000 155,700 748,300 408,110 364,480 377,280 391,360 406,080 422,400 440,000
Capital Funding Loan funds - - (534,500) ------(230,000) Transfer from reserves (150,000) (155,700) (213,800) (408,110) (364,480) (377,280) (391,360) (406,080) (422,400) (440,000)
($230,000) Total capital funding ($150,000) ($155,700) ($748,300) ($408,110) ($364,480) ($377,280) ($391,360) ($406,080) ($422,400) ($440,000)
$0Rates Requirement (Capital) $0$0$0$0$0$0$0$0$0$0
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SOLID WASTE SERVICES
Annual Plan Capital Expenditure Summary 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 $ $ $ $$$$$$$$ Solid Waste Management Nursery Road landfill capping Renewal Depn Reserve 335,000 ------Nursery Road transfer station upgrades Renewal Depn Reserve - - 210,400 ------130,000 Special waste facility (Grease dewatering) ------86,000 Nursey Road - Establish a hardfill site ------Loan & Reserves(External Special Waste LOS contributions) 100,000 ------Reuse Recovery Store LOS Depn Reserve - 51,250 252,480 ------Roof over Transfer Station Pad LOS Loan 200,000 ------54,000 "Bio Waste" storage freezer ------$270,000 Total Solid Waste Management 635,000 51,250 462,880 ------
Capital Funding (270,000) Loan funds (260,000) ------Transfer from reserves (375,000) (51,250) (462,880) ------($270,000) Total capital funding ($635,000) ($51,250) ($462,880) $0 $0 $0 $0 $0 $0 $0 $0Rates Requirement (Capital) $0$0$0$0$0$0$0$0$0$0
COMMUNITY FACILITIES / ACTIVITIES (part)
Annual Plan Capital Expenditure Summary Renewal/New 2014/15 /Growth Source of Funds 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 $ $ $ $$$$$$$$ Library & Archive 156,000 Book stock renewals Renewal Depn Reserve 175,000 179,200 183,750 188,475 193,725 199,325 205,275 211,925 218,925 226,450 40,000 Computer & Equipment replacements Renewal Depn Reserve 62,000 25,600 26,250 78,621 27,675 52,109 29,325 30,275 31,275 32,350 165,000 Library refurbishment ------
12,000 Replace furniture / fittings and Building renewals Renewal Depn Reserve 49,000 36,864 11,550 11,847 12,177 12,529 12,903 13,321 13,761 14,234 Roof Replacement Renewal Depn Reserve - - 76,650 ------50,000 Library extension (inlc. Design) LOS Loan - - 1,260,000 ------17,000 Archive renewals (inlc. IT) LOS Loan/Reserves - 30,720 99,750 ------440,000 Total Library & Archive 286,000 272,384 1,657,950 278,943 233,577 263,963 247,503 255,521 263,961 273,034 Economic Development & Promotion 12,000 CBD Security Cameraa LOS/Renewal Loan/Reserves 20,000 20,480 21,000 21,540 22,140 22,780 23,460 24,220 25,020 155,280 35,000 Signage & promotional signs LOS/Renewal Reserves 51,000 ------10,000 Town Square LOS Depn Reserve 5,000 ------Decorative Lighting (upgrade LED) LOS Reserves 31,000 ------57,000 Total Economic Development & Promotion 107,000 20,480 21,000 21,540 22,140 22,780 23,460 24,220 25,020 155,280
497,000 Total 393,000 292,864 1,678,950 300,483 255,717 286,743 270,963 279,741 288,981 428,314 Capital Funding (447,000) Transfers from reserves (373,000) (272,384) (298,200) (278,943) (233,577) (263,963) (247,503) (255,521) (263,961) (402,434) (50,000) Loan funds (20,000) (20,480) (1,380,750) (21,540) (22,140) (22,780) (23,460) (24,220) (25,020) (25,880) ($497,000) Total capital funding ($393,000) ($292,864) ($1,678,950) ($300,483) ($255,717) ($286,743) ($270,963) ($279,741) ($288,981) ($428,314) $0 Rates requirement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
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LONG TERM PLAN 2015-2025
COMMUNITY FACILITIES / ACTIVITIES Annual Plan Capital Expenditure Summary Renewal/New 2014/15 /Growth Source of Funds 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 $ Parks & Reserves $ $ $$$$$$$$ 215,000 Queen Elizabeth Park rejuvenation 150,000 51,200 262,500 161,550 12,731 13,099 13,490 13,927 14,387 14,881 Upgrade Kidz Own Playground Renewal Depn Reserve 50,000 ------
58,000 Upgrade structures / facilities (incl playgrounds) Renewal Depn Reserve - 28,672 29,400 30,156 30,996 31,892 32,844 33,908 35,028 36,232 Reserve 21,500 Recreation trails network (urban & rural) LOS Contributions/Loan 40,000 150,528 154,350 23,694 24,354 25,058 25,806 26,642 27,522 28,468 25,000 Street trees renewals & new LOS Reserves 16,750 17,152 17,588 18,040 18,542 19,078 19,648 20,284 20,954 21,675 Henley Lake - flow & level control Renewal Reserves - - 25,200 ------Henley - landscape development LOS Reserves 11,000 - - 11,847 - - 12,903 - - 14,234 Flow meter telemetry (for consent purposes) LOS Depn Reserve - 36,864 ------Depn Urban reserves upgrades LOS Reserve/Reserves 70,000 ------Reserves/Reserve 42,000 Rural reserves upgrades Renewal/LOS Contributions 90,000 ------190,000 McJorrow Park playground ------551,500 Total Parks, Reserves & Sportsfields 427,750 284,416 489,038 245,287 86,623 89,127 104,690 94,761 97,891 115,490
Sportsfields
668,000 Sportsfield buildings renewals Renewal Depn Reserve 40,000 209,920 - - 16,605 - 95,013 - 18,765 - Depn Reserve/General 160,000 Netball facility upgrade Renewal capital 320,000 184,320 ------General Building - South Park Sports Facilities Provision Renewal Reserve 6,000 ------Parks & Reserves - Sport Facilities Provisions LOS Depn Fund 100,000 102,400 105,000 107,700 110,700 - - - - -
- Cricket facility upgrade Renewal Reserves 200,000 ------828,000 Total Sportsfields 666,000 496,640 105,000 107,700 127,305 - 95,013 - 18,765 -
Genesis Energy Recreation Centre GERC - Outdoor Pools upgrades Renewal Depn Reserve 35,000 - 12,600 33,387 - - 36,363 - - 40,114 475,000 GERC heat plant replacement ------56,000 GERC - Other Plant & Equip Renewal Depn Reserve 65,000 51,200 52,500 53,850 55,350 56,950 58,650 60,550 62,550 64,700 531,000 Total Genesis Energy Recreation Centre 100,000 51,200 65,100 87,237 55,350 56,950 95,013 60,550 62,550 104,814 Cemeteries Reserves/General 50,000 Cemetery renovations & extensions Renewal/LOS Capital 10,000 23,552 - - - - 164,220 - - - District Building 40,000 Facilities & equipment renewals Renewal Depn Reserve 50,000 60,160 93,450 63,274 33,210 145,830 35,190 36,330 37,530 38,820 40,000 Building upgrades Renewal Depn Reserve 85,000 ------Town Hall - acoustics & Seating Renewal Loan - - - - 110,700 ------District Building - renovations office areas Renewal Loan 250,000 ------295,000 Town hall renewals (include stage & generator) Renewal Depn Reserve 35,000 ------375,000 Total District Building 420,000 60,160 93,450 63,274 143,910 145,830 35,190 36,330 37,530 38,820 Housing for the Elderly
60,000 Pensioner housing upgrades and renewals Renewal/LOS Depn Reserve 136,900 135,424 103,425 78,083 55,904 47,269 85,629 50,257 56,295 77,640
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LONG TERM PLAN 2015-2025
COMMUNITY FACILITIES / ACTIVITIES continued
Annual Plan Capital Expenditure Summary Renewal/New 2014/15 /Growth Source of Funds 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Other Property 3,000 Public conveniences Renewal/LOS Depn Reserve 25,000 3,072 3,150 3,231 3,321 3,417 3,519 3,633 3,753 3,882 Loan/Depn 20,000 Rural halls Renewal/LOS Reserve/External 15,000 46,080 15,750 16,155 16,605 17,085 17,595 18,165 18,765 19,410
250,000 Riversdale Beach toilets upgrade LOS Reserve 250,000 ------
70,000 Kaituna land replanting Renewal General capital - 70,980 ------
Depn Reserve/General 30,000 Rental Property upgrades Renewal capital 50,000 41,472 35,175 36,080 37,085 46,130 39,296 40,569 41,909 52,407 Earthquake strengthen Council buildings (to comply with code) LOS Loan - 1,228,800 1,260,000 ------
50,000 Mawley Park facility upgrades Renewal Depn Reserve 35,000 15,360 15,750 16,155 16,605 17,085 17,595 18,165 18,765 19,410 423,000 375,000 1,405,764 1,329,825 71,621 73,616 83,717 78,005 80,532 83,192 95,109
Airport 50,000 Certification & safety management system ------Runway reseal & remarking Renewal Depn Reserve - 163,840 - - - - 187,680 - - -
Other airport development & upgrades Growth/Renewa Depn Reserve /Loan 45,000 30,720 - 75,390 ------Runway lights replacement Renewal Depn Reserve 150,000 ------50,000 Total Airport 195,000 194,560 - 75,390 - - 187,680 - - - $ 2,868,500 Total $ 2,330,650 $ 2,651,716 $ 2,185,838 $ 728,591 $ 542,707 $ 422,891 $ 845,440 $ 322,429 $ 356,222 $ 431,873
Funding (2,688,500) Transfers from reserves (1,966,650) (1,236,036) (618,713) (620,352) (432,007) (422,891) (681,220) (322,429) (356,222) (431,873) (180,000) Loan funds (364,000) (1,391,104) (1,567,125) (108,239) (110,700) ------External funding - (24,576) - - - - (164,220) - - - ($2,868,500) Total capital funding ($2,330,650) ($2,651,716) ($2,185,838) ($728,591) ($542,707) ($422,891) ($845,440) ($322,429) ($356,222) ($431,873) $0 Rates requirement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
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REGULATORY SERVICES
Annual Plan Capital Expenditure Summary Renewal/New 2014/15 /Growth Source of Funds 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 $ $ $ $$$$$$$$ Capital Projects 95,000 Vehicle replacements Renewal Depn Reserve 92,000 82,000 84,160 72,360 74,437 76,648 78,993 81,606 84,353 87,368 12,400 Environmental Health Testing Equipment Renewal Depn Reserve 8,000 24,600 8,416 8,640 8,888 9,152 9,432 9,744 10,072 10,432 3,000 Animal Control - equipment Renewal Depn Reserve 1,500 1,538 5,786 1,620 1,667 6,292 1,769 1,827 6,925 1,956 Reserves 50,000 Animal Control - pound renewal Renewal Opex/Loan - - - 16,200 277,750 - - - - - Building Control - equipment LOS/Renewal Depn Reserve 14,000 6,150 - - 2,222 6,864 - - 2,518 7,824 30,000 Rural fire stations Renewal Depn Reserve 40,000 ------$ 190,400 155,500 114,288 98,362 98,820 364,964 98,956 90,194 93,177 103,868 107,580 Capital Funding (140,400) Transfers from reserves (155,500) (114,288) (98,362) (82,620) (87,214) (98,956) (90,194) (93,177) (103,868) (107,580) (50,000) Loan Funds - - - (16,200) (277,750) - - - - - ($190,400) Total capital funding ($155,500) ($114,288) ($98,362) ($98,820) ($364,964) ($98,956) ($90,194) ($93,177) ($103,868) ($107,580) $0 Rates Requirement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
INTERNAL FUNCTIONS
Annual Plan Capital Expenditure Summary Renewal/New 2014/15 /Growth Source of Funds 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 $ $ $ $$$$$$$$ Corporate Services 50,000 Document mgmt system Renewal Equipment Fund 70,000 - - - 72,215 - - - - - 75,000 Asset management system purchase ------85,000 IT equipment replacement Renewal Equipment Fund 89,000 91,225 93,628 96,120 98,879 101,816 104,931 108,402 112,051 116,056 - Website Upgrade LOS Special funds 40,000 ------30,000 GIS aerial photos & data capture Renewal Depn Reserve - 58,425 - 61,560 - 65,208 - 69,426 - 74,328 25,000 Council meetings IT upgrade ------$ 265,000 199,000 149,650 93,628 157,680 171,094 167,024 104,931 177,828 112,051 190,384 Capital Funding ($265,000) Transfers from reserves (199,000) (149,650) (93,628) (157,680) (171,094) (167,024) (104,931) (177,828) (112,051) (190,384) $0 Rates Requirement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
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Capital Expenditure Items Priority 2 Long Term Plan 2015-25 (Priority 2 projects are not included in the Ten Year Plan. Figures are not inflation adjusted) Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Project Driver Comments 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
Water supply
Additional cost for Smart meters LOS 2,000,000
Stormwater Services
Landsdown stormwater reticulation Subject to Flood Protection review (ie 1:100) 5,000,000
Private system repair & takeover Renewal 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000
Henley lake stormwater diversion LOS 261,000
Solid Waste
Tyre/silage wrap pyrolysis LOS 250,000 Rural recycling depots LOS Wainuioru & Mauriceville recycling depot 20,000
Potentially funded through waste contract or Recycling/recovery system upgrade Renewal external Council users. 500,000
Recycling bins next to street bins LOS Costs undetermined Original proposal. Superseded with new Reuse recovery store - capital LOS preferred option. 130,000 Roading Board walk - installation of a boardwalk instead of concrete foothpath adjacent to Castlepoint - Board walk LOS beach frontage 300,000
Rural road - Seal extension LOS 290,000 320,000 350,000 380,000 Diversion of heavy traffic from CBD. Unlikely Heavy trafic bypass LOS to receive LTNZ subsidy 10,000 100,000 5,000,000
Bridge Maintenance/renewals Renewal Improve weigh-restricted bridges 70,000 70,000 70,000 70,000 - 70,000 70,000 70,000 - - Parks & Reserves
Henley Lake - lighting the trail LOS Improving safety with lighting on trails 50,000 50,000 50,000 50,000
Providing new recreational facilities around new dams. Includes paths, provisioning for Recreational Facilities (New dam area) LOS club rooms/shelter buldings) 1,000,000
Divert intake flows to lake to wetlands. This Henley Lake - Opaki stream bypass LOS should assist in minimising algae bloom 300,000
Per Destination Wairarapa idea - costs Mataikona Beach Viewing Platform LOS undetermined
Henley Lake - intake channel realignment LOS Alternate intake from Ruamahanga River 22,000 500,000 -
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Capital Expenditure Items Priority 2 Long Term Plan 2015-25 (Priority 2 projects are not included in the Ten Year Plan. Figures are not inflation adjusted) Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Project Driver Comments 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
Sportsfields Carpark reseals Renewal 6,750
Netball courts resurface brought forward Renewal 203,000
Upgrade Sportsbowl Renewal Upgrade changing room 160,000 GERC Expanding toilets. Capital works on outcome Stadium - Expanding toilets of study year 2 5,000 50,000
Stadium - upgrade provision LOS - - - - 200,000 - -
Provides estimated 11% of the GERC GERC - Solar Cell supply - new LOS energy consumption. 600,000 District Building & Town Hall
Town Hall - heating/cooling LOS 130,000
Town Hall - replace balcony seats Renewal 70,000
Airport Secure carpark at aerodrome terminal LOS 35,000
Sealed taxiway to relocated fuel facility LOS 60,000
To improve access to coincide with lease Relocate ATC building LOS renewal 30,000
Services extension Growth Sewer & water services water ring extended 223,000
Runway Lengthening LOS 200,000 Other Community (eg Town Square, Town signage etc) Reinstate Town Clock Enhancing open space areas 370,000
Live streaming of Council meetings Cost Undetermined Support heritage buildings to achieve earthquake resilience Costs undetermined
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